The Tribune

Awareness of mind and body wellness has had a noticeable impact on the corporate landscape over the past few decades. More and more businesses, both large and small, have been integrating a holistic approach to wellness and productivity for their employees and business models. Employee care through human resources-driven health and wellness programmes presents a great opportunity for transforming the workplace culture.

But how do we go about taking the message of mind-body wellness to those in offices and boardrooms? What steps can we take to ensure we successfully translate this message for the modern marketplace and, most importantly, what strategy do we employ in doing so?

Here are a few suggestions that can be considered:

Step 1: Have A Clear Intention

Every plan starts with an intention. We need to begin by identifying exactly:

1. What we are trying to accomplish

2. What the end result will be

For example, the goal might be to reduce absenteeism by 20 percent through weight loss and nutritional plans.

Step 2: Know your audience and their needs

This step may seem obvious, but it is imperative that you understand the business you are trying to influence. The culture in the corporate, healthcare and education fields is far removed from the environment of a meditation or yoga retreat. The concept of wellness may still seem strange to many who may be caught up in the ‘live and let live’ world. We have to speak their language and share these teachings in a way that works best for them.

Step 4: Identify an executive champion

If possible, see if there is a top executive who will align themselves with your intent and overall mission. While not always possible, finding a high-level leader in the company who is sympathetic to your cause can serve as a very powerful trigger for moving your ideas forward. If a leader has personally experienced the benefits of what you wish to teach or share with their employees, they can often champion the programme from a high level, essentially being your internal marketer. If you are a teacher and have personally taught a leader or executive in the company, reach out to them to see if they will be willing to rally others to your mission.

Step 5: Be subtly persistent

Know that businesses may not immediately jump to embrace “mind and body” initiatives in their workplace. Do not see this as a failure. It may take time for the business climate to shift or for the company to adopt an updated wellness model that values a more holistic approach. Stay the course and know that your intention will blossom when the season is right.

Be subtle in your persistence, however. You want to be ready when the opportunity arises, but not pushy. Practice detachment and let go of how you think things should turn out. Your intention may end up being fulfilled in a form that you had not expected, so do not stubbornly cling to a “my way or the highway” mentality. Let go and be vigilant. This is the perfect opportunity to walk your talk and live with the integrity that comes from a consciousness-based way of life.

Step 6: Exceed expectations

Once your proposal is accepted and things are moving forward, be sure to set your own bar very high. Exceed the expectations of the company by over-delivering a programme of exceptional quality.

If you are doing the teaching yourself, the onus is on you to be the professional subject matter expert in your field. Do whatever you need to do to present the very best for those who are technically your customers, such as dressing the part, being 100 percent prepared, creating visual aids, slideshows or handouts, and providing post-programme follow-up. If you are not facilitating the programmes yourself, be sure that whoever is doing the instruction is a reputable, certified instructor in that specified field and is aligned with your mission.

Step 7: Measure the results

If possible, once the programme is complete, look for ways to measure the impact of the teachings and initiatives on employees. Many businesses use measurement tools to determine the effectiveness of a specific strategy or training programme. Consider having the employees complete a survey of the programme and how they feel the teachings may have impacted their lives or performance. This provides very tangible evidence that your programme was of benefit. At the very least, asking the leadership to poll the participating employees on the quality of the initiatives will help you to improve for future programmes.

• NB: Ian R Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com.