I recently saw a dear friend, Catherine, who has just left the corporate world to be a full time Mum to her two gorgeous girls to get balance back into her life. For two years she was in a marketing executive role performing very well, a high performer and top talent for the organisation. She was highly regarded.
So, what changed?
We were talking about Yoomi and more specifically about the positive and negative correlation between engagement, wellbeing and performance. Catherine was really passionate about this topic and we continued to have a really interesting real life conversation about her situation.
Catherine said the following, ‘Well, I was a case in point. I was a star performer, always told how great I was doing and when I resigned, they told me the door was open anytime and that they really enjoyed working with me. They wanted me to stay. However, what I was not asked ever was ‘how am I feeling about work’ or ‘Am I ok?’ or ‘do I get out of work what I put in?. That whole piece around how I was personally doing or feeling about my job or the organisation was not asked once. So guess what happened, I resigned to take time out, be with my girls again and say goodbye to a one sided affair with the organisation.’
It’s clear from this example, that her performance was always high, her engagement wavered at the best of times and her wellbeing suffered, which resulted in her resignation. It’s clear that more attention needs to be paid to the correlation between performance, engagement and wellbeing. It’s time we measured all of these things together and really listened to the answers to transform the dialogue between your people and your business. We have to acknowledge this, and take a moment to ask some questions. Whether someone is a higher performer or not, we need to be aware and responsible for managing the whole person.