The healthy workplace nudge how healthy people, culture, and buildings lead to high performance

Praise for The Healthy Workplace Nudge “The Healthy Workplace Nudge is not your standard wellness-for-business book In fact, Rex Miller directly challenges most of the ways companies deliver wellness programs to their employees His team of researchers addresses why we need wellness programs in the first place: a lack of care “More than that, this book provides new pathways and practical approaches Most importantly, it calls for a new kind of leadership A leadership of care.” —Bob Chapman, CEO, Barry-Wehmiller; coauthor, Everybody Matters: The Extraordinary Power of Caring for Your People Like Family “Workplaces are killing people, costing economies and business fortunes in the process, and no one seems to care—or believes that anything can change The Healthy Workplace Nudge shows what it would take to enhance employee well-being and provides compelling examples of the change that is possible.” —Jeffrey Pfeffer, author, Dying for a Paycheck; professor, Stanford Graduate School of Business “The ‘wellness’ industry is complex, siloed, and confusing Miller has engaged a group of top health professionals, researchers, wellness program specialists, building designers, and for­ ward-thinking business leaders to chronicle the current state of the wellness industry and carefully lay out some frightening challenges ahead This book will help leaders to step back and focus on what is most important and impactful when it comes to the health, engagement, and performance of their employees Spoiler alert: Culture eats wellness for breakfast.” —Leigh Stringer, workplace strategy expert; author, The Healthy Workplace: How to Improve the Well-Being of Your Employees—and Boost Your Company’s Bottom Line “Creating environments that allow people to be their best selves every day is not just a nice to have; it’s a business imperative While everyone agrees philosophically that healthy, happy employees are tantamount to innovative and successful business, rapid change in the wellness industry demands a clearer definition of the hows and whys of employee health This book masterfully cuts through the noise to shed light on to what works and what doesn’t Rex has truly helped carve the way to the future of the workplace.” —Ryan Picarella, president, Wellness Council of America, WELCOA “Combining the world’s largest asset class (Real Estate) with the world’s fastest-growing industry (Health and Wellness) represents the most significant economic and societal opportunity of our time It’s not someone else’s responsibility or even opportunity This is about all of us breaking our industry silos of real estate, HR, healthcare and financial performance Rex Miller’s team and their research describe not only the full potential but the threat to business and our economy, if we don’t take advantage of this historic tipping point.” —Paul Scialla, founder/CEO, Delos; founder, International WELL Building Institute “In the twenty-first century, organizations that are not designed to develop all aspects of employee life will be at a disadvantage Rex and his team are spot-on in their insights about the importance of a workplace that fosters physical, emotional, mental, and spiritual engagement in their employees.” —Greg Kunkel, SVP and cofounder, Next Jump “In 2013, the Gensler-designed new CBRE headquarters became the first workplace to receive a WELL Building certification From that, we witnessed the birth of a movement and a new conversation Rex Miller’s work to capture those events and his team’s research on workplace health and well-being provide a vital tool for leaders and practitioners for understanding this movement and the future vitality of organizations.” —Andy Cohen, CEO, Gensler “Without a thriving, healthy workforce, businesses cannot remain competitive With the growing health-care crisis, we need a better solution than the usual “check the box” workplace wellness approach By combining experienced voices from a wide variety of industries, MindShift brings a positively disruptive approach to wellness in the