Getting Started With Leanmote

Index

  • Navigating Leanmote as a User.
    • Dashboard
    • My Wellbeing
    • Gratitude
    • Quokka Points
    • Recognition
    • Marketplace
    • One on One
  • Navigating Leanmote as a Manager.
    • Dashboard
    • Team Wellbeing
    • Team Overview
    • One on One
    • Approving Gifts in Marketplace
  • Navigating Leanmote as an Admin.
    • Dashboard
    • Company Wellbeing
    • Gift Approval and Budgeting
    • Subscription and Billing
    • Managing Integrations
    • Managing User Profiles

Navigating Leanmote as a User.

Dashboard

At the top of My Dashboard, users will find a series of short surveys, intended to measure and track their wellbeing and sense of connectedness towards the company and their position within it. From My Dashboard, employees can:

  • Take fortnightly quizzes and daily mood assessments
  • Complete interactive well-being at work and stress cards, to help them get a sense of how they felt after finishing a task or at the end of the week

At the same time, Leanmote´s home page provides each employee with a quick overview of their wellbeing trends and evolution over specified periods of time, and a quick form to send gratitude messages to other employees.

Why do we collect these metrics?

On Leanmote, we focus on employees’ wellbeing through a triad of interrelated measures:

Energy—employees are the ones who make things happen at organizations, but they cannot be productive and content if they feel worn out.

Focus—focus and concentration make for more efficient work management, both in terms of time and quality.

Stress—stress is a psychological state triggered when we experience events or situations that are important to us, but where outcomes are uncertain.

Now, not all stress is bad. And in this sense, it can be categorized in: negative stress (which triggers unhealthy emotions and responses —such as anxiety, fear, or worry), and positive stress, or eustress, which is basically a positive cognitive response to the same stressors, and which can lead to feelings of motivation or other good responses.

Stress is one of the major metrics for wellbeing —given that prolonged periods of negative stress can lead to burnout— and, by measuring it, we can detect trends that alert us about any actions that would be necessary to prevent one of these situations in employees.

If you want to know more about how we measure employee experiences at work, you can read our article about Measuring Experiences of Work.

My Wellbeing

Right below the “Dashboard” tab, you will find the “My Wellbeing” tab, under which users can access a more detailed and thorough assessment of their overall wellbeing trends.

Here, you can analyse statistics about several data points, like Performance Zones, Wellness Evolution, Mood Progress, Pressures and Boosts. 

Mood progress statistics are particularly important for improving employee wellbeing, forecasting situation burnouts and preventing them by suggesting an appropriate course of action (such as giving the employee a day off), as you can see in our article about our Circumplex Model of Mood.

Here’s what a high-stress-level notice looks like on Leanmote:

Gratitude 

Send messages to coworkers whenever you feel grateful about something, and see what other people have complimented you about (you can even share those comments on LinkedIn, if you feel like it!).

Recognition

Here, both employees and employers can share and recognize one another’s contributions and hard work.

Quokka Points

Each time an employee shares their gratitude for a colleague’s work, recognizes someone at the organization, or fills mood assessments and work/stress cards, they add Quokka Points to their digital wallet, which can then be exchanged for gifts and treats in Leanmote’s Marketplace.

Marketplace

Under Leanmote’s “Marketplace” tab, you will find a variety of options in recognition boxes, items and vouchers, through which employers and employees can show their appreciation.

One on One

Under the “One on One” tab, you can check the “My Performance” section and do the following:

Navigating Leanmote as a manager.

Dashboard

Managers can also use their homepages to take fortnightly quizzes and daily mood assessments, and complete interactive wellbeing at work and stress cards.

However, they will also have access to charts and statistics of the overall wellbeing of their entire Team.

Team Wellbeing

Likewise, aside from the “My Wellbeing” tab, they will find a “Team Wellbeing” tab for a more detailed and thorough assessment of their Team’s overall wellbeing trends, as well as charts of each of the employees they are in charge of.

Team Overview

A clear organizational chart is also provided under “Team Overview.”

One on One

Under the “One on One” tab, Managers can:

Approving Gifts in Marketplace

Like every other user, Managers can recognize colleagues and employees for their hard work and dedication through gifts that they can find under the “Marketplace” tab. But, additionally, they also have the option to approve gifts that employees in their Team send to one another.

Navigating Leanmote as an administrator.

Dashboard

Like other users, employees and employers with an Admin account can use their homepages to take fortnightly quizzes and daily mood assessments, and complete interactive wellbeing at work and stress cards.

But, at the same time, they will also have access to charts and statistics of the overall wellbeing of the entire Company.

Company Wellbeing

Admins can also find a “Company Wellbeing” tab for a more detailed and thorough assessment of the Company’s overall wellbeing trends, as well as charts with evidence-based statistics of each of the Company’s Teams.

Gift Approval and Budgeting

Like Managers, Admins can also approve employee gifts through Leanmote’s Marketplace.

Admins can also set up a monthly gift budget, to ensure the Company’s finances are well-organized and taken care of.

Subscription and Billing

In their profile’s Settings, Admins can also manage their Company’s Leanmote subscription, invoicing, and payment methods.

For more details about Leanmote’s Pricing plans, and their specific features, check out the Pricing section at our website.

Managing Integrations

Leanmote’s platform offers integration with a number of project management and communication platforms such as Slack, Microsoft Teams, and Jira, with an expansion into Trello well under way.

Through their account, Admins can manage these integrations, so that employees can enjoy all the benefits of the platform, without the hassle.

Managing User Profiles

Finally, under the Employees tab, Admins can manage employees’ profiles and invite new users to join the rest of the Company on Leanmote.

Measuring Experiences of Work

What is a “good” job?

Work plays a huge role in our lives. Yes, it provides us with money, but work should also meet other needs! A good job provides a sense of purpose, of being useful, of helping to achieve something worthwhile. Good jobs challenge us so that we keep learning and growing. And to help us meet those challenges without becoming overwhelmed, a good job should provide appropriate resources.

