Being at Full Potential: renewing a father – son relationship at the Berlin Marathon

As the founder of a company called Being at Full Potential, part of my job description is to keep stretching myself in new ways, embrace challenges, and continuously strive to unlock more of my own potential.

Earlier this year, I embarked on such a journey when I accepted my son’s invitation to run my first ever marathon in Berlin. What began as a personal challenge quickly evolved into something far more meaningful, something that would transform the relationship with my 20-year-old son, Oscar, in ways I could not have anticipated.

The plan he laid out for me would result in finishing the race within 3 hours and 35 minutes. At first, I resisted. In my mind this target was completely unrealistic. But as any great coach would do, he encouraged me to focus on the process and not so much on the end result. He reassured me that if I trusted him and followed the detailed 16-week training plan he laid out, everything would fall into place.

Week by week, we worked together, building up my mileage, speed, and endurance, as well as refining my diet and sleep. As I focused on each step of the plan, something unexpected began to happen. Not only did I feel my physical and mental strength growing, but I also began to see my son in a whole new light. The dynamic between us shifted. I found myself leaning on his incredible wisdom, trusting in his ability to guide me toward a goal that seemed out of reach.

By week 12, something else shifted. What had seemed an impossible task (running 42.2KM within 3h35mins) no longer felt out of reach. I started to believe that his ambitious time goal might actually be possible!

Come race day, I was ready. The Garmin watch, now my favorite accessory, indicated that I was “peaking” (ie, the best possible condition for the race). In fact, the marathon time it predicted for me was even faster than the ambitious plan I had been training for. With my son and his friend cheering me on, I was hitting all the right marks and feeling amazing. The energy from the crowd was electrifying, and I was soaking up every high-five along the way.

But then, around the 35-kilometer mark, I hit the infamous “wall.” I couldn’t stomach another energy gel, my head pounded from the noise, and all I wanted was silence. I had to slow down, even walk at times. The first aid stations, with their stretchers, looked far more appealing than the finish line.

In my mind, I was failing—failing myself, and worse, letting my son down. But somehow, I kept moving forward, one step at a time, until finally, I crossed the finish line. I had completed the race in under 4 hours, but in that moment, I was too physically and mentally drained to feel any sense of accomplishment.

It wasn’t until later that evening, when I had a moment to reflect, that I realized the true value of the experience. Yes, I had finished, and yes, I had hit the wall—but more than anything, I had grown as a father, a runner and a student of “Full Potential Living.”

What stayed with me the most was the journey I had shared with my son. Surrendering to his wisdom and allowing him to take the lead was a profound role reversal—one that allowed him to step into his brilliance as a coach and me to rediscover a deeper connection with my son. What started as a physical challenge became a way for us to bond on a completely new level.

This marathon also reminded me why we all need coaches—people who can see possibilities we might not yet be able to envision. It reinforced the importance of trusting the process, even when it feels uncomfortable. Most of all, it showed me that the greatest breakthroughs often happen when we’re willing to let go and allow others, even our children, to guide us toward our full potential.

Oh, and by the way, Oscar is taking new clients. If you’re looking for a coach who can unlock your running potential, and maybe even help you discover something deeper along the way, feel free to reach out and experience his coaching magic for yourself!

Inner Development Goals: To measure or not to measure?

The dilemma:

 

In our quest to drive adoption of Inner Development Goals in organizations, there exists a paradox that lies at the heart of our efforts:

On the one hand, IDGs exist to focus organizational attention on deeper human qualities such as compassion, creativity, and resilience. By embracing these goals, organizations can tap into a reservoir of unrealized potential, inspire their workforce, and elevate the impact of human contribution in a world of accelerating AI & automation.

However, on the other hand, we still live in a world where measurement precedes action. We’re all familiar with the mantra “What gets measured gets done.” This is especially true in the organizational context. It gets tricky though when dealing with inner development.

In our eagerness to quantify progress and demonstrate tangible outcomes, we risk reducing the richness of human experience to mere data points on a graph. By attempting to fit the subtle nuances of inner development into standardized metrics, we run the risk of losing sight of the essence of what makes these goals truly meaningful.