workplace so that companies can thrive in the twenty-first-century business environment.” —Mim Senft, president and CEO, Motivity Partnerships, Inc.; cofounder, GW4W “The emphasis on wellness in the workplace is more important than ever Why? Because people are our biggest asset Whether it is installing cork layers into our floors for better posture, offering sit-stand desks to help blood circulation, or providing concierge services to run errands and give time back to our employees, the successful implementation of features that enhance and support our people is not an afterthought, but the key ingredient to our success Rex has done a tremendous job in illuminating the importance of wellness, which transcends the office and reaches well into our personal lives It is the key to keeping companies and ultimately our country competitive in the international marketplace.” —Lewis C Horne, president, Southern California and Hawaii Division, CBRE “A radical shift in the employee experience is necessary to redefine the standard of wellness and change lives for the better The Healthy Workplace Nudge provides insight into new levels of engagement, within the workplace, to positively benefit both people and companies “It’s time for a radical shift in the level of engagement and the standard of wellness that companies provide within the workplace Rex and his team are challenging the status quo and providing the insight for positive disruption in The Healthy Workplace Nudge.” —Calvin Crowder, vice president, Global Real Estate, GoDaddy “Rex has done a wonderful job blending employee welfare results with the heart He provides the data to confirm that companies that focus on the ‘people model’ have an impact on their related health investments The heart is the center of all goodness, emotionally and financially!” —Tom Carmazzi, CEO, Tuthill “In our hearts, we know that we should genuinely care for all people, everywhere At home, on the street, and at work, we should care for others and be cared for However, our minds have been fooled to believe that profit is king, at the expense of care In The Healthy Workplace Nudge, Rex Miller connects what we know in our hearts to be true with concrete methodologies that will transform our minds regarding wellness in the workplace.” —Wade Lewis, VP, Business Services, ISS “It is not only possible for organizations to be communities of human flourishing, but this is also the natural state when people exert themselves in a common, meaningful purpose If this sounds overly idealistic, it is indicative of the pressing need to win the battle for well-being But it requires leaders who understand and embrace that, like all living things, humans desire to flourish For such leaders, The Healthy Workplace Nudge will be a clarion call to lead the humanizing of our workplaces.” —Steven E Carter, PhD, author, Good Leader; president/CEO, Carter, Inc “I’ve always believed that the number one responsibility for a business leader is to create an environment in which people can excel—but that requires creating an environment that aligns the body, soul, spirit, and mind Most corporate efforts have focused on improving the physical environment of work, but Rex’s book “nudges” us to address the spiritual and mental elements of well-being by creating a culture of care that recognizes that energy, not time, is our most valuable asset.” —Barbara Jackson, director, Burns School of Real Estate and Construction Management, University of Denver “Rex takes a chainsaw to the oft-marketed idea that wellness is achieved by implement­ ing health testing, free gym memberships, and, oh yes, fewer snacks in the lunchroom In its place, he presents the far more powerful concept of health and happiness, and then proceeds to weave inspirational stories of success.” —Craig Janssen, managing director, Idibri “Memorable characters, humane CEOs, caring physicians, and a cast of other fascinating characters have inspired Rex Miller to tell one of the best argued, entertaining, and factually solid stories about the connective tissue between the wellness movement and the built environment The Healthy