Are Tough Conversations The Kindest?

Practicing radical honesty involves giving colleagues direct honest feedback face-to-face and in a timely and respectful manner. Rather than undermining a team’s unity, it can help build trust, respect, and understanding between people, which in turn helps solve problems and diffuses tensions.

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** on Leadership, People Dynamics & Culture **
Written by Michelle McQuaid, published by Psychology Today

The Happiness Advantage – Linking Positive Brains To Performance

Shawn Achor is the winner of over a dozen distinguished teaching awards at Harvard University, where he delivered lectures on positive psychology in the most popular class at Harvard.

Based on his research and 12 years of experience at Harvard, he clearly and humorously describes to organizations how to increase happiness and meaning, raise success rates and profitability, and create positive transformations that ripple into more successful cultures.

** on Comfort, Community & Well-being **
Watch 12 min video, published by TED

Anti-Perks

Good perks are aimed at making people’s lives outside work easier — but specifically in ways that help them perform better when they’re at work, working. Anti-perks are perks that seem like they could benefit your well-being or productivity, but actually have a lot of potential to harm them.

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>> on Comfort, Community & Well-being <<
Written by Vincent Lofranco, published on Even blog

The Art And Science Of Well-Being At Work

Living in a fast-paced, digitally focused, hyperconnected world often means sacrificing the ability to step back and take a breath. This episode of the McKinsey Podcast examines why a functional mind–body connection is increasingly being noticed as crucial for outstanding and sustained performance of executives and employees.

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>> on Comfort, Community & Well-being <<
Published by McKinsey & Company

Job Crafting And Creating Meaning At Work

Research shows that job crafting can foster engagement, job satisfaction, and resilience. Allowing an employee to influence work scope changes the meaning of that work, and allows them to take ownership of their job.

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>> on Comfort, Community & Well-being <<
Published on re:Work

The Benefits Of Saying Nice Things About Your Colleagues

The stories we hear from others that highlight our unique contributions can help us find purpose in our relationships with our colleagues and our work. This article highlights how to take advantage of the opportunities to narrate team members in ways that cultivate positive self-meaning.

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>> on Comfort, Community & Well-being <<
Written by Jane E. Dutton, published by HBR

Employee Engagement’s Little-Known Benefit: It’s Contagious

As teams become the core unit for getting work done in the modern organization, we need to consider how the social experience of being on a team can impact individual engagement levels.

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>> on Comfort, Community & Well-being <<
Written by Fresia Jackson, published on Culture Amp blog

The Psychological Obstacles Holding Employees Back

At this point in the evolution of capitalism, the challenges most workers face are, to a large extent, psychological in nature, which means that emotional well-being can’t any longer be seen as merely a luxury or an after-thought. The most hard-headed capitalist therefore has good incentives to address the psychological needs of those they have hired.

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>> on Comfort, Community & Well-being <<
Published by the BOOKOFLIFE

Helping Employees To Go On Family Leave

This article presents Buffer’s manager’s guide to family leave, which includes best practices for before, during, and after a family leave experience. With this guide Buffer tries to assist their team members to better support families, and perhaps some of the resources might benefit your organization, too.

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Written by Nicole Miller, published on FastCompany

The Critical Gap When It Comes To Building Empathy

The critical gap often missed when it comes to building empathy is confirming one’s understanding of the situation. You can try to put yourself in what you believe to be the other person’s shoes, but you are making an assumption that you know ‘their shoes.’ All you know is how you think you would feel if you were in their situation based on your lived experience, but that does not mean you understand what they think or how they feel. This is where the concept of building empathy as is often discussed does not fully stand up. It does not work if it is one-sided. It does not work if your interpretation, your assumption, is not correct. It takes two to build empathy.

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Written by Stacey Nordwall, published by CultureAmp