Of course, the world of work is more complex than just “good” jobs and “bad” jobs. In many jobs, different projects or tasks might be experienced very differently from one another. This can make it trickier to identify and improve aspects of work that may be undermining what might otherwise be generally positive work experiences.

Leanmote measures some key indicators of how people experience their work, and does so in a way that can be linked to specific projects or tasks. Our feedback can therefore help pinpoint which aspects of work are doing well, and which ones could use some attention. Our focal areas are motivation, capability, resources, and overload.

Motivation

What do we measure?

Motivation describes the phenomena behind what we prefer to spend our time doing, how much effort we put into doing it, and how much we persist in the face of obstacles1.

For most work roles, performance quality is more important than quantity. This means that an employee’s desire to excel is an important indicator of motivation to perform. Such desire is uncommon for tasks that seem pointless or arbitrary. People care more about the results of work that seems to support a worthwhile goal. This is why another critical indicator of motivation is an employee’s sense of meaningfulness in their work2.

Although they are complementary, something common to these aspects of motivation is that they are more about an employee’s internal drives (e.g., needs, priorities, goals), also known as autonomous motivations, than they are about external factors (e.g., bonuses).

Why measure this?

The forms of motivation that we measure are highly relevant for work performance. All else being equal, a person who is more motivated will usually outperform someone who lacks motivation1,2. People tend to feel their most motivated about things that connect to their internal drives (e.g., needs, priorities, and goals)3. These internalised forms of motivation appear to be particularly important for performing well at complex tasks4.

However, these internalised motivations are also important for employee wellbeing. Employees who experience more internalised motivation tend to report more satisfaction, more engagement, and better wellbeing than those lacking such motivation4. By providing conditions that fuel such motivations, employers are more likely to create environments in which employee wellbeing flourishes.

By tracking motivation, people can develop insight into the types of tasks that connect best with internal drives. Managers can learn how to better match assignments to team members on the basis of motivations, and to provide feedback that supports motivational needs. Clients of LeanMote have access to guides for using feedback to address unfavourable results.

Capability

What do we measure?

Your people are likely in their current roles because they have valuable skills. But to make the most of your people, and to help them get the most out of their opportunities, you need to think about how their skills are utilised and developed.

We feel more capable, and our work seems more meaningful when we have more opportunities to use those skills we invested time and effort developing to a high level2. Similarly, when our work makes use of our personal strengths and qualities that we like about ourselves, we tend to feel more confident and optimistic5. By contrast, when we’re performing simple tasks that anyone could perform, we feel less useful and less unique. And people can feel threatened when performing tasks that accentuate their weaker areas.

But if we rest on our laurels, doing the same things again and again, then we eventually lose enthusiasm, even if our tasks are a great match to our skills. This is why it’s also important to develop and challenge people. When handled correctly, opportunities to learn and achieve more are experienced as positive challenges that facilitate engagement, problem-solving, and healthier responses to stress6.

Why measure capability?

It’s good practice to put your employees’ strengths to good use. Several theories of work psychology emphasise the importance of achieving a good fit between task requirements and employee character strengths5 or capabilities7. Studies show that employees tend to have more positive attitudes when they have more opportunities to apply more of their strengths, utilise more of their skills, or develop their skills5,6,8. Put simply, employees are happier and more motivated when they get to do more of whatever they are good at, or when they can further extend their capabilities!

By tracking capability over time, it will be easier to identify where capabilities are well matched to tasks, and to plan development opportunities that support ongoing fit. Managers can learn how to better match assignments to team members on the basis of capability, and may be able to allocate resources to support those for whom the match is less suitable. When handled well, stretch goals, complex tasks, unfamiliar situations, and higher levels of responsibility, in addition to more conventional learning opportunities, can all work to enhance capability, ultimately contributing to a sense of growth and mastery. Clients of LeanMote have access to more detailed guides for matching challenges to employees.

Resources

What do we measure?

No-one is an island. Good work requires motivation and capability, but it’s hard to excel when you lack the necessary resources. In this context, the term “resources” applies to a wide variety of things that people can use to improve their performance and to better handle the day-to-day demands of work. Resources can be such things as reliable technology, efficient processes, accurate information, clear goals, and more9.

The two complementary resources we focus on are autonomy and co-worker support. When people have autonomy, the freedom to decide how they can best achieve goals, they can better manage their other resources and they feel more ownership of any achievements they produce9. When people can rely on their leader and peers for assistance, advice, and emotional support, they can draw on more knowledge and experience and they are less likely to become overwhelmed9.

Why measure resources?

Higher levels of work resources, particularly autonomy and co-worker support, are consistently associated with higher levels of job satisfaction and employee engagement9. People with better work resources also tend to report lower stress and burnout9.

In some jobs, resources will vary from task to task. In some contexts, people may come to expect poor resources and may not think to ask for them. By tracking resources, managers can identify resource needs and offer to provide them without waiting until work falls behind schedule. Clients of LeanMote have access to more detailed guides for using feedback to address resource limitations.

Overload

What do we measure?

Overload occurs where someone finds themself expected to do more than can be accomplished in the available time frame. This can be a consequence of poor time management, but overload can arise for many other reasons, including but not limited to misjudgements of task complexity, impacts from unforeseen events, or a simple lack of personnel.

Overload can also be triggered or exacerbated by hindrances, things that interfere with efficient achievement of our work goals. Some examples include upstream process delays, flawed systems, bureaucratic hurdles, ambiguous requirements, conflicting priorities, and tensions between staff members.

Why measure overload?

Work overload is one of the best predictors of employee stress and burnout9,10. Hindrances, such as ambiguity and conflicting priorities, also consistently predict stress and burnout10,11. Hindrances can also harm work performance at least as much as overload (if not more12). So it’s in an organisation’s best interest to avoid these!

However, it’s often difficult to identify overload. For employees, admitting to being overloaded can be confronting in an environment where everyone seems to be managing heavy loads; it can feel like admitting that you lack capability. Yet employees can become overloaded despite being highly capable and motivated. For a manager, it can be hard to anticipate just how much a given task will impact an individual’s workload, particularly when employees are working across multiple tasks and projects.

