The following is a blog post written by Terri Szymanski following our Joan Burton Day of Learning 2020 (Building Sustainable Healthy Workplace Programs).
CCOHS and Mindsuite Metrics—and GO…!
Starting the discussion about “Creating Sustainable Organizations” at the 2020 Joan Burton Day of Learning was Gerry Culina from the Canadian Centre for Occupational Health and Safety (CCOHS).
Speaking on behalf of CCOHS’s CEO Anne Tennier, Gerry gave us an inside view of the passion and dedication that makes CCOHS work. A small organization with fewer than 100 employees, CCOHS has national reach and is a recognized authority on everything to do with occupational health and safety. And just like Gerry promised, a quick search on e-laws shows that the “Canadian Centre for Occupational Health and Safety Act” established the cross-Canada organization in 1985.
For workplace health and wellness, CCOHS walks the talk. They inspire and embrace change inwards as well as outwards. Currently underway is a 3-phase value refresh, where CCOHS involves everyone to help analyze where the organization has been, where it is at and where it is going. Identifying and sharing ideas, and taking stock of challenges, including COVID-19, we can be sure that the CCOHS will be just as indispensable into the future.
Next up was Wayne Clancy, CEO of MindSuiteMetrics—there to blow our minds with how to use data to eliminate silos and align an organization within itself. Wayne told the story of a company that spent too much time and energy on things that were not important to its customers. There are two key questions that are important to business success, declares Wayne, “How important is it?” and “How good are we at it?” This is how Wayne introduces what his tool measures—the Expectation Gap Index. The expectation gap is the gap between how important something is compared to how well it is working.
It gets even better than that. Wayne’s fire combusted one day years ago when he met author John King and they got to talking. John King, author of NY Times bestseller Tribal Leadership, offered up his life studies and ideas about empathy and humanity to Wayne’s data mind. Data geek meets humanities quack, and John immediately drives the six hours to Wayne’s house. The two spend three days together whiteboarding before they come up for air. Art meets science and what we get through their collaboration is 14 constructs that measure humanity in organizations, added to all Wayne’s other measures that evaluate organization well-being.
It’s no surprise that organizations with high humanity scores have higher business success outcomes. Humanistic organizations have everything to do with wellness. And business success.
Wayne and John characterize an organization as doing well to be like a chorus where everyone contributes to one melody by playing a different instrument. The parts are unique but they all fit together. That’s different from a chorus where everyone is singing the same note. Their point is to build on what people have in common and then work together towards goals. It generates mutual respect, dignity, strong relationships, and ultimately—success. John peppers in the idea that this is not the craft of management, it is the art of leadership.
We can’t wait to see what else these two and CCOHS come up with. CCOHS is the engine that did, does, and will continue to do. Wayne’s fric is John’s frac. Next up, Wayne and John have paired up to co-author a new book together—Tribal Possibilities. We can’t wait.CCOHS-and-Mindsuite-Metrics-And-Go….