Healthy social relationships result in measurable physical benefits like reduced stress, better healing, healthier behaviours and longer life. Helping someone else has been shown to be one of the quickest ways to increase your own happiness and wellbeing.
Connectedness is the fourth pillar of Positive Resilience, the science and practice of developing mastery over our ability to not just cope with disruption and challenges but thrive and reach our full potential for happiness and success.
Today we’re moving on to the fifth of the peoplewise 7 Pillars of Positive Resilience, the science and practice of developing mastery over our ability to not just cope with disruption and challenges but thrive and reach our full potential for happiness and success. This fifth pillar is Growth.
Coping is the sixth pillar of Positive Resilience, the science and practice of developing mastery over our ability to not just cope with disruption and challenges but thrive and reach our full potential for happiness and success.
Wellbeing is the final one of peoplewise’s 7 Pillars of Positive Resilience, the science and practice of developing mastery over our ability to not just cope with disruption and challenges but thrive and reach our full potential for happiness and success.
The future of work is here. The current global health pandemic has been a great leveller. Employees have been brought closer by common stressors and challenges. Meanwhile, well-being and mental health have firmly seated themselves in lofty positions on board agendas.
HR and Learning and Development functions have always been hailed as critical in driving an organisation’s wellbeing agenda. Businesses are recognising that they do have a certain responsibility when it comes to their employee’s health and wellbeing at work.
It may surprise you to know that respectable psychological research supports the idea that those of us who have experienced moderate levels of adversity or even trauma are likely to be more resilient than those who haven’t.
For all of us, the beginning of 2020 saw an end to the ebb and flow of ‘normal’ life. By spring, we had witnessed waves of change across the globe, that we now know to be a seismic, fundamental transformation in the way we live our lives; personal and professional.
Reflecting Back and Looking Forward. No one could have foreseen that 10 months on, our planet would still be in the grips of a deadly pandemic. Throughout these challenging times, as part of my role as chair of two global corporate well-being councils, I have witnessed first-hand, extraordinary human efforts to support others and create advantage from adversity.
2020 has proven to be an interesting year, which has challenged individuals and organisations to reconsider their talent priorities, across the globe. Two constant headlines since the beginning of 2020 appear to be the financial impact on organisations as well as the increase in unemployment due to Covid-19. To that end, it behoves peoplewiseto share some key insights in the talent assessment space.
On October the 11th 2011, the UN declared International Day of the Girl Child to recognise girls’ rights and highlight the challenges that they face. The day draws attention to the fact that in many places around the world girls are disadvantaged based on their gender and age. The COVID-19 pandemic has further and disproportionately disadvantaged these members of society.
A global pharmaceutical had been struggling to meet certain compliance regulations. Although efforts had been made to address issues identified in audits, there was limited success in achieving the requirements.
The Caspian Sea Oil consortium, comprising 11 nationalities, 7 oil companies and 5 governments was failing to hit business targets due to a lack of shared vision, trust, tolerance for cultural and geographical diversity, and an inability to harness individual talent within a complex partnering relationship.
A large government organisation requested help developing their senior level leaders, in order to maximise performance and strategic impact. To meet this need, peoplewise conducted several intensive individual executive coaching programmes. This example provides a deep dive into the experiences of one of the participants.
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