This dilemma mirrors the paradoxes inherent in the realm of quantum physics, where the more we strive for clarity, the more elusive it becomes. Author Alan Seale aptly captures this sentiment, noting that paradox is an intrinsic aspect of the quantum realm. Much like the early explorers of quantum physics, we find ourselves grappling with the enigmatic nature of our pursuit – to measure, or not to measure, inner development.

The opportunity:

So, how do we navigate this paradox and move beyond its confines? The answer lies in the power of “what if” questions – those mind opening inquiries that invite us to challenge conventional wisdom and explore new possibilities. What if we reframed our approach to measurement, what would that look like?

Ten years ago, I found myself pondering this exact “what if” question that would set the course for a transformative exploration:

“What if a measurement tool could be conceived in the ‘new realm,’ inviting the old realm to join it?”

Little did I know that this simple inquiry would kick start an entrepreneurial journey that would reshape my understanding of human development and how it can be effectively introduced and deployed at the individual, team and organizational level.

Here are some of the key lessons that I believe are instrumental in navigating the complexities of this endeavor:

 

The lessons:

 

1. Establish Relevance:

The first step in driving adoption of inner development in organizations is to establish their relevance and importance. Starting with the end in mind, it’s essential to articulate why it matters and how it aligns with the organization’s overarching goals and values. In the case of the IDGs, we can make powerful connections to the Sustainable Development Goals (SDGs). By first understanding what the organization wants to achieve at the SDG level, we can start enquiring about the human shifts needed to achieve them. This simple approach of “meeting our clients where they are at” can help connect the important dots between inner work and external results.

 

2. Position Measurement Tool:

It’s crucial to be crystal clear about the purpose and scope of the measurement tool used to assess Inner Development. Rather than viewing it as a means of evaluation, it should be positioned as a support tool for individual and team growth. Moreover, by reframing the tool as a conversation opener rather than an arbiter of truth, we invite a more nuanced and collaborative approach to interpreting the data. This fosters a greater sense of trust and openness among participants.

 

3. Best practices that align with the new paradigm:

  • See people in their wholeness: When working with inner development the starting assumption is that people are already whole—a recognition of the inherent dignity and worth of every individual. Instead of focusing on deficits or shortcomings, the measurement highlights the extent to which IDGs are expressed or not expressed at a given point in time.
  • Relative vs absolute: Furthermore, the tool embraces the notion that our growth is unlimited, acknowledging that there’s always room for further development and expansion, no matter how far we are on our inner development journey.
  • Invites participation & co-creation: By inviting participation in the interpretation of the data we empower individuals and teams to take ownership of their insights and accountability for their next steps, fostering a culture of continuous learning and growth.

 

Conclusion:

In essence, my journey over the past decade has taught me that the deployment of IDGs in organizations requires a delicate balance of objectivity, compassion, and humility. By establishing relevance, positioning the measurement tool effectively, and embodying the characteristics of the new paradigm, we can create a fertile ground for transformative growth and evolution. As we continue to navigate the complexities of this journey, let us remain open to the possibilities that lie ahead and embrace the inherent paradoxes of human development. After all, it is in the embrace of paradox that true transformation

5 ways to explain the gap in employee well-being

Conflicting data:

A recent Deloitte workplace well-being survey has revealed a puzzling gap in how employees and executives see well-being. According to the results of this study, employees feel a standstill or decline, while executives believe they’ve boosted well-being. Let’s unpack what might be at the core of these diverging perspectives and figure out how to bring back genuine enthusiasm in the workplace.

Possible reasons to help us understand why the well-being data differs between these two groups:

 

Executive Toughness:

C-suites have lower well-being needs. They thrive in stressful & difficult work environments. This is what got them to the top. Maybe they assume everyone’s as tough as they are, seeing stress as a ladder to success without realizing its toll on others.

 

Data Over People:

C-suites look at the numbers and assume the money they are spending must be having an impact. According to the same Deloitte report, large organizations spend an average of $10.5 million yearly on well-being programs. How much more is needed?

 

Chasing an Elusive Well-Being:

Well-being might be a moving target. The more we have it, the more we want it. With rising expectations, there is never a clear finish line.

 

Personal Well-Being Choice:

Well-being is an internal state, a choice of how we show up daily. The more we focus on the good that is already there (vs what is lacking), the more we will cultivate a sense of well-being within. Outsourcing it to the employer will not work.