Workplace Nudge will inspire you It inspired me!” —Susan S Szenasy, director of design innovation, Metropolis THE HEALTHY WORKPLACE NUDGE THE HEALTHY WORKPLACE NUDGE HOW HEALTHY PEOPLE, CULTURE, AND BUILDINGS LEAD TO HIGH PERFORMANCE REX MILLER PHILLIP WILLIAMS, AND DR MICHAEL O’NEILL Cover image: (stairs) © bbbrrn/Getty Images; (room) Wiley Cover design: Wiley Illustrations by Michael Lagocki Copyright  2018 by John Wiley & Sons, Inc All rights reserved Published by John Wiley & Sons, Inc., Hoboken, New Jersey Published simultaneously in Canada No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or 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incidental, consequential, or other damages For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002 Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on­ demand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Library of Congress Cataloging-in-Publication Data: Names: Miller, M Rex, 1955- author | Williams, Phillip, 1957- author | O’Neill, Michael, 1959- author Title: The healthy workplace nudge : how healthy people, culture and buildings lead to high performance / Rex Miller, Phillip Williams, Michael O’Neill Description: Hoboken : Wiley, 2018 | Includes bibliographical references and index | Identifiers: LCCN 2018006249 (print) | LCCN 2018008038 (ebook) | ISBN 9781119480235 (pdf) | ISBN 9781119480167 (epub) | ISBN 9781119480129 (hardback) | ISBN 9781119480235 (ePDF) Subjects: LCSH: Work environment | Employee health promotion | Corporate culture | BISAC: BUSINESS & ECONOMICS / General | BUSINESS & ECONOMICS / Human Resources & Personnel Management | BODY, MIND & SPIRIT / Inspiration & Personal Growth Classification: LCC HD7261 (ebook) | LCC HD7261 M544 2018 (print) | DDC 658.3/82–dc23 LC record available at https://lccn.loc.gov/2018006249 Printed in the United States of America 10 Index Economics, behavioral, 127, 129, 131, 132 Economic distress, 43 Ecosystems of care, 185–200 at Barry-Wehmiller, 189–191 at Cleveland Clinic, 186–188 cost-effective health care in, 191–193 at Johnson & Johnson, 196–199 leadership in, 199 and wellness program criteria, 193–196 Efficiency, financial incentives for health vs., 159–160 Eight-hour working days, 79 Eisenhower, Dwight D., 121 Election of 2016, 42–45 E-mail policies, 224 Emerick, Tom, 37–38, 191–193 as alternative voice, 94 on cost of wellness programs, 166 on employees at Wal-Mart, 61 on flying sick employees for treatment, 68–69 on loneliness and depression, 112 on need for national mobilization, 41 on prevalence of wellness programs, 105 on weight loss, 102 on wellness program effectiveness data, 104 Empathetic future, 132 Employee behavior: as indicator of shadow culture, 218–219 at MeTEOR Education, 220–222 and performance, 175 Employee engagement: behavior indicating, 220 cost of improving, 162–164 and productivity, 198 and strengths of employee, 178–179 wellness and, 254 in wellness programs, 194–195 Employee experience maps, 239 Employee performance, 169–182 during deep work, 181–182 and employee engagement, 178–179 and heart rate variability, 170–172 Kristin Holmes-Winn on, 174–175 and indicators of need for recovery, 172 mindset and, 176–178 and recovery during work day, 173–174 rest and, 169–176 and sleep vs work patterns, 179–181 Endocrine system, 146 Engagement See also Employee engagement and happiness, 81–82 and hope, 84–86 ladder of, 238–240 requirements for, 87–88 in wellness programs, 100 283 284 Index Environment: changing, 251–252 creating safe and healthy, 89–90 designing, for work patterns, 180 friction in, 81 impact of, on human health, 145 Environmental triggers, 131 Ergonomic chairs, 135 ER visit claims, 47 Ethical medicine, 192–193 Everybody Matters (Chapman and Sisodia), 189, 235 An Everyone Culture (Kegan and Lahey), 210 Executive champions, for secondchair leadership initiatives, 238 Exertion, and recovery, 173 Experience managers (XMs), 209 Extreme Ownership (Willink and Babin), 216 Facebook, 164, 211 Failure, intentional, 212 Feedback (nudge thinking), 135 Feedback sessions, 213 Ferrendelli, Laurie, 74, 189, 190 Fight-or-flight switch, 169, 170 