CWHP-P Reflection: Unit WHPP06

This module reinforced the power of using the data – measuring success and creating a dashboard to measure wellness. We know that “what gets measured gets done,” so if wellness is really a priority at my organization, its time we have the metrics and monitoring to show that it’s important and we are working on it. I also realized how easy it is to make a business case for the things we want when we have the data to show it. I.e. we want the gyms to be free for employees. They are currently $6/pay ($3/week). Its not much money, so we feel like why we can’t just offer them for free as a perk and resilience tool for staff. In fact, my boss asked our senior strategy team this year and we were turned down. Now that I pulled the numbers for musculoskeletal diagnoses (MSDs) – we are able…

What stood out for me was the notion of leading and lagging indicators. I think it’s important to understand the distinction between the two in both how they are evaluated and how the results are presented to leadership and the organization.

I’d like to dig into this a bit more to deepen my understanding.

It's crazy to see how much I have learned and how it all broadened my prospective so much!

While the strategies outlined in this unit provide a solid foundation for fostering a learning culture conducive to emergent strategy, it's essential to approach them critically, adapt them to the specific context of our organization, and continuously evaluate their effectiveness in driving innovation and strategic agility.

So many different pieces and possibilities to move forward with!