 

Well-Doing Over Well-Being:

Employees don’t really want more well-being. It temporarily fills a void but what they really want is “well-doing”. The yearning is for meaningful work, ownership, purpose. They want to see the impact of their work, make a difference, feel a sense of pride and have fun doing it. They don’t actually mind working long hours and enduring stressful situations. They are happy to give up the luxurious office environments, and perhaps even some pay, as long as the work is meaningful and brings the best out in them.

 

Additional Considerations:

 

How do we act on this data to reignite enthusiasm in the workplace?:

 

  • Focus on meaningful Work: Connect tasks to a bigger purpose so employees feel the impact of their efforts.
  • Delegate ownership: Let employees take charge of projects, boosting pride and accomplishment.
  • Positive Culture: Build a culture of positivity, teamwork, and growth.
  • Trust when and how people deliver their work: Focus on results and give people the freedom to choose how they offer their best work.
  • Open lines of communication: Have direct conversations with executives to address data points like these to help bridge the gap between the rest of the organization between executives and the workforce.

Conclusion:

 

Fixing the well-being gap means recognizing varied needs, building a positive culture, and prioritizing communication. It’s about redefining success for individual and team happiness. Let’s bring back that workplace mojo!

 

FAQ

 

Why is there a gap in how employees and executives perceive well-being in the workplace?

Executives perceive stress as a success catalyst, assuming shared resilience. Investments in well-being focus too much on short-term perks vs the drivers of meaningful work.

 

How can organizations reignite enthusiasm for well-being in the workplace?

To revive enthusiasm: align tasks with purpose, give ownership for pride, foster a positive culture, prioritize teamwork and flexibility, and ensure open communication.

 

Are employees seeking more than traditional well-being perks?

Employees seek more than perks; it’s about “well-doing” – valuing meaningful impact over well-being goodies. They crave purpose, ownership, and pride in work.

Retrospective – Conversations that Matter

Time for a retrospective.

One year ago we kicked off an initiative called “Conversations That Matter”. The intention was to create an open space, every two weeks, where we could explore one of the dimensions of the Human Potential House framework. To navigate through all 23 dimensions of the House would be a one year long commitment.

Given the richness and depth of each one of these human qualities I knew going in that it would be a fulfilling experience. I also knew that an exercise like this would inevitably infuse life into the newly developed Platform for Human Potential Development and give us an opportunity to experiment and practice the many resources available for each of these dimensions. What I didn’t know was who would show up for these sessions, how we would fill the hour together, and what it would take to maintain the momentum of this initiative over an entire year.

Yesterday we arrived at the end of the series. Coincidentally, the final dimension that we covered was “Holistic View”. So naturally, it invited us to step back and look at the unfolding of this series from a broader perspective. It gave me the opportunity to ask the following questions:

  • What was this experiment really about?
  • How did it evolve over time?
  • What impact did it have?
  • Where does it go next?

Here are some of the insights I would like to share:

  1. From a HOUSE to a HOME. At the core, this journey represents a journey back HOME to who we really are. Each dimension opens a door to our true nature. When we take time to connect and sense into human qualities like gratitude, curiosity and passion, we quickly enter a rich space of sharing and insight that nurtures the soul, opens the heart and inspires shifts in how we show up for others. Although I have been working with this framework for many years, I realize there are always new layers to discover based on where we are on our journey and who we are sharing the conversation with. The more I work with the House, the more it feels like a Home.

