Lots of companies talk about well-being, but many don’t follow through in a tangible way. Rosey Rhyne, senior research manager at DDI, a global leadership-development firm, recommends that leaders should walk the walk–sometimes literally. “For a leader, showing how they prioritize wellness could mean saying, ‘I’m going for a walk to clear my head after this busy morning.’ It’s about doing little things where well-being is a priority that is being communicated,” said Rhyne. “Doing that really shows vulnerability, too. It shows that they’re willing to be vulnerable, to some extent with their team members, and that they’re human.”

Showing vulnerability helps build trust, an intangible yet crucial aspect of leadership. According to DDI’s recently published Global Leadership Forecast 2023, when leaders regularly display vulnerability, their employees are 5.3X more likely to trust them.

From Day One talked with Rhyne, who contributed to the research, to learn more about leading a successfully engaged workforce. Rhyne holds a masters degree in industrial/organizational psychology and has served in several roles in HR, all of which allows her to better understand the employee experience, identify workplace trends, and consider how they impact leaders. Excerpts:

Q: The concept of employee engagement has been around since the 1990s. How has it changed in recent years? What’s the same?

A: A lot in our world has changed, so the workforce is constantly evolving now too. The speed and rapidity with which we’re seeing all of these changes is way different than 20 years ago. I don’t think engagement itself is changing. But what we’re seeing is the environment around us in the workplace evolving. For example, remote and hybrid work became a norm because of the pandemic, but a lot of people decided to continue to work remotely or in hybrid settings. And in doing that, from a leadership perspective, it changes the dynamic of how work gets done, because a leader can’t just walk by a desk and see that someone’s on their computer but not focusing on the work. Or that they’re stuck. Leaders are missing out on the nonverbal cues that would signify this.

Leaders today need to be comfortable with this different way of thinking. They might not have that visibility, but there has to be trust. They need to trust that their workers are doing their work, or if needed, feel comfortable asking for help. Leaders also need to find innovative ways to check in with their team on a frequent basis.

Q: What happens when leaders themselves are not engaged?

A: If a leader is not engaged in their role, how are they supposed to help their team members be engaged in their roles? There will be a lack of purpose and trust if a leader is checked out. It causes a ripple effect, where it isn’t just the leader that is not doing their work or not executing projects, but their team members too, since they don’t have the guidance and support that they need. And if there are high performers who are trying to compensate for the fact that their leader is lacking direction, then they might actually become burnt out because their needs aren’t being met, but they continue to try. So there’s a major ripple effect, and that can be costly.

Q: What should leaders focus on to build engagement today?

A: In our Global Leadership Forecast 2023, we identified four behaviors that are consistent with driving higher engagement within companies. Here’s what we found in order of importance: maintaining trust with employees, encouraging others to challenge the status quo, being open to that feedback by listening and responding with empathy, and lastly, providing opportunities for team members to gain visibility.

From Day One spoke with Rhyne about DDI's Guide to Employee Engagement and Retention (company photo)

We found that these behaviors help leaders meet the personal needs of their team. But there are also practical needs that need attention. Those involve things like a leader being there to help make a critical decision, removing barriers and obstacles to getting work accomplished, and even something as simple as making sure they have the tools to do their jobs effectively. Making sure both the personal and practical needs are met can help leaders make sure their team is performing at their best and engaged while doing so.

Q: Now that we’ve discussed how leaders can cultivate engagement, where are organizations going wrong? What do companies get wrong about employee engagement?

A: There are a few things companies are getting wrong. First, it’s easy to think that HR is responsible for engagement, like when things are going well, that's great, everyone’s doing wonderfully. But if there’s a disengagement problem, regardless of where it is in the company, then it becomes an HR problem. The reality is that disengagement is actually everyone’s issue, because everyone plays such a critical role in making sure that engagement is happening. Leaders are there to remove barriers and make sure they are inspiring the motivation and meeting the needs of their team. Meanwhile, team members have the responsibility to say if they’re not engaged and try to figure out why.

Another thing that we get wrong about engagement has to do with measuring it. A lot of companies have a way of measuring engagement–but the frequency at which we measure it, and what we do with the results of those measurements, is where things can go wrong. For instance, if we just measure engagement one time a year, does that mean that people are engaged at that level throughout the year? No, it doesn’t. So if we have more frequent pulse checks and more frequent conversations about engagement, it will help a lot.

The other half of that is figuring out what to do with the results. Sometimes we see companies that do an amazing job of coming back and action-planning from their engagement data. But workers might not be able to make the connection between the action and the engagement results. And part of that might be because managers are not communicating that, ‘Hey, we’re doing this because of the results that we saw in the engagement survey.’ What that’s going to do is encourage people to go back and take the survey the next time and be honest in their contributions.