By tracking experiences of overload, employees can develop insight into the types of tasks that they are most likely to find overwhelming. Managers can use this information to better allocate resources, since high levels of resources help to prevent overload or mitigate its effects8. Here in particular, early responses to increasing overload are likely to make a big difference. However, as even a well-resourced employee can become overloaded, clients of LeanMote have access to more detailed guides for using feedback to address unfavourable results.

References

  1. Vinacke, E. (1962). Motivation as a complex problem. Nebraska Symposium on Motivation, 10, 1-45.
  2. Hackman, J. R., & Oldman, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250–279.
  3. Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior. New York, NY: Plenum.
  4. Gagné, M., & Deci, E. L. (2005), Self-determination theory and work motivation. Journal of Organizational Behavior, 26, 331–362.
  5. Peterson, C. & Seligman, M. E. P. (2004). Character Strengths and Virtues: A Handbook and Classification. Washington, DC: APA Press.
  6. Searle, B. J., & Tuckey, M. R. (2017). Differentiating challenge, hindrance, and threat in the stress process. In M. P. Leiter & C. L. Cooper (Eds) Routledge Companion to Wellbeing at Work (pp. 25-36). New York, NY: Routledge.
  7. Dawis, R. V., & Lofquist, L. H. (1984). A Psychological Theory of Work Adjustment: An Individual-Differences Model and its Applications. University of Minnesota Press.
  8. Morrison, D., Cordery, J., Girardi, A., & Payne, R. (2005). Job design, opportunities for skill utilization, and intrinsic job satisfaction. European Journal of Work and Organizational Psychology, 14(1), 59-79.
  9. Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273-285.
  10. Lee, R. T., & Ashforth, B. E. (1996). A meta-analytic examination of the correlates of the three dimensions of job burnout. Journal of Applied Psychology, 81(2), 123-133.
  11. Crawford, E. R., LePine, J. A., & Rich, B. L. (2010). Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), 834-848.
  12. Gilboa, S., Shirom, A., Fried, Y., & Cooper, C. (2008). A meta‐analysis of work demand stressors and job performance: examining main and moderating effects. Personnel Psychology, 61(2), 227-271.

How to give constructive 360 feedback

Feedback can be a powerful tool to drive engagement and performance in the workplace. It gives employees a sense of engagement in their job, it helps clarify objectives and expectations, and it also helps Managers be better, more empathic leaders.

However, it can also be very easy for feedback to have detrimental effects on your organization if conducted inappropriately. To avoid this, we’ve built a guide to help businesses drive more effective feedback conversations.

How to Conduct Successful Feedback Conversations

Atmosphere is everything

Remember this is an opportunity to foster relationships with your peers and how comfortable they feel in your presence will have a direct impact on how effective the meeting will be.

To create an environment in which people can feel secure, try kicking off the conversation with an ice-breaker. This could be a question unrelated to work, like “How was your weekend?” or something that helps build up the employee’s confidence, like “Tell me about something you’ve done this past week which you felt proud about.” Don’t forget this should be a two-way conversation, so letting the employee be the first to start talking is a good way of acknowledging that.

Don’t dig too deep

Something crucial to bear in mind before starting a feedback meeting is that not everything is in scope when choosing points of discussion. A popular way of viewing this is thinking of human beings as having different layers, that go deeper and deeper the closer they get to our core values and beliefs. Broadly speaking, we could distinguish three main thresholds in this regard:

The first, or the outer layer, corresponds to the Behaviour threshold. This is where the conversation should take place, for the most part. In essence, it’s about distinct, observable behaviours or actions the employee engages in in specific situations, and that can be expressed plainly and factually. For example, “I’ve noticed you’ve been coming late to work these past few days.”

The second layer belongs to the Attitude threshold. This can be categorized as a repeated pattern of behaviour that could be interpreted as manifestations of a deeper problem, or maybe a perceived emotion. For instance, you might have noticed that an employee seems to have become less enthusiastic over time – in this case, the best option would be to merely point out the finding as a way to encourage some self-reflection on their part. But you shouldn’t push it in any way.

In the centre, we have the belief and value system of a person in itself – this is the way they perceive reality, based on their individual life experiences and the values they’ve fostered since childhood. This is an area that must be kept out of the conversation entirely, since any delving into it could be construed as a direct confrontation towards what and who they are. For example, you must not tell someone that “You don’t seem to understand how to work as part of a team,” as this could bring forth some unwanted reactions.

Bottom line is, when it comes to this kind of conversation, it’s essential to keep the discussion at the surface level as much as possible, in order to avoid a clash that could make that person impervious to further feedback, or worse.

A Feedback Guide For Managers

It’s often said that a good Manager is one of the most appreciated perks an employee can be offered, and many times it can even be the difference between leaving a position or staying, so you want to make sure you can provide good leadership in this respect. One of the best ways of doing this is through One-on-One meetings and feedback giving.

However you approach these conversations, don´t forget that, as a Manager, your position can be intimidating to some employees. This can be managed by being kind and professional – do not try to act overly friendly and don’t go the other extreme and be too harsh or negative in your comments. This applies to both words and body language.

Structuring feedback conversations as a Manager

A quick and easy formula for structuring feedback meetings is the Situation > Behaviour > Impact model, developed by the Centre for Creative Leadership.

First, provide a description of a situation you want to talk about.

Then, mention the behaviour that you observed the employee partake in, and that you want to bring into the conversation.

Finally, layout your personal interpretation of the event and explain the impact it had on you.

Feedback title: Good job at the meeting today, Mia.

Feedback content: I just wanted to clarify something that I thought about when you interrupted me in my presentation. I liked the determination, and you made a very good point (which was appreciated), but maybe next time wait until whoever’s talking makes a pause, so that they don’t lose their train of thought and the meeting can go on smoothly afterwards. Keep up the good work! Set as Private.

Take a look at the following example, following the model described previously, as displayed in Leanmote’s platform:

Image name: Send Feedback

Image alt text: 

Feedback title: Good job at the meeting today, Mia. 

Feedback content: I just wanted to clarify something that I thought about when you interrupted me in my presentation. I liked the determination, and you made a very good point (which was appreciated), but maybe next time wait until whoever’s talking makes a pause, so that they don’t lose their train of thought and the meeting can go on smoothly afterwards. Keep up the good work! Set as Private.

