People and their organisation are viewed as a complete whole. In other words, every member of the team is a factor that exerts an influence. This perspective is supplanting a long-outdated but still-dominant philosophy in the world of work that has its origins in the Industrial Revolution, when the idea took hold that someone who does manual labour, for instance, was not exercising their brain. Processes were broken down into individual work steps – and everyone was required to complete their tasks within their specific area. However, this view of the world of work no longer offers any satisfactory answers for the complex challenges of our time.

A holistic leader will embrace the idea of being connected. Employees are regarded as thinking, feeling, acting and spiritual beings. In other words, they are not only recognised for their understanding or appreciated for their motor skills or physical fitness – their emotions and their spirituality have a place in the daily work routine too. Employees are seen as human beings, complete with their numerous, frequently contradictory needs, motivations and resources. This makes it possible to find quick, lasting solutions in day-to-day work.

It has been scientifically proven that a mindful approach to ourselves promotes creativity, focus and performance. In addition, we become "immune" to stress. The reason: As a result of a more mindful approach to ourselves, even small changes in the body are perceived. Thus, we have the chance to recognize almost preventively what we need to relieve our nervous system and to overcome challenging times well.

As far as the whole company is concerned, holistic moderation means this: clearly, there are hard facts (areas of responsibility, measurable results). But the “soft” factors have just as much of a hand in success. For example, how well do team members communicate? What’s the conversation culture like in the workplace? How is conflict managed? What are the team dynamics and team development like?

Before you, as a leader, can identify these soft factors, you’ll need to be well in touch with yourself. You can achieve this by scrutinising yourself critically on all four levels of consciousness: the mental, emotional, physical and spiritual.

• Rational consciousness: How do I tackle intellectual challenges? How and when do I learn? How do I reflect on things?
• Emotional consciousness: Am I mindful in my everyday life? What do I consciously perceive? How do I deal with my own feelings – and those of my employees? How do I manage conflict?
• Physical consciousness: How good am I at looking out for my body and my diet? Do I get regular exercise and take care of my body?
• Spiritual consciousness: What are my values? What purpose do I see in what I do?

• Challenge:Devise challenges that match your employees’ individual skills. Make sure that they’re not too easy – but not too taxing either.
• Encourage:In one-to-one discussions, ask your employees what their dreams and goals are. Help them to develop their skills further.
• Lead:Lead your team with a vision. Provide clear goals and responsibilities so that people can understand their own contributions to the success of the whole organisation.

Book a managers’ training session. Get help from our Mavie counsellors with strengthening employee loyalty and improving employee satisfaction in your team. Whether you need support with conflict management, change processes or mental health in the workplace, we’re here for you. Arrange an appointment for a one-to-one counselling session (provided that your company has a contract with Mavie). Call our hotline or write us an email:
+43 1 585 388 1
kontakt@maviework.care