October 23, 2014
Price and convenience are key decision points for many of our purchases. But we all buy some products or services that are a little more expensive or a little less convenient than others, sometimes for many years — a favorite restaurant, clothing store, bank, mechanic, hotel, fitness center. Why? Often because of a single instance where we experienced goodwill or bounceback. You can keep participants coming back for years, too, using these techniques; here’s how:
October 14, 2014
One of my frequent debates with longtime industry colleagues is the notion of best practice. The malleable term gets bandied about when someone wants to believe what they’re doing has somehow been ordained as the way to practice wellness. It’s all I can do to contain myself when among the list of program components is financial incentives.
The sheer ignorance of that position makes me immediately call into question everything else on the list, even though I know better. Indeed, in the right culture — and with skilled execution — biometric screening, health coaching, and visible support by senior leadership can be a net positive. But when an industry association or vendor trots out the best practices as if they’re criteria for success, and the list includes the notion that paying people to change is desirable or necessary, watch out. It’s not only patently false, but sets up the wellness program for long-term failure.
October 14, 2014
One of the many negative side effects of the entitlement approach to wellness — where employees are expected to participate because we’re paying or penalizing them — is that already timid wellness pros are becoming even more shy about going out and really selling services. That’s a mistake if you have something worth selling. If you’ve completely crossed over to the dark side, and a financial reward/punishment model is your wellness program, then you’re right to stay safely in your office.
But if you have something your population actually wants, getting over your fear of selling is crucial to a robust, growth-oriented wellness program. Here’s how:
October 08, 2014
Leaders have a bias for action, but are prudent about fitting the directions they offer to the situation at hand. As father of scientific management Frederick Taylor observed, leaders will inevitably be ineffective without ready followers. Readiness in management parlance relates to an employee’s demonstrated ability and willingness to do the work as directed.
Taylor noted how effective leaders are able to elicit high “task behavior” using a blend of autocratic and democratic styles. Carl Rogers was a contemporary of Taylor who revolutionized concepts of “relationship behavior;” it is the interdependence of these 2 concepts that led to the study of situational leadership.