Some of us in orgs have seats closer to the action simply because we are who we are not everyone feels they can disclose challenges to others, but if you’re a person with whom people are comfortable sharing that information, well. And if you’re a leader who doesn’t see that, I wonder why. People are more stressed, anxious, and depressed than ever, and our authors here cite some studies about the rise of absenteeism (the highest it has ever been in the US), an increase in the number of sick days employees take for mental health reasons in FranceĢ, and the doubling of costs associated with mental health declines in organizations in the UK.Īnyone working in an organization and as part of a team probably already sees these dynamics. I don’t know how much context we need here to situate this discussion, and I want to assume that if you’re in an organization, you’ve witnessed or experienced what appears to be a decline in overall well-being in the workplace. Let’s consider well-being at work as a long-term state whereby individuals feel more positive emotions than negative about our work and the organization on the daily, an overall sense of positivity about our work and the organization, optimism about the future, engagement in the work of the organization - a feeling that what we’re doing matters, a sense of belonging with colleagues, and work-related stress and anxiety that are only situational and episodic, not long-term or serving as a state of being. For our discussion today, let’s keep the difference in mind, acknowledging that emotional state does have a relationship to well-being but that these dynamics differ in their nature and influence on an individual.
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