Wellbeing dialogues are essential for fostering a healthy, productive, and motivated workforce. Here is a step-by-step, actionable guide to how to conduct effective wellbeing conversations with your team members. This guide combines evidence-based techniques with practical methods.
What is a Wellbeing Dialogue and What is Its Purpose?
A concise definition can be found by Brené Brown, a research professor at the University of Houston, who is renowned for her insights into leadership and personal development on vulnerability, courage, shame and empathy. Based on her book “Dare to Lead (2018)”, wellbeing dialogues can be defined as following:
Definition: Wellbeing dialogues are a form of courageous and compassionate conversation that centres around understanding and supporting an employee’s health.
Purpose: The goal is to foster a culture of vulnerability and trust, allowing employees to discuss their challenges openly – without having to fear any repercussions – thereby improving individual and overall collective resilience, engagement and productivity in the workplace.
Preparation and Setting the Stage for a Wellbeing Dialogue
Goal: Create a safe, non-judgmental space, where the employee feels comfortable sharing their thoughts.
Actionable Steps:
- Choose a quiet space: Ensure the conversation is private, undisturbed and confidential. Preferably conduct the conversation in person, for example during a walk-and-talk, if the work setting allows it.
- Set the context: Confirm that the conversation is about their wellbeing and is not a performance evaluation.
Example: Send an email in advance like, “I’d like to schedule a time to talk about how things are going for you personally and professionally. This is an informal conversation about your wellbeing, so feel free to choose a time and place that works best for you.”
Active Listening and Open-Ended Questions
Goal: Encourage open communication by listening deeply and actively, and by asking questions that foster a good dialogue.
Actionable Steps:
- Use open-ended questions: Avoid yes/no questions. Ask questions that prompt reflection and elaboration, such as, “How are you feeling about your work-life balance lately? What would you like us to adjust?”
- Practise active listening: Show empathy by nodding, maintaining eye contact / looking into your camera, and verbally acknowledging their feelings with phrases like “I hear you” or “I understand.” Gesticulation and verbal acknowledgement are even more important, when conducting the wellbeing dialogue online.
- Summarise and reflect: Paraphrase their responses to ensure understanding and validation.
Example: “It sounds like you’ve been feeling overwhelmed with the recent project deadlines. Can you tell me more about what’s contributing to that?”
Focus on Strengths and Resilience
Goal: Highlight the employee’s strengths and encourage empowerment through positive reinforcement.
Actionable Steps:
- Identify strengths: Acknowledge the employee’s coping mechanisms, skills and positive contributions – not just their performance, since that is not the purpose of this type of conversation.
- Link strengths to challenges: Encourage them to use their strengths to overcome challenges. For example, suggest, “You’re great at task management. Do you have an idea on how you can apply that skill to manage your current workload?”
- Encourage problem-solving: Instead of offering solutions, empower the employee to think through potential strategies for improving their wellbeing, but make it clear that you and the organisation are willing to support these strategies.
Example: “I’ve noticed that despite the challenges, you’ve been very proactive in continuously informing the team in a transparent manner. How can you apply that same strength to ensure you’re not taking too much on your own shoulders? How can I support you here?”
Action Plan for Wellbeing
Goal: Co-create actionable steps to improve wellbeing and create a sense of ownership over the process.
Actionable Steps:
- Collaborate on solutions: Ask, “What would help you feel more balanced or supported in your role?” Then work together to identify realistic steps according to the given resources.
- Set specific goals: Ensure the actions are SMART (Specific, Measurable, Achievable, Relevant, Time-bound) – for further information on the SMART concept, please take a look at the Employee Empowerment Toolbox. Example goals include taking short breaks during work hours or setting clear boundaries for after-hours communication.
- Follow up: Schedule a check-in to review progress and adjust the plan as necessary in time.
Example: “Would scheduling short, daily breaks in your work calendar help? Let’s also set a follow-up meeting in two weeks’ time to see how things are going.”
Addressing Underlying Issues
Goal: Identify and address any root causes that may be impacting the employee’s wellbeing, such as workload, team dynamics or personal stressors in their private life.
Actionable Steps:
- Uncover root causes: Ask, “What’s the biggest stressor for you right now?” or “What barriers do you feel are impacting your wellbeing?”
- Provide resources and support: Offer organisational support like adjusting priorities and workload. Or connect with EAPs (Employee Assistance Programmes) like HOWDY, that provide access to wellbeing resources such as consultations on mental and physical health, or other wellness programmes or flexible work arrangements.