Financial incentives, 157–168 and cost of improving employee engagement, 162–164 for creating healthy buildings, 165–168 for efficiency vs health, 159–160 memes to demonstrate, 160–162 and personal benefits of improving workplace, 158–159 in wellness programs, 164–165 Financial stability, 50 Financial uncertainty, 48 First-chair leaders, 230 First followers, meetings of secondchair leaders with, 232–235 Fitbit, 135–136 FitWel Standard, 167, 278n1 Five normals, 28, 186–188 Flourish: A Visionary New Under­ standing of Health and WellBeing (Seligman), 73 Focus, and sleep quality, 173–174 Forgiving (nudge thinking), 135–136 Fort Worth, Texas, 135, 138–139 Four Winds Interactive, 135 Fox, Bob, on measuring ROI, 116 Fram Oil Filters, 165 Freedom of choice, 133–134 Fried, Jason, 179, 180 Funding, for initiatives, 226 Fuzzy culture, 203 See also Shadow culture Galea, Sandro, 138 Gallup, 87, 204, 220 Gates, Bill, 248 General Electric, 159 Gibson, William, 242 Gleick, James, 161 Global Engagement Survey, 5–6 Global Innovation Summit, 103 Index Global Technology Center, 133 Global Wellness Institute, 95 Global Wellness Summit, 22, 23 Glynn, Josh, 39, 74, 87, 94, 100, 134, 178 GoDaddy, 42, 117–118, 133, 135, 204–210, 215 GoDaddy Global Technology Center, 206, 208–210 Godin, Seth, 254 Goetzel, Ron, 104–105, 141–142, 193–196 Goldman Sachs, 32 Good workplace(s), 245–255 and building of workplace health and well-being ecosystem, 247–249 cost barriers to, 249–251 future of, 254–255 and mindset for encouraging change, 251–253 personal buy-in on benefits of creating, 158–159 psychologically safe workplaces as, 253–254 results of, 245–247 Google, 36, 74, 133–134, 197, 211 culture at, 205 diversity at, 90 economy of talent at, 164 investments in wellness at, 253 management at, 87 safe workplace created by, 63–64 Gorsky, Alex, 197 Gorthy, Chris, 249–251 Gray, Whitney, 148–149, 165–166 Habits, 132–133, 137 “Habits of What Gets Done,” 224–226 Hagel, John, 30 Haidt, Jonathan, Happiness, 78–91 and engagement, 81–82 on frontlines of workplaces, 87–88 and hope, 84–86 ownership of employee, 235–237 and PERMA model, 83–84 pursuit of, 79–80 and social emotional literacy, 88–91 traits of, 82–83 at work, 82–83 Harnish, Tom, 51, 68 Harvard University, 38 Haven in a Heartless World: The Family Besieged (Lasch), 11 Haworth, 34 Haylon, Bill, 49 Health: financial incentives for efficiency vs., 159–160 network effect on, 241–242 ownership of employee, 235–237 Health and well-being program, at MeTEOR Education, 222–224 Health care, cost-effective, 191–193 Health care costs, 5, 8, 22, 50, 186, 188, 273n7 Health cost crisis, 39, 40 285 286 Index Health in Buildings Roundtable (NIH), 106 Health insurance, 58, 128 Health reimbursement arrangements (HRAs), 197, 198 Health risks, 132–133 Healthy building(s), 141–156 benefits of, 143–144 and body systems, 144–148 CBRE building as, 154–155 costs of, 148–150 creating, 252 financial incentives for creating, 165–168 light in, 151–154 New York Times building as, 153–154 and workplace culture, 150–151 Healthy cultures, 202, 203, 205 Healthy Workplaces: A WHO Global Model for Action, 39 Heart rate, 170 Heart rate variability (HRV), 170–172 Hell’s Kitchen (television series), 218 Helping, and caring for people, 252 Heroin, 45–46 Herzberg, Frederick, 178 Hess, Jack, 245 Hierarchy of needs, 178 High-performance mindset, 174–175 “A Holistic Approach to Workplace Wellbeing” (Nicolosi), 145 Holland Hospital (Holland, Mich.), 49 Holmes-Winn, Kristin, 171, 174–176 Homelessness, 46 Homer, 131–132 Homer Simpson Effect, 129–131 Hope, 84–86 Hope for Hemophilia, 111 Horne, Lew, 30–34, 149, 151 Hospitality, 109–123 leaders, applied to, 112–113 and leadership, 120–123 personal example of, 110–112 power of, 118–120 and restorative workplaces, 116–118 and safety, 114–115 workplaces, applied to, 113–116 Houston, Jean, 48–49 Houston, Texas, 248 HRAs (health reimbursement arrangements), 197, 198 HRV (heart rate variability), 170–172 Human capital, value of, 162, 164 Humanizing Education MindShift, 222 Human Performance Institute, 213 Human resources: asset vs cost view of, 253 and real estate, 