Note that, in the previous example, the feedback was given in private, which means only the employee receiving the feedback will be able to see it, rather than everyone on the Team. This is helpful when addressing a behaviour that needs to be corrected.

Keeping a record of employees performance and well-being

Another important thing that is mostly overlooked in many organizations is that employee reviews are above all an opportunity to make notes and keep track of their performance and well-being over time. Doing this provides valuable insights that could lead to providing better feedback in the future, as well as foreseeing and preventing possible burnout scenarios.

Leanmote’s platform helps organizations track these important metrics in an easy and direct manner.

A section of the platform showcasing an employee’s profile, connectivity trends, biography and other tracking stats for Managers and Leaders.

Image name: Employee Performance Record

Image alt text: A section of the platform showcasing an employee’s profile, connectivity trends, biography and other tracking stats for Managers and Leaders.

A Team’s record of performance and well-being could look like this:

A section of the platform showcasing a Team’s profiles and main tracking stats for Managers and Leaders.

Image name: Team Performance Record

Image alt text: A section of the platform showcasing a Team’s profiles and main tracking stats for Managers and Leaders.

Requesting employee feedback

Peer feedback is an essential part of this process, but expecting employees to provide feedback to co-workers of their own accord might be a bit implausible. That’s why Leanmote’s platform offers Managers the possibility of requesting members of their Team to leave a feedback message on the profile of their colleagues. 

How? Easy: just go to the One on One tab and click on a Team member’s profile. Then, under Feedback, click on Ask, and populate the respective fields, as shown in the following screenshot.

A section of the platform showing how you can request feedback from one employee to another.

Image name: Peer Feedback Request

Image alt text: A section of the platform showing how you can request feedback from one employee to another.

You can also track the state and progress of the feedback request under the Feedback requests tab:

Image alt text: A section of the platform in which Managers can track the progress of peer feedback requests.

Image name: Feedback Requests

Image alt text: A section of the platform in which Managers can track the progress of peer feedback requests.

A Guide To Peer Feedback

Remember that no matter how experienced a managerial team might be, they’re not going to have as complete a grasp of an employee’s work and personality as their co-workers – this is where peer reviews come in. The only problem is they usually lack a clear, actionable structure for the feedback to be useful.

How employees can provide better feedback to co-workers

If you’re looking to provide feedback to a fellow worker, it’s important to be precise, organized, and helpful in your comments. And, at the same time, try not to be overly critical, discouraging or harsh. 

Above all, note that feedback must be actionable (that is, the person receiving the comment must be able to act upon it), and always strive to point out the positive of the situation.

Image name: Peer Feedback

Image alt text: Feedback title: Loved working with you on last week’s assignment! Feedback content: I really liked your enthusiasm and determination, they truly helped this project go along smoothly, specially whenever we hit a roadblock. Just remember some people need a break every now and then (I might be one of those!) and that it’s ok to :). Set as Anonymous.

Remember that, with Leanmote’s platform, you can make your feedback anonymous, in case you ever feel a bit self-conscious about publishing it with your name attached!

A continual conversation

Like we mentioned before, good feedback is all about continuous two-way conversations, and that’s why we’ve structured our feedback comment section in a way similar to that of a mobile chat, so that you can interact more freely and in a more welcoming manner.

Start promoting quality feedback between your team today


Learn more about how you can foster better relationships between co-workers and promote engagement and well-being in your organization with Leanmote. Sign up today for a free trial!

Everything you need to know about how mood improves performance and wellbeing.

Learn about the circumplex model that we apply at Leanmote and why we use it.

Why does mood matter?

Moods are a “conscious state of mind or predominant emotion”. While emotions may last as little as a few seconds, moods represent the form of emotional experience that can last for several hours, for good or ill. Closely related to an individual’s wellbeing, moods can impact the ways people think and feel, how they interpret their environment, and ultimately how they act. As a form of emotional wellbeing, moods have the potential to take a toll on a person’s psychological and even physical health if they are not dealt with adequately.

Studies have also shown that mood states are relevant to the workplace. For example, when people feel exhausted, they often make riskier decisions (due to a tendency to minimise information processing, ‘cutting corners’ to preserve their cognitive resources). On the flip side, when people feel energised, they are more likely to help other people. When people feel angry or frustrated, they are more likely to engage in conflict or even aggression. When people are anxious they tend to be very risk-averse. Yet employees who feel enthusiastic tend to show greater initiative-taking and more proactivity (e.g. suggesting process improvements or trying to prevent problems). Moods, therefore, have the potential to influence a wide range of performance-relevant behaviours.
Moods are also contagious. Someone who is enthusiastic can infuse others in their team with their eagerness and engagement in a project. Yet someone who is cynical or anxious could have the same effect. This means that a single person’s mood has the potential to influence not only their own productivity but also the productivity of people around them.

So it seems that moods can have a big impact on a workplace, which is why Leanmote provides tools that quickly assess moods and track them over time. 

Circumplex Model of Mood

Given the variety of moods and the complexity of their effects, measurement of mood has the potential to be complicated, but it need not be. Circumplex models of mood provide a framework to understand most aspects of emotional experience in terms of two fundamental mood dimensions: Tempo and Positivity. 

Many people think about moods in terms of a simple dimension going from bad to good. Some moods feel very good (e.g., delight, joy), while others feel very bad (e.g., anger, disappointment). This aspect of emotional experience is represented by a position along our horizontal dimension, Positivity. Better moods lie towards the positive end, while worse moods lie towards the negative end.

Many moods lie between the extremes of bad and good. And even looking at one end of the Positivity scale, two positive moods can be quite different in how they influence thoughts and behaviours. For example, most would agree that enthusiasm is a very different emotional experience to contentment. From this, it should be clear that a single dimension is not enough for understanding moods. 

