Part of the well-being-as-strategy equation is something we would rather not talk about – mental illness. My mother was in and out of mental institutions, so the term conjures mental images from my childhood of stark white hallways and people yelling, drooling and generally not exhibiting workplace behaviors. I think this is why many managers are afraid to talk about soft skills, but I have a gift for talking about things that are socially uncool so let’s talk about how mental wellness contributes to well-being-as-strategy .

This generation is on the upswing from a generation that didn’t talk about mental illness. That was a subject that killed a dinner conversation in an era when depression was treated with shock and Valium.  Thanks to good research and medication, we are mentally healthier in this century and part of that upswing is the recognition of mental wellness as a workforce super power. We practice self-analysis so we can show up better in the workplace. The great surprise is that we show up better at home too!

Dr. Tasha Eurich, author of Insight, says self-awareness is the metal skill of the 21st-century. I know this is true because I have debriefed over a dozen psychometric assessments in the past month and observed a fascination with the difference between a natural and adapted behavior. Why do we show up differently at work than we do at home? What does that contribute to our stress level? What does that tell us about job fit?

I took a DISC assessment right after leaving a sales job. Let me qualify that I did a convincing job of showing off my sales skills to get that job, which I attribute to my ability to command a classroom. This is not a sales competency, this is a classroom facilitation competency. Back to my story. Knowing that I answered the questions in that DISC assessment from the framework of my former position, it was enlightening to see that my motivated behaviors were inversely proportional to my natural behaviors. That validated the fact that I was in the wrong job. It also validated why I came home completely drained every day. You’ll be glad to know that when I left that job, I had the tools that I needed to create the right future for myself, which includes classroom training.

One of my favorite things to do now is to help companies to not hire people like me. I’ve learned how job benchmarking can be a game changer for companies who have wasted a lot of time, training and money hiring the wrong people. A fringe benefit of that benchmarking superpower is helping people find the right job, not just any job they can talk themselves into.

Intrigued? Book a Talent Insights Debrief and let’s see where your superpowers really are.

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