35–36 Human touch, 61–62 Humility, in Next Jump’s culture, 211–214 IBM, 103 Idibri, 50 Index Immune system, environment and, 146 Implementation of wellness programs: Goetzel’s criteria and, 194–196 and lost productivity, 164 Incarceration, 43 Incentives See also Financial incentives at Cleveland Clinic, 188 in medical system, 193 for using wellness programs, 196 Industrial Revolution, 79 Innovation, disruptive, The Innovator’s Dilemma (Christensen), 17 Insurance discounts, 135–136 Insurance policies, 130 Integrated project delivery, 164–165 Integumentary system, environment and, 146 Intentional failure, 212 Interface Carpet, 159 Intermountain Medical Center (Utah), 192 International Living Future Institute Certification program, 250 Intuitive (nudge thinking), 135 Invasive procedures, 192 Irrationality, predictable, 131, 252 Irving, Blake, 39, 206–210 ISS (service), 206, 208–209, 277n5 Jackson, Barbara, 46 James, Jonathan, 111 Janssen, Craig, 50, 178 Japan, 49, 73 Job design, 83 Jobs, Steve, 18, 19, 248 Johnson, Starlette, 119 Johnson & Johnson, 196–199 Journaling, 174, 176 Juarez, Mexico, 199 Kahneman, Daniel, 129 Kaiser Family Foundation, 28 Kaiser Permanente, 21–22, 90 Kar� oshi, 56 Kegan, Robert, 210, 253 Kelley, LeAnne, 43–44 Key stakeholders, 235–237 Kim, Charlie, 211, 212, 214 Kinder, Michelle, on social emotional literacy, 88, 89 Koblin, Aaron, 157 Kodak, Kunkel, Greg, 39, 178, 210, 211 Ladder of engagement, 238–240 Ladder of wellness, 75–77 Lahey, Lisa, 210, 253 Lamott, Anne, 100 Lasch, Christopher, 11 Latham, Bill, 201, 216–220, 222–224, 226 Law of early adopters, 191 Lawrence Berkeley National Laboratory (LBNL), 154 LDL cholesterol, 28, 136 Leaders: caring for people by, 252 change for, 201 commitment to wellness programs by, 194 287 288 Index Leaders (continued ) first-chair, 230 and hospitality, 112–113 performance of, 172 second-chair, see Second-chair leader(s) and shadow culture, 218 Leadership: at Barry-Wehmiller, 190–191 at crossroad of assumptions, 107 in ecosystems of care, 199 at GoDaddy, 209 for health and wellness initiatives, 223–224 and hospitality, 120–123 lack of caring in, 60–61 and ownership, 216 Leadership BS (Pfeffer), 38 Leadership engagement, 39 LEED certification, 167 Lehman Brothers, 30 Lencioni, Patrick, 157, 158 Lewis, Al, 37, 41, 93–94, 106, 112, 142, 197 Lewis, Wade, 108, 206, 209 LFT, 49 Life skills, 177 Lifestyle, and chronic disease, 25 Lifestyle management, 95 Lighting, 151–154 Light sleep, 180 Linebarger, Tom, 116 Listening tours, 51 Lister, Kate, 51, 59, 68, 69, 162, 164–166 Loehr, Jim, 213 Loneliness, and stress, 58 Longmire, Emily, 230–243 Lowe’s, 193 Majchrowski, Kyle, 242–243 Managers, 87, 90 Manipulation, nudges as, 133–134 Manual labor, 43, 45 Maslow, Abraham, 178 Mastery, 214 Mattke, Soeren, 38, 94, 98, 101, 165, 197 Mayo Clinic, 19, 68–69, 78, 192, 245 Medical costs, 22, 24 Medicare, 28 Meditation, 176 Meetings, of second-chair leaders with first followers, 232–235 Melatonin, 176 Memes, demonstrating financial incentives with, 160–162 Metabolic syndrome, and stress, 58, 171 MeTEOR Education, 216–226 changing culture at, 221–222 employee behavior at, 220–221 “Habits of What Gets Done” at, 224–226 ownership of change at, 217–219 values and shadow culture of, 219–220 wellness initiatives at, 222–224 MeToo movement, 228 Metrics, 225 for company culture, 214 to determine wellness program effectiveness, 98 Index at Johnson & Johnson, 197 for using wellness programs, 196 for wellness programs, 165 MGM Grand Hotels, 32 Microenvironments, 239, 241 Microsoft, 104, 206, 207, 211 Milano, Alyssa, 228 Millennials, 234 Miller, Edward, on lack of lifestyle change, 103 Miller, Rex, 31, 36, 164, 201, 216 Mindset: for encouraging change, 251–253 high-performance, 174–175 and stress management, 176–178 MindShift, 1, 20, 37, 46, 50, 276n5 for second-chair leaders, 231 strategic goals in, 239 for well-being, 60–62 MindShift summit, 206 M&M’s experiment, 134 Momentous Institute, 88–90, 272n6 Monnat, Shannon, 42–46 Montgomery, Charles, 141 Mori, Mina, 56 Morris, Stephen, 136 Mortality rates, 43 Motivation, 178 Motivational interviewing, 195 Moyers, Bill, 