Our vertical dimension, Tempo, can be understood as the extent to which a person feels energized, ‘switched-on`, and ‘amped up’. Moods high in these activated emotional states are associated with higher levels of adrenaline. Someone scoring high in Tempo may be productively energetic, excited, or enthusiastic. Yet we should remember that moods such as anxiety and anger are also high in Tempo. Similarly, someone low in Tempo may feel detached, depressed, or drained, and yet contentment and tranquillity are also low in Tempo. 

In short, to understand and be able to make useful predictions from mood (in terms of health and productivity), it is important to combine these two dimensions. We use a model that represents, in two-dimensional space, a wide variety of different emotional experiences. For example, the mood of excitement includes the features of high positivity as well as high tempo, whereas depression can be characterised as being low in both positivity and tempo.

The ability for people to track their moods across the two dimensions allows insight into patterns of emotional wellbeing. With this understanding, more power is given to the individual to monitor and influence their own mood.

Mood Zones

By measuring mood within a circumplex model, Leanmote can categorise the great variety of discrete emotional experiences into four quadrants or zones, each capturing a set of similar moods that have been seen to have a similar set of causes and consequences. 

High Tempo, Low Positivity: The Distress Zone

  • This zone is characterised by moods in which tempo is high but positivity is low, such as fear, anxiety, anger, and frustration. 
  • These moods can be triggered by high work pressures, by a lack of time or other resources, by suboptimal team experiences, or by other problems.
  • Employees in this zone tend to be highly alert (especially to risks) and can be highly productive for short periods, but they are more likely to make mistakes, they usually feel stressed, and the longer they spend in this zone the higher is their risk of burnout.

High Tempo, High Positivity: The Peak Performance Zone

  • This zone is characterised by moods in which tempo and positivity are both high, such as excitement, enthusiasm, eagerness, and enjoyment. 
  • These moods can be triggered by the presence of good teamwork and other effective work resources, and/or by opportunities to learn and engage in tasks that are interesting and which make employees feel valuable.
  • Employees in this zone tend to be highly engaged with their work and absorbed in their tasks, and so they can display high levels of productivity and innovation. Nevertheless, prolonged periods in this zone can also be draining unless good self-care practices are utilised.

Low Tempo, Low Positivity: The Detachment Zone

  • This zone is characterised by moods in which tempo and positivity are both low, such as exhaustion, depression, disappointment, and discouragement. 
  • These moods can be triggered by a lack of effective work resources, by a lack of recognition for effortful contributions, by problematic team climates, or simply as a result of having been placed under too much pressure for too long.
  • Employees in this zone tend to withdraw from their co-workers, their clients, or even their responsibilities; they may be dealing with early stages of burnout and if they remain in this zone for long their burnout may worsen.

Tranquillity Zone

  • This zone is characterised by moods in which tempo is low, but positivity is high, such as satisfaction, contentment, and calmness. 
  • These moods can be triggered by the presence of effective work resources combined with sustainable workloads, along with a lack of apparent risks or problems in the near future.

Employees in this zone tend to be more tolerant of obstacles, more likely to cooperate, and more willing to try new things.

How does mood-tracking help me?

People who regularly identify and track their moods become more aware of those moods. High mood awareness is an important aspect of emotional intelligence. For example, and studies have shown several benefits associated with mood awareness:

  • People who are more aware of their moods are better at recognising factors that impact their moods (causes and triggers), and also better at understanding the consequences of moods on their behaviours.
  • People who are more aware of their own moods have greater opportunity and capacity to manage their moods, rather than letting their moods determine their experiences. For example, people with more mood awareness are less likely to take their frustrations out on others.
  • People who are more aware of their moods can learn to utilise their moods to their benefit. For example, they may be able to maximise their efficiency by focusing on tasks that are enhanced by their current mood.

Ultimately, tracking your mood provides an opportunity for improved awareness of one’s emotional experiences, and further reflection can bring about meaningful insights into how to manage one’s situation to suit one’s mood, or how to manage one’s mood to suit one’s situation. Leanmote provides tools to support this insight into personal wellbeing and capability.

Mood and management

As managers develop an understanding of their overall team’s wellbeing and mood, they too are able to reach a level of emotional intelligence and awareness that aids their wellbeing and productivity. They can become more aware of how their own moods might be influencing their teams, which may not always have been ideal, and they can reflect on ways they can manage their moods more effectively. 

But Leanmote’s tools also allow managers insights into the moods of their team members. In an increasingly virtual world of work, insights into team members moods and wellbeing can be difficult to obtain. Having the opportunity to observe team members moods helps managers to recognise when employees require assistance. Our tools can help managers work with employees to formulate solutions that support wellness and facilitate productivity. The process contributes not only to team support but also to ongoing leadership development.   

Bibliography

Avramova, Y. , Stapel, D. , Lerouge, D. & (2010). Mood and Context-Dependence. Journal of Personality and Social Psychology, 99 (2), 203-214. doi: 10.1037/a0020216.

Hockey, G. R. J., John Maule, A., Clough, P. J., & Bdzola, L. “Effects of Negative Mood States on Risk in Everyday Decision Making.” Cognition and Emotion, vol. 14, (2000) pp. 823–55, 

Merriam-Webster. (n.d.). Mood. In Merriam-Webster.com dictionary. Retrieved September 12, 2021, from https://www.merriam-webster.com/dictionary/mood

Peter Warr , Uta K. Bindl , Sharon K. Parker & Ilke Inceoglu (2014) Four-quadrant investigation of job-related affects and behaviours, European Journal of Work and Organizational Psychology, 23:3, 342-363, DOI: 10.1080/1359432X.2012.744449

Rivera-Pelayo, V., Fessl, A., Müller, L., & Pammer, V., Introducing Mood Self-Tracking at Work: Empirical Insights from Call Centers., 24(1), 1–28. edn ([n.p.]: ACM Transactions on Computer-Human Interaction, 2017).

Stewart-Brown, S. (1998). Emotional wellbeing and its relation to health. BMJ, 317(7173), 1608–1609. https://doi.org/10.1136/bmj.317.7173.1608

Leanmote for Microsoft Teams

This app consists of a Bot that is added to a Team by an account administrator on a certain channel (might be General) so it can get the channel conversation reference information to create a conversation in order to continue later. Conversation references are persisted in a non-relational database in response to the [membersAdded] event checking that the added member is the bot itself and they are kept up to date when a [conversationUpdate] event comes with either a reference modification or the bot removal.