Retrospective: Conversations that Matter

  1. The power of the space grows over time. During the last session one of the participants, who was joining for the first time, commented on the quality of the space and was wondering what made it so special. She appreciated how we were embodying the topic of the conversation rather than simply talking about it, or around it. I immediately knew that what we were experiencing was not a magic recipe that could easily be reapplied. Instead, it was an accumulated effect of the dedicated efforts we collectively put into this initiative over the past year. Like anything new, the first steps are awkward. We try to find our way and experiment with different approaches, until eventually a natural rhythm starts to settle in. It’s this disciplined commitment over time that allows each experience to build on the previous one and makes the power of a space grow over time.
  2. Success beyond numbers. Some things simply cannot be measured, yet we know the impact is real. For example, a mother’s love is not dependent on a certain outcome or result, nor does it expect anything in return.Yet in the context of “work” we are all too eager to seek external validation and judge the value of our effort based on social media engagement or the number of sign ups to a program. At times throughout the year I got caught up in this as well. I would wonder if having 2 or 3 people show up for the session was really worth the effort but this never lasted very long. The fulfillment, joy and creative inspiration I received was priceless. Every two weeks I had new material to write a LinkedIn post both as an introduction to the session and then another one to capture the essence of what we experienced together. Over the course of this journey I started to develop a deeper trust in the subtle, less visible ways our efforts ripple out and impact the people and environments around us.
  3. Every end is an invitation for a new beginning. Although this series has come to a close, I know there is a next step to take, one that will open up new potential and further expand the impact of this work (both visible and invisible). I will take the next couple of weeks to gather some more feedback and sense how this can be taken forward. Please reach out if you have ideas, suggestions or a desire to co-create.

Finally, I would like to express my deep gratitude for all the people who have joined and contributed to the conversations that matter over the past year. It’s these moments of deep sharing and connection that bring meaning and joy to my life.

Evidence-Based Strategies for Maximizing Human Potential

Choosing the path of Human Potential Realization can be daunting for many organizations. It requires a deep trust in the resourcefulness of people and belief that fulfillment at work is the key to the long term success of an organization. Here is evidence that maximizing Human Potential is indeed a worthwhile strategy to pursue.

The Profitability of Highly Engaged Teams is 21% Higher.

Statistic: According to Gallup, highly engaged teams demonstrate a remarkable 21% increase in profitability.

Profitability and employee engagement are directly correlated. It highlights that involvement is a real force behind physical behaviour, not just a purely ethereal mood. Concentration is vital to successful business strategies, and organisations that prioritise it profit greatly.

Teams with high levels of engagement see a large decline in absenteeism, a 41% drop in turnover, and a staggering 59% drop. These figures demonstrate how passionate, purposeful, present, and energetic individuals are at work daily. The bottom line benefits immediately when human potential is fully realised via engagement.

 

8% of HR Leaders Concur That Continuous Peer Input and Check-Ins Are Essential to Success.

Statistics: According to a recent study, 89% of HR directors understand the value of continuing peer feedback and check-ins for effective outcomes.

Regular and clear feedback that aligns with a company’s values and goals is crucial for promoting employee engagement and development. Research highlights the importance of clarity, regularity, and alignment in feedback, emphasizing that employee engagement should be a vital part of the entire business strategy, not just limited to the HR division.

When employees receive feedback about the company’s values and mission, they appreciate the significance of their jobs. This alignment enables them to contribute to the organization to the fullest extent, resulting in improved engagement and work satisfaction.

 

Employees Who Feel Heard Have a 4.6 Times Higher Likelihood of Feeling Encouraged To Do Their Best Job.

Statistics: Salesforce claims that when employees feel their opinions matter, they are 4.6 times more likely to feel empowered to do their best.

It is important to establish open communication with workers, give them more control, and provide praise or criticism. Workers nowadays want their opinions to be acknowledged and valued. This promotes inclusivity and equality in the workplace, ensuring that all viewpoints are heard and considered. By encouraging diverse perspectives, organizations can make better decisions and have a more engaged workforce, ultimately benefiting the company. Empowering employees, giving them a voice, and fostering engagement can unlock their potential within the organization.

 

96% of Workers Agree That Increasing Employee Retention via Empathy

Statistics: An important part of emotional intelligence is empathy. 96% of workers believe that kindness is essential for improving employee retention.

Research has shown that emotional intelligence (EI) is critical in keeping employees engaged and committed. The primary aspect of EI is empathy; when workers feel appreciated and heard, they perform better at work.

It is interesting to note that there is a disparity between what employees desire and what they perceive in their leaders. While 92% of CEOs believe their organizations are compassionate, only 50% of workers agree. This highlights the importance of empathy, starting at the top and trickling down throughout the company. Despite being referred to as “soft” skills, EI and compassion significantly impact retention rates and overall business success.

 

Employee Disengagement Costs American Businesses up to $550 Billion Annually.

Statistics: According to The Engagement Institute’s analysis, disengaged workers cost American businesses $550 billion annually.