121 Muldavin, Scott, 167 Multiple sclerosis (MS), 110, 113 Muscular system, environment and, 146 Naisbitt, John, 72 National Geographic, 56 National Health Expenditures, 28 National Institutes of Health (NIH), 47, 106 Nervous system, 148, 169–170 Netflix, 131, 206 Network effect, 241–242 Net Zero certification, 250 Newport, Cal, 181 New York Times building, 153–154 The Next Industrial Revolution (film), 148 Next Jump, 159, 204, 205, 210–215 Nicolosi, Jessica, 145 Nicotine, 28 NIH (National Institutes of Health), 47, 106 90-minute rule, 79–80 Norm(s), 136 and nudge thinking, 137–140 shifting of, by second-chair leaders, 242 stress as, 62–63 Nudge(s), from behavioral economics, 11 cultural, 127 designed, 129 hope as, 86 as manipulation, 133–134 social, 137 Nudge thinking, 127–140 domino effect in, 136–137 freedom of choice vs., 133–134 and Homer Simpson Effect, 129–131 and norms, 137–139 289 290 Index Nudge thinking (continued ) and predictable irrationality, 131 reframing in, 132–133 Seven Pillars of Wisdom for, 134–136 and temptations in workplace, 131–132 and wellness, 128–129 Numbers: as basis for decision making, 159–160 demonstrating financial benefits of programs with, 160–161 as value for business, 219–220 Nurse’s Health Study, 28 Obama, Barack, 95 Obesity, 21, 28, 58 Odyssey (Homer), 131–132 Office layout, 31 O’Neill, Mike, 82–83 Opioid abuse and epidemic, 45, 47, 51 Organ donation, 128 Organizations, life phases of successful, 210 Organizational health: financial incentives for improving, see Financial incentives importance of, 157 personal buy-in on benefits of, 158–159 Overtraining syndrome, 172 Overwork, death from, 56–57 Ownership: of change, 217–219 of employee health and happiness, 235–237 and leadership, 216 OxyContin, 45 Oz, Mehmet, 19 Paid time off (PTO), 223–224 Pain, 45 Painkillers, 45–46 Parasympathetic nervous system (PSNS), 170 Parents, of at-risk kids, 90 Parkland Hospital (Dallas, Tex.), 90–91, 118 Parsons, Bob, 206, 207 Partners, Salveo, 94 Passion, 209 Patrick, Danica, 206 Performance cultures, 204–205 See also Employee performance PERMA model, 73–74, 83–84, 272n9 Permission seeking, 228–229 Personal Leadership Bootcamp, 212 Personal Story Template, 268 Peters, Tom, 201 Pfeffer, Jeffrey, 38, 56–58, 90, 119, 235 Phoenix, Arizona, 248 Physical activity, decreased levels of, 21 Physical health, 213, 252 Picarella, Ryan, 254 Pink, Daniel, 214 Plato, 67 Pogue, Dave, 34 Index Positive feedback, 135 Positive reinforcement, 127–128 Post-traumatic strength syndrome, 73 Posttraumatic stress disorder (PTSD), 84 POT (paid time off), 223–224 Poulin, Chelsea, 222–223 Poverty, and at-risk kids, 88 The Power of Engagement (Schwartz), 174 PQM (Publican Quality Meats), 119 Praise, 225 Predictable irrationality, 131, 252 Presenteeism, 59 Pressfield, Steven, 227 Preventive Services Task Force (PSTF), 195 Price, Betsy, 138–139 Priority Matrix, 226 Problem solving, 236, 237 Productivity, 29 costs of lost, 162, 164 employee engagement and, 198 wellness and, 254 Profitability: false choice between employee well-being and, 230 medical costs and, 22 Program thinking, 82 PSNS (parasympathetic nervous system), 170 PSTF (Preventive Services Task Force), 195 Psychologically safe workplaces, 253–254 PTSD (post-traumatic stress disorder), 73 Publican Quality Meats (PQM), 119 PULL process, 150 Pull strategies, 231 PUSH process, 150 Quality of life years (QALY), 26 Quizzify (health blog), 47 Radcliffe, David, 11, 36, 64, 162 Rakib, M H., 102 Ramsay, Gordon, 218 RAND, 22, 38, 98, 100, 165 Real Age assessment, 133 Real estate, and human resources, 35–36 Recovery: areas in work environment for, 180, 181 and improved performance, 175 indicators of need for, 172 and sleep, 171–172 during work day, 173–174 Reduced workload, 49–50 Reframing, 132–133 Reinforcing loops, 86 REM sleep, 180 Reproductive system, environment and, 146 Resiliency, 177 Respiratory system, environment and, 148 Rest, 169–176 and employee performance, 169–176 291 292 Index Rest (continued ) and heart rate variability, 170–172 Kristin Holmes-Winn on, 174–175 indicators of need for, 172 and recovery during work