- Monitor progress: Ensure that any changes are having a positive impact by asking, “How have things improved since we implemented these changes?”
Example: “It sounds like the tight deadlines are a major source of your stress level. Could we discuss re-arranging some tasks among the team to help reduce the pressure?”
Continuous Feedback and Long-Term Wellbeing
Goal: Establish an ongoing commitment to wellbeing as a manager, but also by being a wellbeing role model for your peer-managers and C-level, by creating a feedback loop and a culture of continuous support in your organisation.
Actionable Steps:
- Regular check-ins: Integrate wellbeing discussions into regular one-on-one’s or team meetings. Ask, “How are you doing this week?” and invite the employee to share updates.
- Foster peer support: Encourage team members to support each other’s wellbeing by letting them work together on tasks, share ideas openly and make sure no one feels left out in discussions or activities.
- Model wellbeing behaviours: Lead by example through modelling work-life balance, stress management techniques, and self-care.
Example: “In our next one-on-one, let’s start with a quick check-in on how you’re feeling about your workload. I’ll do the same, so we can both stay on top of things.”
Creating a Supportive and Inclusive Culture
Goal: Foster a culture where wellbeing is prioritised on individual, team and organisational levels, for example, by regular using HOWDY.
Actionable Steps:
- Open the dialogue on an individual level: By regularly conducting one-on-ones with your team members individually, you are giving each of them the possibility to open up to you about challenges they are facing. This can foster the feeling of a safe, supportive and genuine manager-employee relationship, which in turn leads to a feeling of inclusion and belonging.
- Open the dialogue on the department level: Facilitate wellbeing discussions with the entire team. Ask for collective input, on what the department can do to support wellbeing and create actionable initiatives.
- Encourage psychological safety: Reinforce that it is okay to speak up about struggles – without having to fear any repercussions. Use language like, “I appreciate honesty about how you’re feeling; it helps us improve as a team. I will include myself in this open and vulnerable setting and will not act out from my managerial role.”
- Recognise and celebrate progress: Acknowledge improvements and celebrate small wins to keep the momentum going, instead of focussing on mistakes and failures.
Example: During a team meeting say, “I would like for everyone to share about what helps them to manage stress, for example, taking a walk, exercising or talking to a friend. Let’s discuss together as a team how we can implement some of these practices department wide. I will go first. (…)”
If You Are in Doubt, What to Do?
If You Are in Doubt, What to Do? boxes are designed as a practical, easy-to-use toolkits for managers who want to improve their decision-making and leadership skills.
Inclusive and Authentic Leadership
Purpose: Build trust and respect by being genuine and inclusive in your leadership.
Actions:
- Regularly reflect on your leadership style and seek feedback from your team through the HOWDY wellbeing survey.
- Share your own experiences and challenges to create a safe space for an open wellbeing dialogue.
- Actively involve team members in decision-making processes, ensuring diverse perspectives are considered.
Benefits: Strengthens team cohesion and trust while promoting a culture of inclusion and authenticity.
Regular Check-In Surveys
Purpose: Quickly assess team vibes and identify areas that need attention and actions.
Actions:
- Conduct brief, anonymous surveys regularly, e. g. weekly or bi-weekly.
- Include questions about stress levels, workload and team dynamics. You can use the custom surveys in HOWDY to achieve this. Review the results, share them with your team and address any concerns promptly.
Benefits: Provides real-time insights into team wellbeing and fosters a culture of open communication.
Gratitude and Recognition
Purpose: Foster a positive atmosphere by regularly acknowledging team members’ contributions.
Actions:
- Set up a physical or digital space, where team members can post notes of appreciation for each other, e. g. in the organisation-wide messenger app.
- Encourage regular use by recognising small and large achievements.
- Highlight contributions in team meetings to reinforce the culture of appreciation.
Benefits: Enhances morale, strengthens team bonds and increases overall job satisfaction and motivation.
In Conclusion
In conclusion, wellbeing dialogues are a powerful tool for fostering an inclusive and resilient team. Remember to focus on having open, supportive and regular conversations about wellbeing with your individual team members that in return will create a trusting and engaged work culture long-term.
References
- Brown, B. (2018). Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Random House.
- Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
- Luthans, F., Youssef-Morgan, C. M., & Avolio, B. J. (2015). Psychological Capital and Beyond. Oxford University Press.
- Maslach, C., & Leiter, M. P. (2016). Burnout: The Cost of Caring. ISHK.
- Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
