While writing CONTAGIOUS YOU* last year, I spent time digging deep into data, science, research, and case studies. I wanted to help bridge the gap people often come to the edge of when tying the IEP leadership work (often seen as the "soft stuff") to tangible business costs and outcomes.
Of course everyone knows that being more present, healthier, clearer, kinder, and trustworthy is a nice to have, but does it really net a financial impact? Is it really good business? After all, people say it is, but I've found that when it comes to learning how to do it — which requires leaning into the "soft stuff" — people often disappear into some version of, "We don't have budget, we don't have time, we've got work to do" or my favorite "Isn't that a little woo woo?"
After having done this work for more than twenty years with a spectrum of organizations, business leaders, humans, and industries, I knew the answer to "Does it really net a financial impact and is it good business and is it worth tending to?" was a HUMONGOUS “YES.”
(So do you, if even only intuitively right now.)
And turning myself into a researcher validated my beliefs.