1. The last step of the 12-week program is to reap the rewards of the changes you all have implemented.
2. One of the rewards will be that employees have more time to pursue interests outside of work.
3. Encourage employees to spend time doing activities they love, and to go after what will improve their lives.
The last step is all about consolidating gains, celebrating progress, assessing how far you’ve come, and pursuing new dreams. This is the time to revisit the initial assessment you conducted during the deconstruction phase. Ask the same questions and measure your gains. Make this process fun by planning a lunch around it, handing out awards for significant improvements, or incorporating some fun challenges and contests.
Once they see how much “extra” time they now have, employees should be encouraged to be deliberate about doing something with it. If they have gone through the program well, they should end up with three hours a day they didn’t have before. Humans are very good at replacing things. Unless they fill the time with something else, it’s likely they will simply go back to working again.
Challenge people to find things to do that will move them forward in life. Ask them, “Can you take a course? Do you want to spend more time with your family? Will you start working out more? Maybe it’s time to begin massage therapy. Maybe you want to be out in nature.” Encourage them to do things they enjoy tremendously that also better their lives. This “life engineering” helps us figure out how we can do things differently and spend our time doing the things we absolutely love to do.
When people go after their dreams, they are energized, focused, and passionate about their work. Organizations that make it a priority to understand what people want out of their work and life create a culture that buzzes with excitement and possibility.
While company leaders can help, it can also be beneficial to have a designated accountability partner. If you work together with a colleague or coworker to implement these changes together, and you talk about it and hold each other accountable for actually doing it, the results can be amazing. Encourage employees to find someone else in the organization to check in with regularly and discuss their experiences with the changes.
Another option is creating teams. Typically, around six to eight people is the perfect team size. These people will work together to implement the principles systematically and consistently. They all do the same thing at the same time progressively throughout the program, and in doing so, the likelihood of it being successful long term is exponentially greater.
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