Previous editions of Leadership Digest have explored the impact of Covid-19 on leadership teams, operating models and longer-term strategic business ambitions. We have highlighted how businesses have been forced to rapidly adopt new ways of doing things and, in many cases, drive meaningful organisational change.
For much of 2021 there has been a significant focus on the pace of execution against innovation, digital and transformation agendas. In this edition we consider the impact that this ongoing uncertainty and intensity has had on employee wellbeing.
As many organisations look to embrace more flexible and remote working practices, we have seen increased debate and receptiveness among leadership teams in acknowledging and prioritising employee wellbeing and mindfulness. There is recognition that leaders and organisations can play a significant role in their employees’ ability to manage stress and beat burnout. Building resilience into organisational DNA is something that takes time, requires support and advocacy at a leadership level and requires consistency. In a competitive talent environment, this is something candidates are themselves asking of prospective employers.
In collaboration with Rachel Austen of Austen Advisory who specialises in stress measurement and resilience building, here we share some insights and practical tips into what companies could be doing.
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