When the bot is added to a new channel it sends a greeting and a self-presentation:

Every day at 00:00 GMT mood assessments is sent to every channel that has an existing conversation reference using the [continueConversation] method.

Team members receive 1 message with an Adaptive Card with mood options. 

When a mood is selected a Task Module is created asking for additional information about the current mood (all fields are optional and I hope you are feeling Enthusiastic with this document):

When the form is submitted a request is sent to the Leanmote platform to post the mood assessment for a user that has the exact same email as the team member that is performing the action. In case everything goes well it shows a confirmation message:

Important note: Mood Assessments can only be sent one time per day.

If there is an error with the form submission (API connection error, non-existing user with the same email address) the user receives the following message:

How Leanmote can help you tick the box on United Nations’ Goal 3

An employee-first platform powered by a human-centred design 

At Leanmote, we believe all efforts towards increasing well-being at work should start at the employee level: a team won’t be at its best until all its members are. After all, employees who are self-aware can leverage their strengths, work on their weaknesses, and better define their career path. That’s why our platform is designed on an employee-first basis. We focus on preserving mental health, preventing stress peaks, and enhancing performance at a company-wide level—but we do so in a way that is useful for employees, managers, and HR teams alike. 

Well-being is at the heart of what we do. The fact that the United Nations has devoted one of its Sustainable Development Goals to this cause reinforces the importance of securing employee’s mental health. At the same time, it proves that there’s still a lot that companies can do in terms of increasing well-being at work.

In this article, we analyse the United Nations’ Sustainable Development Goal 3, its importance, and how our platform can help companies work towards this objective.

What is the United Nations’ Sustainable Development Goal 3?

The Sustainable Development Goals (SDGs), also known as Global Goals, are a series of 17 goals established by the United Nations in 2015. These goals represent “a blueprint to achieve a better and more sustainable future for all”, and are intended to be met by the year 2030. 

The third Global Goal, regarding “Good Health and Well-being”, aims to “ensure healthy lives and promote well-being for all at all ages. This SDG has 13 targets and 28 indicators to track the progress towards achieving the main goal. Some of these targets include providing universal health coverage, strengthening the prevention and treatment of substance abuse, and ensuring universal access to reproductive healthcare services. 

Why are the United Nations’ Sustainable Development Goals (SDG) important for your business?

Many companies are aligning their OKRs with the Sustainable Development Goals so as to make their business goals match their peoples’ development goals. SDGs constitute a universal “golden standard” for building the company of the future; a role model known by a variety of stakeholders at a global level that helps identify and prevent risks. 

At the same time, these goals are the perfect starting point for building innovative solutions. This is especially relevant in the current scenario, where the pandemic has led many businesses to reinvent themselves and find new ways to grow on a remote, in-person, or hybrid work basis.

SDGs answer employees’ everyday pain points and challenges, and many workers identify with the values these goals promote. A company that is aligned with SDGs is a company that embodies the right values, and a company people will want to be a part of. 

How is Leanmote related to SDG 3?

At Leanmote, we focus on encouraging honest conversations, generating ongoing feedback, tracking stress levels, and detecting burnout symptoms early on. All these efforts combine to nurture your team’s well-being. SDG 3 states that “promoting well-being is important to building prosperous societies”. We believe starting by changing how we work and how we interact with our co-workers is key.

Our platform is designed to provide the necessary tools for companies to track, monitor, and understand well-being both at the employee and at the team level—as well as how to leverage this data to make meaningful decisions that boost employee performance. 

We provide a unique integration between science and technology with a human-centred design. Don’t just take our word for it: we have an in-house team of experts in organisational psychology and well-being with 100+ years of combined experience who support us with our market research efforts and the implementation of evidence-based tools. 

How our platform helps you track and monitor employee well-being

#1 Mood & well-being assessment

Our mood assessment feature works for all the different roles within a company: employees get to self-monitor their well-being evolution over time, managers see whether their assessment of employees’ mood is accurate, and HR leaders can analyze whether there are any mismatches between the data reported by employees and managers. 

#2 Stress monitoring

Our stress monitoring tool can detect whether your team is working at its peak performance or not, which allows managers to take the necessary actions to prevent employee burnout. 

#3 Team 1:1s

Our one-on-one meetings help employees connect with their managers and co-workers. Our platform allows you to set discussion topics as well as short and long-term goals in advance to keep syncs organized. 

#4 Goal tracking

Employees need to be recognized for their hard work, so it’s key to keep a record of their achievements. Our goal tracking feature allows employees to add goals to each one-on-one meeting. Goals that have a direct impact on a person’s career path can be moved to the Achievements section. Employees can later leverage this section to apply for a promotion or provide proof of past success.   

#5 Comprehensive results

Our data dashboards and heatmaps help record and compare constructive feedback to keep your team aligned at all times. We help you easily understand how each team and individual is performing, what their challenges are, and how to better overcome them.

Try Leanmote today!

Try our employee-first, human-centred platform to boost your team’s well-being and performance. Sign up today to start testing our platform for free. 

How to build a coaching culture at work

What is coaching culture?

A coaching culture is the combination of behaviours, customs, symbols, language, values, and beliefs used by a company to help develop, train, and motivate employees. It can be easily understood as a growth plan where coaching plays a central role. 

First, managers are coached to be assigned responsibilities and lead a team. Both managers and their teams then work together to achieve the goals of the company, functioning on a trial-and-error learning basis:

  1. If the outcomes are not positive, it’s considered to be an opportunity for improvement as part of the learning curve
  2. If the outcomes are successful, the team is recognized for its hard work

Once the coaching culture starts taking root across teams and the complete company, it becomes a virtuous cycle.

  • Upon bettering themselves, employees build confidence
  • Confident employees become increasingly motivated
  • Highly motivated employees have better ideas
  • These ideas ultimately lead to enhanced employee performance
  • When employees’ performance improves, they further better themselves
  • And thus the cycle begins again

Who can benefit from coaching culture?

