I walked into the event, ready to share an afternoon with world-renowned psychologist Dr. Martin Seligman, BetterUp's Chief Innovation Officer, Dr. Gabriella Kellerman, and more than 50 executive change-makers revolutionizing leadership and development across Europe.
I was excited to dive into the findings of Dr. Seligman's and Dr. Kellerman's recent book, Tomorrowmind, and connect with my peers to discuss how we can equip our people to tackle today's challenges.
About Tomorrowmind
Even before it hit the market, the Financial Times shortlisted Tomorrowmind as a must-read book in the new year. The book consolidates more than six years of research from BetterUp Labs on human behavior and personal growth and distills it into PRISM, an acronym for the five skills that are essential to develop in our workforce and ourselves to thrive in the modern whitewater world of work.
3 Tomorrowmind insights every leader should know
I joined a panel discussion with Dr. Seligman and Dr. Gabriella Kellerman to share how BetterUp coaching has profoundly impacted my life and how it supports leaders to prepare for change, respond to setbacks, and achieve their full potential.
Here are my top three takeaways from the discussion that every executive looking to boost performance during this volatile time should know.
1. Managers are the biggest driver of individual meaning and mattering.
As Dr. Seligman shared, "Meaning is as personal as a fingerprint," which is why it is difficult to make meaning actionable for individuals at scale. It's up to managers to provide their direct reports with context and clarity, so they understand why their work matters.
I do this with my team monthly in what I call a "State of the Nation" meeting where I share what's being asked of me, so when I ask my team to go the extra mile, they understand why and where it's coming from.
When managers connect what's happening at the top to people on the ground, each person can clearly see how their work contributes to something larger than themselves — the biggest driver of meaning.
2. Managers must embrace the mindset that productivity and well-being are intrinsically linked.
From my own experience, I know that you can't achieve an increase in productivity without well-being. Coaching has helped me lead with more empathy and provide a safe space for my reports' personal growth and well-being. This leadership style shift has made me and my team more successful.
It was affirming to hear Dr. Seligman and Dr. Kellerman share how the model of splitting productivity and well-being is outdated. Leaders often fall into one of two camps, prioritizing productivity over well-being or vice versa. But only when managers embrace the mindset that they are intrinsically linked and actively cultivate both in their direct reports will they unlock the outcomes they are looking for.
3. Well-being is future performance potential.
It's compelling to frame well-being as a resource for the future, especially in these uncertain times. BetterUp CEO and Co-founder Alexi Robichaux shared, "Well-being is future performance potential. The ability to sustainably perform or compete as an organization is stored as potential in the well-being of your workforce today."
When leaders invest in well-being, they are helping their people but also setting their organizations up for future success and survival. Tomorrowmind shares the science that illuminates how PRISM, the five skills that can help individuals, leaders, and organizations thrive now and in an uncertain future, actually works.
It was exciting to see leaders from across industries engage on the topic of leadership development, effectiveness, and flourishing. Times are challenging, and change seems constant. Still, there's hope in preventing overwhelm and persevering despite clarity, especially when we learn and lean on a community of our peers.
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