day, 173–174 Rest-and-digest switch, 170 Restorative workplaces, 116–118 Return on investment (ROI): and healthy buildings, 165–168 and healthy employees, 112 for wellness programs, 99–100, 161, 195, 198 Richey, Will, 253–254 The Righteous Mind (Haidt), Risk assessment, for wellness program participants, 195–196 Robertson, Tausha, 100 Rochester, Minnesota, 68 Rohn, Jim, 128 ROI, see Return on investment Roizen, Michael, 17, 19–24, 26, 27, 269n4 on empathetic positive future, 112 on five normals, 186–187 on flaws in wellness programs, 102 at Global Wellness Summit, 22–24 and health care costs, 29 and leadership engagement, 39 on need for national mobilization, 41 on outcome measurements, 100 on reaching the “undoable” point, Real Age assessment of, 132–133 on stress as wellness factor, 59 on wellness programs, 165 “Rolling Town Halls,” 138 Rowe, Mike, 176 Royko, Mike, 55 Rural America, 42–45 Rust Belt, 45, 49 Safety: decision making about, 160 and hospitality, 114–115 Safeway, 97 Salk Institute, 148 Sapolsky, Robert, 55 Sarandon, Susan, 148 Satisfaction, and employee engagement, 178 Scheduling, 176, 226 Schein, Edgar, 204 School environment, 89–90 Schwartz, Barry, 135 Schwartz, Tony, 174 Scialla, Paul, 11, 32–35, 143–145, 152–153, 155, 167, 168, 252 Scott, Cameron, 206–211 Sears, Second-chair leader(s), 227–244 asset identification by, 239, 241 defined, 227 key stakeholder identification by, 235–237 ladder of engagement for, 238–240 Emily Longmire as, 230–243 Index Kyle Majchrowski as, 242–243 meeting of first followers with, 232–235 need for, 230 and network effect, 241–242 and permission seeking, 228–229 reactions to small successes of, 237–238 shadow culture knowledge of, 231–232 shifting of norms by, 242 Seek Change (organization), 243 Selection Research, 178 Self-insured employers, 273n7 The Selfish Gene (Dawkins), 161 Seligman, Martin, 72–73, 83 Senft, Mim, 223 Seven Pillars of Wisdom, 134–136 Shadow culture: and making change, 214–215 of MeTEOR Education, 218–220 second-chair leaders’ knowledge of, 231–232 SHRM (Society for Human Resource Management), 69 Shurney, Dexter, 177, 178 SIG, 116 Silverstein, Craig, 134 Simon, Scott, 42 Simple (nudge thinking), 135 Simpson, Charles, on truth, 111 The Simpsons, 130 Sinek, Simon, 159, 191 Sirens, 131–132 Sisodia, Raj, 189, 235 Situational Workshops, 213 Skeletal system, environment and, 146 Sleep: focus and quality of, 173–174 improving quality of, 175–176 patterns in work vs., 179–181 and performance, 175 and recovery, 171–172 SmithGroupJJR, 208 SNS (sympathetic nervous system), 170 Social capital: building, 252–253 in solving of complex problems, 236 Social emotional literacy, 88–91 Social networks, 132–133 Social nudges, 137 Society for Human Resource Management (SHRM), 69 Sood, Amit, 78–79, 172 Southwestern Bell, 120 Sowder, Dale, 49–50 S&P 500 companies, 202 Spencer, Rhonda, 189 Spiritual aridity, 49, 73 Spotify, 206 StairWELL sign, 135 Stanberry, Dean, 149 Stengel, Casey, 80 Storytelling, 218–219 Strategic goals, in ladder of engagement, 239, 240 Stratified entitlement cultures, 55–56 293 294 Index Strengths: designing work around people’s, 252 and employee engagement, 178–179 Stress, 47–48, 53–64 and autonomic nervous system, 169–170 in baboon culture, 55–56 and death, 56–58 effects of, on human body, 58, 171 negative effects of, 89 as norms, 62–63 and wellness efforts, 59–62 Stress, Portrait of a Killer (film), 56 Stress management, 176–178 Strouth, Ed, 74, 189 Subjective validation bias, 130–131 Sustainable building, cost as barrier to, 249–251 Swartz, Tony, 80 Swedish Men Study, 28 Sympathetic nervous system (SNS), 170 Syracuse University, 42 Tactical goals, in ladder of engagement, 238–240 Talking Partners (TP) program, 213 Task switching, 176 Team Health, 160, 276n1 Technology, introducing new, 72 Temptations, in the workplace, 131–132 Texas A&M, 26 Thaler, Richard, 1, 127 Third-party insurers, 273n7 Third-person credibility, 130 Thompson, Randy, 177 Thurm, David, 153–154 Tier program (Cleveland Clinic), 276n5 Track Your Happiness (app), 81 Traditional economists, 131 Training, 225 at Barry-Wehmiller, 190–191 for improved