In their book Making Coaching Work, David Megginson and David Clutterbuck, co-founders of the European Mentoring and Coaching Council (EMCC), make a fundamental statement about coaching culture.

With a commitment to improving both the organization and its people, it’s clear that everyone can benefit from being part of a coaching culture, including:

  • Employees: as we’ve just mentioned, one of the main goals of a coaching culture is making employees gain more ownership and feel more confident when doing their job. As part of this learning curve, constant feedback is encouraged; and employees grow to be more proactive in coming up with and implementing new initiatives because they know their ideas will be welcomed.  
  • Managers: coached by upper-management, coaching skills turn supervisors into authentic leaders that employees respect and value. People who “supervise” instead of “leading” a team fail to efficiently delegate tasks often end up in burnout and poor results. With a coaching culture, managers learn how to divide and conquer instead of micromanaging and struggling
  • HR leaders: in a coaching culture, employee well-being increases, managers further strengthen their relationship with their team, and collaboration grows naturally. Employees soon start sharing their positive experiences with colleagues and through social media—and news travel fast. As a consequence, companies see higher talent retention rates and reach potential new hires.

What are some common leadership challenges that can be solved by establishing a coaching culture at work?

Managers who aren’t leaders 

As stated in a recent Gallup article: “the selection criteria for supervisors generally relates to their success or tenure in a front-line role, not their capacity for people management”. Simply put, supervisors manage tasks, leaders influence people. Untrained managers tend to focus on completing to-do lists, and as result, they fail to help workers meet their OKRs, build a career path, or feel motivated.  

How can a coaching culture help? In a coaching culture, managers become the primary coaches. As part of their training, managers will learn to understand the importance of nurturing well-being and how to provide all the tools workers need to thrive. 

At the employee level, managers will consider each person’s future at the company, be proactive in discussing key areas of interest, and create objectives that help achieve those expectations. At the team level, they will focus on encouraging constant feedback to make sure everyone feels free to communicate their thoughts and ideas. 

Inefficient task delegation

Many leaders struggle with micromanaging without even noticing. But the truth is employees DO notice. 

Some of the symptoms of micromanaging include:

  • Failing to effectively delegate tasks, which leads the manager to suffer from burnout as a result of dealing with a greater workload than its direct reports. This usually happens when leaders don’t put enough trust in their team to handle certain projects, or when they simply don’t understand how to split ongoing initiatives with other people.
  • Failing to effectively monitor the completion of a task. When micromanaging, managers tend to be on top of employees 24/7, continuously asking about the status of each project as if they lacked faith in their performance. 

How can a coaching culture help? In a coaching culture, managers stop giving orders and start setting goals instead. Coached leaders learn to manage expectations rather than tasks, so instead of asking “what’s the status of this?”, a manager will say “we need to finish this by EOD”; instead of saying “I’m sure I can handle all of this”, a manager will ask “could you give me a hand?”

The result? Happier employees who get to solve projects their own way instead of receiving commands; and managers who trust their team enough to delegate. 

Remote work

The feeling of disconnection. Not knowing how your people feel. Having video calls where all cameras are off. All companies consider remote work to be challenging, but businesses that are experiencing fast growth and constant changes are the ones who struggle the most. 

How can a coaching culture help? One of the aims of a coaching culture is going beyond the company vision to also consider its people. But to know how to improve well-being, you need to track it. Using online platforms that allow managers to have regular 1:1s with employees and conducting mood assessments can help you understand how everyone is coping with their work, how they are feeling, and what can be improved. 

Lack of employee engagement

Employees lack motivation as a result of failing to feel comfortable in their work environment, not being acknowledged for their efforts, or feeling uncertain as regards their future at the company. As employees feel less motivated, their performance will start to deteriorate, and they might even start looking for a new job.

How can a coaching culture help? By nurturing gratitude and recognition in tandem with improving communication and well-being. 

First, get to truly know employees. Become a great listener, ask and give feedback, always be helpful and never be judgemental: don’t say “why did it take you so long to finish this project?”, ask “how can we work together to overcome this?”. Once you have a clear understanding of everybody’s pain points and you have provided the necessary tools to solve these problems, the virtuous cycle will start. 

Don’t forget that, at the end of the day, each person is different. Take some time to understand how to best help your team thrive and how to recognize the hard work of every employee.  

How can you get started with coaching culture at work?

  • Start with simple initiatives, think of it more as a smooth transition than as an overnight change. Find how companies you admire are building a coaching culture and put their knowledge into practice. There’s no need to reinvent the wheel.   
  • Foster emotional literacy, where people can express themselves and talk about creating a safe environment. Conduct regular mood assessments and analyze the results against managers’ 1:1 coaching meetings. 
  • Encourage feedback and honest conversations. Set weekly 1:1 syncs with each team member. Ask them relevant questions like “do you like your job? in which areas would you like to grow?”
  • Help managers become leaders. If you’re part of the HR department, focus on training your managers. If you’re a manager, start learning about coaching. There are lots of training programs, courses, and valuable resources out there.
  • Track well-being. Find a tool that works for you even on a remote basis. This tool should ideally help you keep track of how employees are feeling and access actionable insights on how to help them improve. For example, if during a mood assessment a person states they are feeling highly stressed, the manager will be able to reduce the employee’s workload. After conducting these mood tests over a significant period of time, the manager will also be able to identify mood trends both at the employee and team level.
  • Give praise and recognition. Don’t forget to let employees know you value their dedication. We recommend implementing a rewards system in which managers can send employees a special present to say “thank you” and “well done”. 
  • Use “we” instead of “I”. The perfect team is one where everyone is aligned: all co-workers are familiar with every ongoing project and they all work towards achieving the same goal. Showcasing teamwork is key, so start thinking at a collective level. Instead of sending an email that says “I’ve reviewed the article. It looks ok”, try “we’ve reviewed your article together with the team. We think this is ready to go”. 

Start building your coaching culture with Leanmote
Want to start working on your coaching culture? Sign up for a free trial on our platform, a unique solution where you will find all the tools you need to create a coaching culture, from 1:1 coaching meetings, mood assessments and workload tracking to a point-based recognition system where employees can redeem special gifts.

