Positive Psychological Wellbeing for Optimal Performance: The Cost-Effective Approach.

At its most simple, positive psychological wellbeing is held in an individual’s perception of competence, autonomy, relatedness, value and security. With its demonstrable positive performance effects across sectors, the promotion of positive wellbeing should be a priority for any individual, team, or company.

Recent research supports that the above, and the attainment of optimal performance and productivity in the workplace, requires an embedded, strategic and operational commitment to employee wellbeing. The research is unequivocal:

  • Yet surveys from across professions show annual increases in employee reports of working when ill (presenteeism) and under conditions of ‘extreme stress’.

The realisation is growing: Creating an ethos and culture of employee positive psychological wellbeing costs far less, but pays back far more.   

L&M use:

  • The extensive research of how to promote wellbeing in the workplace, including the ‘Drivers of Wellbeing’ identified by the New Economics Foundation (2014).
  • Our real-world experience of what it requires to produce high performance in demanding, ever- changing worlds, including our expertise in organisational/behavioural change and leadership.

Overall, our support is: cost-effective; flexible to, and grounded in, your company’s needs; and available at organisation, team and individual level. Our support can therefore take various forms, but might include:

  • Tailored research and audits to investigate: the current level and nature of employee wellbeing; those factors that currently impinge or promote wellbeing and its effects on health and producitivity; and potential cost-effective, behavioural and strategy-informing solutions. Such research should occur as a matter of course, but is particularly important following substantial organisational growth, change or resource/cost-cutting.
  • Facilitating management in the development, communication and implementation of wellbeing policy, strategy and behaviour throughout a part, or all, of the company.  Please see ‘Organisational Development’ for more detail.
  • Leadership development. Good leaders are those who; inspire competence, develop and attain trust, and support their teams to achieve optimal performance. A wellbeing leadership approach not only best promotes leader and team performance success, but is more intuitive and rewarding, and should form the basis of any leadership development for both new and experienced leaders. Please see ‘Leadership and Management’ for more details.
  • Senior management and key staff workshops. Specifically tailored workshops to overcome the implicit, explicit, and often understandable, resistance to prioritising wellbeing within the workplace, i.e., gaining the endorsement of those whose actions speak louder than words, the key for any successful change implementation.


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