Background Reading

According to the world Health Organisation, one in eight people suffer with mental health issues. Corporate Executives make no exception; recent research found that one in two Executives suffered by at least one mental health condition, even if their families had no history of previous suffering.

The situation is worsened by the stigma around mental health and the hesitation of companies to recognise such issues in the working environment. Additionally, while C-suite executives and the management in general are expected to care about their teams they often discart their own suffering as irrelevant. Using the words of one such executive, “I liken it to the airlines when they say, in case of emergency put on your own oxygen masks first before looking after others. And what we’ve seen with CEOs is in many cases they have not put the mask on themselves.”4

Building Genuine Connections

At the heart of every successful organization are the people who comprise it. By reconnecting with their human fundamentals, managers and executives can foster genuine connections with their employees. When leaders take the time to understand their team members on a personal level, acknowledge their contributions, and actively listen to their concerns, a strong sense of trust and loyalty is nurtured. This fosters a collaborative work environment where employees feel valued, motivated, and inspired to work towards the company's mission.

Cultivating Empathy

Empathy is a fundamental human quality that is often overlooked in the fast-paced corporate environment. However, it is a powerful tool for effective leadership. When leaders cultivate empathy, they can better understand the needs, challenges, and aspirations of their employees. By putting themselves in their employees' shoes, managers and executives can create a supportive atmosphere that promotes personal growth, innovation, and overall well-being. Empathy also allows leaders to make informed decisions that consider the impact on both the business and the individuals involved.

Prioritizing Work-Life Balance

In the pursuit of corporate goals, leaders often neglect their own well-being and that of their employees. However, a healthy work-life balance is essential for sustainable success. By reconnecting with their human fundamentals, managers and executives can lead by example and prioritize work-life balance within their organizations. Encouraging flexible work arrangements, promoting wellness initiatives, and fostering a culture that values time off and personal rejuvenation can lead to increased productivity, reduced burnout, and improved employee satisfaction.

Inspiring Purpose and Meaning

Corporate missions often go beyond financial goals. They encompass a greater purpose and vision that can inspire employees to go above and beyond their daily tasks. By reconnecting with their human fundamentals, managers and executives can effectively communicate and embody the organization's mission. Through authentic storytelling, sharing personal experiences, and instilling a sense of purpose, leaders can ignite a shared passion within their teams. When employees feel a deep connection to the company's mission, they are more likely to be engaged, motivated, and committed to achieving extraordinary results.

Conclusion

Reconnecting with our human fundamentals is not a detour from corporate success but rather an essential pathway to enhanced leadership. By building genuine connections, cultivating empathy, prioritizing work-life balance, and inspiring purpose, managers and executives can create a thriving organizational culture that drives success and fosters a sense of fulfillment. Embracing our humanity in the corporate world strengthens relationships, enhances employee engagement, and unlocks the full potential of both individuals and the organization as a whole. As leaders, it is our responsibility to lead with compassion, authenticity, and a deep understanding of what it means to be human.

1. World Health Organization Fact Sheets. 8Jun2022. Mental Disorders.

2. Freeman, M.A., Staudenmaier, P.J., Zisser, M.R. et al. 11May2018.The prevalence and co-occurrence of psychiatric conditions among entrepreneurs and their families. Small Bus Econ 53, 3

3. Wedell-Wedellsborg, M. 7Apr2022. CEOS need to manage their own mental health in times of crisis. The Knowledge Hub of IMD.

4. 23–342 (2019)Saporito, T J. 15Feb2012. It’s Time to Acknowledge CEO Loneliness. Harvard Business Review.