Q: Do you have any tips or advice to leave with leaders who are striving to enhance employee engagement within their team or organization?

A: Make sure that you’re paying attention to the needs of your team members. Not just from a day-to-day work perspective, but also what’s going on outside of work that might be impacting how they’re feeling towards work. Be there for them and talk to them, ask how things are going using your strong EQ skills.

If I could leave just one piece of advice that I haven’t already touched on, it would be to regularly check in with team members regardless of how strong a performer they are. If they’re doing well and they're still getting their work done on time or before deadlines, that is wonderful news. But that doesn’t mean that all of their needs are being met. They could be experiencing a situation where they’re focusing a lot on work, but they have needs outside of work that are not being met. If that’s the case, their personal needs aren’t being met; checking in with them is how you can build trust and prevent burnout. Don’t assume that everything is okay just because somebody is getting their work done.

To learn more about cultivating an engaged workforce, check out DDI’s Guide to Employee Engagement and Retention. The practical guide offers methods to improve those aspects of the workplace, focusing on three essential steps:

First, providing career growth opportunities, since only 24% of leaders report training in identifying and developing future talent.
Second, leading with emotional intelligence (EQ), or the ability to manage yourself and your relationship to others.
And lastly, fostering a culture of diversity, equity, and inclusion (DEI). In its research, DDI found that nearly 75% of employees who report feeling included in the workplace also report feeling completely engaged in their organizations.

Editor’s note: From Day One thanks our partner, DDI, for sponsoring this sponsor spotlight.

Erin Behrens is a member of the editorial staff of From Day One.

How to Provide Best-in-Class Menopause Support in the Workplace

Despite it impacting half the population, menopause is rarely discussed. For many women, life-altering symptoms strike just as they’re reaching the peak of their careers, disrupting them at a time when peak performance is critical. Companies must step up and provide support, or they could potentially lose 20% of these women who move to less demanding jobs.MaryAnne Hraba, RVP of employer growth at the Maven Clinic and Dr. Toni Morrissey, OB-GYN at the Maven Clinic spoke about providing best-in-class menopause support during From Day One’s October virtual conference. Jenny Sucov, health and well-being journalist moderated the thought leadership spotlight. Maven is a team of health care advocates across the world who offer personalized care via telehealth. They partner with over 2,000 employers and health plans to bridge the gaps between limited access to care for everything from fertility treatment to pediatric care, including filling the gap in traditional menopause care.Opening the DialogueSeveral years ago, Hraba started experiencing what she now knows is symptoms of perimenopause, including worsening depression and anxiety, low libido, and it became increasingly difficult to sleep. The most cumbersome symptom, especially with regards to showing up for work every day, was brain fog.“I seriously thought that I had something wrong with my brain,” she said. “It just wasn't working anymore, like having a hard time even reacting in conversations.” She had no idea what was going on with her body. “It was just so hard to get through every single day.”She went to see her OB-GYN and explained what was happening, but during the short visit was simply told that is what happens when you get older. No help or relief. Later, Hraba went down a Google rabbit hole, which made things worse. Unfortunately, only about 20% of OBs receive any sort of formal training on menopause, says Sucov.Hraba then turned to Maven for care. She scheduled a virtual appointment with one of their OB-GYNs who was trained in menopause. “I got more out of that 15-minute appointment than anything prior,” Hraba said.Dr. Toni Morrissey and MaryAnne Hraba of Maven Clinic spoke on "How to Provide Best-in-Class Menopause Support in the Workplace" (photo by From Day One)Questions about hormone replacement therapy, supplements, and a clear direction of where to go next were answered. “Finally, I was being seen and being heard, which was the first step.” She also got access to clinically vetted content she could trust, as well as community forums of other women experiencing similar issues. Additionally, she asked Maven for a local doctor who was trained to better help her and was connected with one covered by her insurance.“Fast forward. Now I’m talking to this provider in person. I’m a lot more empowered, a lot more educated, and I’m able to have that two-way conversation,” Hraba said.She still uses the Maven app for resources she doesn’t have access to locally, but when it comes to women’s health, it is going to take more than just one provider to fulfill her needs. “It's still a process. There’s no single magic bullet.” But thankfully, now that she feels better, her life—including her work life—have improved exponentially, she says. Workforce ImpactThe implications of menopause in the workplace are more far-reaching than employers may realize. “Menopause isn't just a personal health journey,” Dr. Morrissey said. “It impacts everybody around them in the workforce.”Untreated symptoms can render even the most resilient individuals less able to manage stress, leading to higher absenteeism and decreased productivity, says Dr. Morrissey. Moreover, menopause often coincides with a pivotal career phase when many women are in or approaching leadership roles. Without adequate support, companies risk losing experienced professionals and stalling diversity progress in senior positions.“Employers who invest in comprehensive menopause support aren’t just doing the right thing for their people, but they're making a smart business decision, and they’re creating a culture that normalizes conversations about menopause and provides meaningful, holistic care,” said Dr. Morrissey. How do women who go through this type of care feel? “They typically will say, now I feel back to myself.”Effective Menopause BenefitsProviding tailored menopause benefits, such as telehealth consultations and educational resources, empowers employees and cultivates a culture that normalizes and supports women's health at all stages. By integrating menopause care into their wellness programs, employers can demonstrate a commitment to their workforce’s well-being, fostering loyalty and positioning themselves as leaders in employee care.Here’s what Dr. Morrissey recommends for employers to make sure is included in menopause coverage:Access to Specialty Care: Employers should provide on-demand, virtual access to a variety of specialists (e.g., GYNs, mental health providers, sex coaches, nutritionists, career and physical support coaches) to address the wide range of menopause symptoms. Global and same-day support empowers employees to manage their health comprehensively.Education and Community Resources: Expert-reviewed resources such as articles, webinars, and community support should be available to educate employees and help them understand and manage symptoms.Personalized Care Plans: Employees need individualized care plans that consider their medical history, lifestyle, and personal circumstances. Concierge support should help them navigate care and connect to specialists and local providers as needed.Addressing menopause in the workplace is no longer optional—it’s a vital aspect of supporting employees’ well-being and fostering an inclusive work environment. As more women reach pivotal stages in their careers while navigating the challenges of menopause, companies that proactively offer comprehensive support can stand out as leaders in employee care. Editor’s note: From Day One thanks our partner, Maven Clinic, for sponsoring this thought leadership spotlight.Carrie Snider is a Phoenix-based journalist and marketing copywriter.

