The silent killer. An Executives experience during disruption and transformation.
Transformation, disruption, change. These are the new norms with many organisations in the thick of it. There is a lot of upheaval and change happening in all sectors, placing enormous stress on businesses. Consulting and professional services firms, change programmes and all manner of things are put in place to navigate these times...but I see a gap.
What we often don't talk about or factor in is the stress and mental wellbeing of the Executives in charge of leading the organisation during these extraordinary times.
Do we really consider the wellbeing of the Chief Executive or Executive team? How they're holding up? Who they can confidentially 'download' or open up to about their fears and concerns? Their physical and mental health? I'm posing this question because in my previous experience and consulting practice working with executives, it can be a very lonely job. There's a lot of responsibility and a lot on their shoulders, which is the nature of the job. But what I'm observing is that this is being exacerbated by the 'new norms' of almost constant change, disruption and transformation.
Are we considering the impact of that, on those leading the charge?
I realise this is a provocative question, and I'm opening myself up to being pilloried for posing it. I've heard comments like "they're paid the big bucks so they shouldn't complain", "they're really experienced, so won't have a problem dealing with things", and "they wouldn't be in that role if they couldn't cut it". Yes, CE's and Executives are generally paid well, yes, they're experienced and resilient - but I think we need to place more emphasis on how our senior leaders are supported during what are quite extraordinary times. They're human; they often have families and other responsibilities in their lives, and they're keenly aware that many are relying on them to successfully lead the organisation through these changing times. The majority I've worked with don't take that responsibility lightly.
It's Not Just Those New To Change
I recently caught up with a technology leader in New Zealand with significant experience successfully leading disruption and change in pressurised environments, both enterprise and startup. He was commenting on how he didn't know how others were handling the pace of change and transformation if it was new to them, given how even he (with all his experience) was struggling to take a breath and digest it all.
When you first reach Executive level, it's not uncommon to have coaching in your early days (or prior to) to make sure you're match-fit. Robert Hargrove makes a point of this in his book, 'Your First 100 Days in a New Executive Job'. He highlights how Executives have to have their physical and mental balance - their yin and yang - in order, and in a routine so that they're physically prepared for the demands of the role. What you don't often read or hear about, is how this becomes even more important during this new era of disruption and change. The good, old Kiwi view of "she'll be right" is a risk here. Actually, "no, Mrs/Mr Executive, unless you take planned steps and measures to maintain and monitor your physical and mental health during this time, you may not be alright."
Who's job is it to manage this?
First and foremost, it's yours. If you're in an Executive role, you need to make your wellbeing an absolute priority. If you don't prioritise this then consider how you will be letting down your customers, employees, Board....and yourself, if you struggle at the 11th hour or at a critical moment through not maintaining your wellbeing.
Your mentors and coaches. Your mentor should be both challenging and pushing you to focus on and maintain your wellbeing. As your trusted confidante, they're likely privy to your stresses and strains so know better than most what is happening in your world. If they're not challenging you or supporting you to focus on your health and wellbeing, then ask them to. (NB: and if you're an executive without a coach or mentor, then that's a whole other conversation we need to have! Here's a starting point...).
Talk with your employee experience, or People function (or HR function if you're still calling it that). *Health and wellbeing programmes are usually in place for your employees. They're there for you too. Talk to your head of People. A good People Leader is a sounding board and coach for their fellow Executives, as both a trusted source to vent/discuss, as well as being able to make confidential enquiries on your behalf if further support mechanisms are needed.
This needs to be a priority.
Nick Shewring, co-founder of Bizdojo, has bravely opened up the conversation around entrepreneurs and mental health. This is to be applauded and is being well received. Let's now extend that conversation to broader business, and the health and wellbeing of all our leaders.
New Zealand's success depends on it.
*A health, safety and wellbeing framework is a must in any business. These can range from gold-plated frameworks, winning awards, through to basic, practical frameworks that seek to meet legislative requirements and employees needs.
For those understanding the need to focus more on Mental Health, check out CoLiberate's Mental Health First Aid training.
Bron Hall is the Principal Consultant for Workplace Redesign, employee & customer experience specialist, and passionate advocate for NZ Inc.
Workplace Redesign. Helping New Zealand's organisations succeed through progressive and innovative workforce and workplace practices.
Website: workplaceredesign.com