Employee disengagement has a stunning financial impact on organisations. Most survey participants know why they could be more engaged: they seek inspiring missions, dependable connections, and well-designed work. For engagement to occur, effective communication is essential, including listening to employee needs.

Employees who are motivated to work give insightful information on what motivates them. Companies who pay attention to these findings and take action might release their workforce’s latent potential, eventually improving their bottom line.

 

Overworked Employees Make up 61% Of The Workforce.

Statistics: According to a poll on workplace stress conducted by CareerBuilder, 61% of workers report feeling burned out at work.

It’s no secret that workplace burnout is a serious problem that can harm employee wellness and engagement. Stress can affect mental and physical health, making it difficult for employees to focus on their work.

Taking proactive steps to combat burnout is important, such as offering stress management courses and resilience training. These programs can help employees feel more committed, efficient, and healthy, ultimately unlocking their full potential.

 

89% of Employees At Organisations That Promote Well-being Programmes are Likelier to Recommend Their Company as a Great Workplace.

Statistics: 89% of employees strongly approve of their employers’ well-being efforts and are more inclined to promote them as a wonderful workplace.

Senior leaders must be committed to well-being programs for companies to succeed. Integrating these initiatives into the company’s culture shows dedication to employees’ welfare, increasing participation and personal growth opportunities. Positive feedback from employees is common for supportive companies.

 

70% of Organisations Have Upgraded Physical Spaces to Foster Positive Behaviours.

Statistics: According to research by Willis Towers Watson, 70% of companies have changed their physical workplaces to promote healthier behaviors.

Improving overall health and motivation is critical to creating a positive physical environment. Nowadays, businesses acknowledge the significance of prioritizing wellness in all operations. To cultivate a culture of well-being, it’s essential to offer healthy food options, design comfortable workspaces, and upgrade lighting systems. By adopting this comprehensive approach, businesses can encourage employee engagement and well-being, enabling them to achieve their full potential.

 

The Wellness Program Provided By Their Employer has Impacted the Lifestyle Choices of 61% of The Employees.

Statistics: According to Aflac’s benefit trend review, 61% of employees improved their lifestyles through their employer’s wellness program.

Comprehensive wellness programs can influence employees’ lifestyle choices, increasing productivity, job satisfaction, and overall well-being. These programs can motivate employees to make healthier decisions, which can be especially important to millennials who prioritize wellness when selecting a job and recognizing the benefits of these programs on engagement and unlocking their full potential. In short, wellness initiatives can have a significant impact on the workplace and the human potential.

 

87% of Workers Anticipate Assistance From Their Company in Juggling Work & Personal Obligations.

Statistics: According to a Glassdoor poll, 87% of employees want their company to help them balance work and personal commitments.

Achieving wellness goes beyond physical health and balancing work and personal life. Employees require assistance managing their responsibilities beyond work, and businesses can support them by offering flexible work arrangements and promoting the use of vacation time. By fulfilling these requirements, companies can show their dedication to their employees’ well-being and engagement, leading to maximum potential.

 

Conclusion: To Fully Unlock Human Potential, It’s Important To Prioritize Both Engagement and Well-being.

In today’s competitive business world, companies must prioritize their employees’ engagement and well-being as a strategic imperative. Forward-thinking CEOs understand that achieving this goal requires the same level of commitment and creativity as their core products or services. By focusing on employee engagement and wellness, companies can care for and protect their most valuable asset: their human capital.

Companies that prioritize engagement promote well-being, and actively listen to their employees are always ahead of the curve. These companies give their employees the freedom to reach their full potential, which leads to enhanced creativity, productivity, and long-term success.

 

FAQ

 

How can I measure employee engagement in my organization?

Measuring employee engagement can be done through surveys, feedback sessions, and assessing key performance indicators like absenteeism and turnover rates. Utilize tools and metrics to gauge the emotional commitment of your workforce.

 

What role does leadership play in fostering employee engagement and wellness?

Leadership plays a pivotal role in creating a culture of engagement and wellness. Leaders should lead by example, actively listen to employees, and support initiatives promoting work-life balance and well-being.

 

What are some practical steps to improve employee wellness in the workplace?

Practical steps include offering wellness programs, providing a flexible work environment, promoting regular feedback, and creating a supportive, inclusive culture. Empower employees to make healthier lifestyle choices by offering resources and support.