The Role of GLP-1s in Employee Benefits

Companies that offer inclusive care benefits are not only seeing higher retention rates but are also attracting job seekers who prioritize well-being over just a high salary. With obesity on the rise in the U.S., leading to increased rates of cardiovascular disease and Type 2 diabetes, employees are looking for workplaces that support their health holistically, recognizing that inclusive benefits can be life-changing.The prevalence of chronic disease presents a challenge for employers over increasing healthcare costs. 60% of employers expect healthcare costs to surge over the next three years. Yet, it is critical to offer comprehensive care and wellness for higher retention.The American Institute of Certified Public Accountants (AICPA) found that workers would choose a job with benefits over a similar job providing 30% more salary but with no benefits. Consequently, employers also face more competition with other companies that provide more inclusive healthcare benefits.The growing off-label use of GLP-1 drugs, originally approved for treating Type 2 diabetes, has fueled discussions around treatments for cardiometabolic diseases. However, cultural misuse has also associated these drugs with rapid weight loss management.What are the potential risks and benefits associated with including FDA-approved weight loss drugs in care benefits? Is there an ROI of covering weight loss medication?The Reality of CardiodiabesityDeanna Critchley the AVP of Cigna led the sessionDeanna Critchley, area vice president at Cigna, provided insight into the reality of cardiodiabesity management at From Day One’s NYC half-day benefits conference in a thought leadership spotlight.There are several factors to consider when adding FDA-approved weight loss medications such as Wogovy into care benefits. While GLP-1s are automatically covered to treat Type 2 diabetes, weight loss drugs such as Wogovy are considered add-ons or buy-ups, which affects claims costs.Currently, there is no evidence suggesting a decrease in cancer, stroke, heart attack, or other emergency room visits by taking these prescriptions alone.Secondly, drugs such as Ozempic and Wogovy generally have to be taken for an extended period of time, or even a lifetime. People gain back ⅔ of their weight within two years of stopping.Cigna conducted an internal study and found that 66% of people on weight loss medications stopped taking them within 6 months due to rapid weight loss, social pressure, and significant side effects from taking the drugs.This further presents the risk of employers facing increased medical expenditures without guaranteed positive results. It can become unsustainable to find it as pharmacy claims rise. “That’s where we’re still looking at the longevity of this to see if it’s worth you as an employer covering these drugs if they’re not even going to continue taking it.”But if employees are more likely to choose a job that covers weight loss medications, companies face undeniable pressure. “You have to actually consider your benefit philosophy, how you cover it, and what type of population you have,” Critchley said.“Do you use it as talent acquisition? Are your competitors offering that? Do you offer lifestyle management programs and that’s part of your well-being philosophy?” she asked.The benefits of investing in weight loss supplemental coverage, then, lie in having long-term employee populations, the ability and foresight to invest in long-term cost avoidance, and incentivizing customers to enroll in holistic weight management programs.Utilization Management Is KeyCritchley recommended that employers not yet covering weight loss medications should first confirm with their carriers whether utilization management measures are in place. This safeguard helps ensure that GLP-1 drugs are prescribed only to individuals with diabetes.At Cigna, their utilization program confirms clients with Type 2 Diabetes and asks if they would consider taking Metformin, a more affordable and generic prescription drug similar to Ozempic.Cigna Healthcare has developed several solutions, including RxClaimsConnect, which automates claims processing for clients with documented Type 2 diabetes. For self-funded clients offering weight loss coverage, Cigna provides access to EncircleRX, a program equipped with safeguards to ensure the appropriate individuals qualify. Eligible clients must have a BMI of 30, or 32 with two additional co-morbidities. The program also includes a cost cap or a pricing guarantee.More importantly, it includes required enrollment and ongoing engagement with a lifestyle modification program. Nutritional counseling and exercise programs are required management systems in place. This demonstrates the effectiveness of integrated and holistic healthcare as effective and inclusive care benefits.Editor's note: From Day One thanks our partner, Cigna, for sponsoring this thought leadership spotlight. Stephanie Reed is a freelance news, marketing, and content writer. Much of her work features small business owners throughout diverse industries. She is passionate about promoting small, ethical, and eco-conscious businesses.