performance, 175 Transformational opportunities, in ladder of engagement, 239, 240 Transition spaces, in workplaces, 181 Traveling employees, 171 Triggers, environmental, 131 Triglycerides, 136 Trump, Donald, 42–45 Turnover, 212, 214 Ultradian rhythm, 174 Ulysses, 132 Undercover Boss (television series), 60 Unhealthy cultures, 202 United Kingdom, 192 United States: healthcare costs in, 273n7 health expenditures in, 28 medical system and outcomes for patients in, 192 post-war rebuilding of Western Europe by, 269n9 UNIVAC computer, 247 University of Denver, 46 Index University of Munich, 38 Urinary system, environment and, 146 Vacations, 224 Value(s): of buildings, 35–36 at GoDaddy, 207 at MeTEOR Education, 219–222 safety as, 160 Vending machines, 139 Vision, 225 Walking School Bus, 138 Walking Town Halls, 138 Wal–Mart, 37, 61, 167, 191 Washington, Indiana, 43–44 We Are Connected (program), 138 Weber, Janelle, 119 WELCOA, 38 Well-being: false choice between profitability and, 230 as norm, 62–63 and task switching, 176 wellness vs., 59, 81, 252 Well-being program, at MeTEOR Education, 222–224 WELL Building Certification, 149 Well buildings, 32–34 WELL Building Standard, 33, 151, 152, 167, 278n1 WELL Building Standard (WELL) pilot program, 33 WELL certification, 33, 151, 250 WELL design, 249 WELL Living Lab, 68 Well MindShift, 37 Well MindShift project, permission seeking in, 228–229 Well MindShift summit, 230 Wellness, 67–77 cost of investing in, 253 healthcare costs related to, 273n7 and human flourishing, 72–73 issues in understanding of, 67–71 ladder of, 75–77 and ladder of engagement, 238–240 and nudge thinking, 128–129 PERMA model of, 73–74 and well-being, 68–70 well-being vs., 59, 81, 252 Wellness Coalition of America, 254 Wellness industrial complex, 37–39, 60, 94–96 Wellness industry, 34 Wellness Institute, 20 Wellness programs, 38, 92–108 benefits included in, 69–70 and biology, 101–102 as business imperative, 254–255 costs of, 166, 167 criteria for, 193–196 demonstrating financial benefits of, 160–162 disappointing performance of, 97–99 financial incentives in, 164–165 hidden cost of, 104–105 295 296 Index Wellness programs (continued ) measurement issues in, 70–71, 99–101 at MeTEOR Education, 222–224 and need for change, 102–103 positive directions for, 106–108 prevalence of, 105–106 problems with, 92–94 and stress, 59–62 and wellness industrial complex, 94–96 Western Europe, post-war rebuilding of, 269n9 “What Do Workplace Wellness Programs Do?” (NIH), 106 Whitehall studies, 56 Whole Foods, WHOOP athletic band and app, 170–175 Why Nobody Believes the Numbers (Al Lewis), 93 “Wicked problems,” Widrich, Leo, 79–80 Williams, Phil, 34, 149 Willink, Jocko, 216 Work: designing, around person’s strengths, 252 happiness at, 82–83 patterns in sleep vs., 179–181 Workers compensation claims, 47 Working day patterns, 80 Workload, reduced, 49–50 Work on the Move (Lister and Harnish), 51 Workplace(s): cultural views of, 80 and hospitality, 113–118 restorative, 116–118 as safe havens, 49 Workplace culture: difficulty in creating, 141–142 and healthy buildings, 150–151 healthy buildings as catalysts for, 149–150 Workplace design, 247 Workplace engagement, Workplace health and well-being ecosystem, 247–249 Workspace, and happiness, 82–83 World Health Organization, 39 World War II, 269n9 Wozniak, Steve, 248 XMs (experience managers), 209 Yahoo, 206, 207 Zones of despair, 44–45, 51 Zwanefeld, Onno, 33 WILEY END USER LICENSE AGREEMENT Go to www.wiley.com/go/eula to access Wiley's ebook EULA ... innovation, Metropolis THE HEALTHY WORKPLACE NUDGE THE HEALTHY WORKPLACE NUDGE HOW HEALTHY PEOPLE, CULTURE, AND BUILDINGS LEAD TO HIGH PERFORMANCE REX MILLER PHILLIP WILLIAMS, AND DR MICHAEL O’NEILL... Workplace Nudge explores the journey of, and relationship between, the rider and the elephant The Things We See and the Things We Miss The Healthy Workplace Nudge describes our search to explain how. .. WELL-BEING 125 Nudge Thinking: How Small Things Lead to Big Results 127 Chapter 10 The Healthy Building Nudge: The Invisible Power of the Workplace 141 Chapter 11 The Financial Nudge: The Return