Professor Marty Seligman pointed out that when leaders have the data to understand that their teams' well-being levels are lower than other teams in their workplace, they will find all sorts of ways we never consider as researchers or practitioners to better care for well-being. How can you identify and put in place the tools, routines, rituals, policies, processes, strategies, and role-modeling from leaders to amplify your people’s ability, motivation, and psychological safety to care for well-being across your workplace? This is because our well-being perceptions, experiences, and behaviors are diverse and spread through an interconnected web of social connections at the Me (individuals), We (teams), and Us (workplaces) level. Aaron Jarden showed us that caring for well-being is not a solo endeavor. Let teams build on what works best for them. For example, one team may be more likely to stick with a well-being behavior that connects them with other people, while another team may benefit more from a well-being behavior that provides them with space for quiet daily reflection. Instead, people need the freedom to playfully experiment and activate the well-being behaviors that align with their interests, values, resources, and desired outcomes. Sonja Lyubomirsky explained that there is no one magic well-being strategy that will help every person in your workplace to be well.
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