Conversations: The Currency of the Future

Steve Artnz, CEO of Campfire, poses the question, “what is a conversation to you?” In the digital age, conversations can include verbal communication, texts, phone calls and even interactions with artificial intelligence.During a thought leadership spotlight at From Day One’s October virtual conference, Arntz spoke about the art of conversations to build stronger relationships, productive work environments and inclusive workplaces.Conversations are fundamental to fueling relationships with everyone in your life, but some conversations are harder than others. Arntz presents the audience with a mnemonic to help people focus on the key aspects to a conversation: FLAME for fluid, lively, authentic, meaningful, engaging.Fluidity “creates a mutual understanding and respect,” he said. Liveliness provides the enthusiasm and engagement between people. Authenticity helps build trust and opens up meaningful conversations that strengthen relationships. Engagement is crucial to maintain participation from both sides in the conversation.As conversation tools in the workplace, Arntz focuses on check-ins, asking deep questions and listening generatively.Steve Arntz, CEO of Campfire, led the virtual thought leadership spotlight In a general check-in, you might ask “How are you feeling?” but Arntz suggests posing deeper questions like “What are you feeling? What are your distractions? What are your intentions for our time and space together?” These can serve as more effective starting points for teams to check-in on each other.Starting off with these questions,“will reduce the number of meetings on your calendar” and “increase the path to efficiency in those meetings,” Arntz said.To dive even deeper, ask people why, how and what questions to learn more about their feelings. For example, “why is this situation frustrating you?” or “how does this feeling impact your work right now?” Asking these types of questions will allow the conversation to flow into greater discussions on feelings, thoughts and intentions.Following this tool, Arntz provides four ways to engage in conversations fully: download, which is confirming that people are heard; facts, listening with an open mind and asking questions to gather information; empathy, connecting with experiences and emotions; and creation, which is the act of creating something new together.“When you practice this generative listening with intent to learn from the unknown, to connect with the broader, bigger thing, then you can really build on each other’s insights and create new insights,” Arntz said.Although these questions and conversations can provide deeper connections between managers and employees, an existing feeling of distrust can also hold people back from being honest and vulnerable. Especially when companies are aiming for efficiency and profitability, actions can seem more transactional.“If my manager were to ask me, ‘what are you feeling?’ I might have a hard time really trusting that person actually cares and sometimes it’s because I don’t trust that the organization cares,” said Artnz. “So the manager and organization start to become conflated and they inherit each other’s weaknesses and strengths.”In these cases, it can be helpful to see vulnerability from the manager first. Prior to opening up the conversation on what employees may be feeling, start off by sharing your own thoughts and emotions, creating an environment that welcomes and encourages others to share.These skills can be utilized when holding conversations with people, but with the increased use of AI, it’s important to remember that communicating with robots is much different. “Artificial intelligence does not equal conversational intelligence,” said Arntz.Conversations with AI focus on logic, accuracy and efficiency, lacking the emotion and authenticity that takes place in human interactions. But this is not to say that technology is not useful in bettering conversations.“It’s not robots or humans. It’s robots and humans together. I see a world in which we can stop tripping on each other as much as we are today,” said Arntz. “As we get assistance from these robots…we can have much more impactful and meaningful and creative relationships and that’s a world that I'm really excited about helping to shape and create.”Arntz encourages people to use the conversational tools he discussed in addition to interactions with both robots and humans. Blending the two can help expand their insight on how to engage, create partnerships, and take action with others.Editor's note: From Day One thanks our partner, Campfire, for sponsoring this thought leadership spotlight. Jennifer Yoshikoshi is a local news and education reporter based in the San Francisco Bay Area.

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