The long-term impact of appreciation and recognition at work

Great job! Happy first year at the company! Keep it up! As an employer, how often do you say these words? As an employee, when was the last time you received recognition for your hard work? Employee appreciation and recognition play a vital role in motivating your team, but how can you foster gratitude at the workplace? 

What we talk about when we talk about recognition, gratitude, and appreciation at work

Recognition stands for acknowledging the outstanding performance of an employee or team—but nurturing a culture of appreciation goes beyond saying “thank you”. 

As the neuroscientist Alex Korb states in one of his articles: “Gratitude can have such a powerful impact on your life because it engages your brain in a virtuous cycle.” Effective and long-term recognition initiatives can help boost your team’s performance by making employees feel relevant. Once employees receive a reward, they’ll look forward to getting another one—and to start praising the work of their co-workers.

  • The virtuous cycle: certain chemicals like dopamine, serotonin, and oxytocin are released in your bloodstream. Simply put, gratitude makes you feel positive and optimistic, and your body will seek to experience that effect again. For example, let’s say an employee nails his OKRs for the quarter and the manager decides to reward him with a present. The employee will most likely keep up with his performance to get another present in the future.
  • The pay-it-forward effect: also known as Upstream Reciprocity, this behaviour is based on the premise that one act of kindness leads to another. In other words, a person that receives praise or an act of kindness will “pay it forward” to someone else: you help someone because someone helped you. 

Fostering Upstream Reciprocity in the workplace encourages employees to be kinder and more considerate with their co-workers. At the same time, people who are praised for their exceptional performance will also look forward to “giving back” to the company.  

Why are gratitude and recognition so important at work?

Short answer: because it shows your employees that their work matters. Long answer: because employees who don’t receive any kind of feedback or recognition are more likely to think their managers don’t value their work, which leads them to lose interest in their job and ultimately leave the company. 

Developing a culture of gratitude and recognition at work is mutually beneficial for employees and companies, after all, employees who feel valued are happier and work better. Here’s how gratitude can help your team:

  • Boost employee performance: when managers foster gratitude, they are improving employee well-being. A thriving and mentally healthy employee looks forward to helping out more and always raising the bar. 
  • Build up trust and respect: gratitude strengthens social relationships, encouraging Upstream Reciprocity and collaboration both community and work-wise. 
  • Increase employee retention & attract new talent: happy employees stay longer at the company and share their success stories with friends, colleagues, and social media. As an example, let’s consider people who share pictures of their “welcome or kits” when they join a new company. News travels fast, and that post pops up in the feed of many candidates who could be a great fit for the company. 
  • Set ‘the golden’ standard: giving praise and recognition is an efficient way to show other employees what success looks like. This will set the right role model for users to collaborate towards achieving the company’s goals. 
  • Motivate your team: gratitude and praise are contagious. Seeing someone being recognized is inspiring for the rest of the team, and it also brings further visibility into the hard work of others. 

The 3 key steps to foster gratitude at work

When it comes to building a culture of gratitude, there’s no one-size-fits-all solution. Each employee has unique motivations and preferences: some prefer daily feedback while others prefer to discuss their performance on a weekly or monthly basis, some people like to keep their feedback private while others enjoy sharing with their team. However, there’s a simple formula to foster gratitude that you can adapt to any team: give praise, share, repeat.

#1 Give praise

Provide private feedback, give public recognition, award a certificate, gift custom presents, consider work promotions–there are multiple ways to recognize outstanding performance. 

The Leanmote platform allows employers to award employees with points they can exchange for a variety of special gifts previously selected by themselves. Here’s how it works:

1. Michael (the employee) has reached and exceeded his OKRs, so Erica (the employer) decides to recognise him for his work. Erica awards Michael with Quokka Points on the Leanmote platform. 

2. Michael thanks Erica for the recognition and heads to the “Marketplace” section to see the available voucher options and selects the one he likes the most. 

3. Directly from the platform, Michael exchanges his points for the chosen box or voucher. All he has to do now is wait for his present to arrive, or start using his voucher right away!

#2 Spread the news

Let employees share your company’s gratitude-focused culture with their team and colleagues. You can congratulate workers publicly on a group meeting with their team, via the company’s comms channels, or let them tell their followers on LinkedIn and other work communities.

Leanmote’s platform is integrated with LinkedIn, allowing employees to easily share their manager’s or co-workers’ positive feedback on social media. Here’s how it works:

When employees receive praise, a “share on LinkedIn” option is displayed. 

When the employee clicks on “Share on LinkedIn”, they are redirected to a pop-up where they can choose to share the good news publicly in a post, or privately through a direct message. 

#3 Give praise on a regular basis

When giving praise, find a healthy balance as regards timing: not too often, but often enough. If positive feedback is given too frequently, it won’t feel natural, and it will start to lose relevance. If employees do not receive positive feedback or encouragement often enough (despite working hard and achieving great results), their morale and performance are likely to be affected. 

The key to keeping this process consistent and balanced is to rely on a platform that allows employers to identify and record important milestones in the work-life of employees on a regular basis. This will allow employers to access the necessary tools to grant rewards at the right time and track the response of each worker throughout their time at the company.

Start fostering appreciation and recognition in your company

Leanmote is an independent channel to recognize employee dedication and hard work. Our platform enables managers to award points based on performance that employees can later redeem in exchange for special presents. With Leanmote’s Linkedin integration, employees can also share their success in their social media channels, driving awareness of company culture and attracting potential new hires. To start fostering gratitude in your workplace, register on our platform for a free trial

Wellness vs. Well-being: how are they different and how can they boost employees’ performance?

The evolution from wellness to well-being

Both wellness and well-being have been gaining momentum over the past years, especially as companies focus on creating great places to work for their employees. 

However, while these terms are often used interchangeably, they refer to different aspects of health. In fact, when it comes to fueling employee engagement, productivity, and happiness, well-being can be considered the evolution of wellness. 

So, what’s the difference between wellness and well-being? Which one should you be focusing on? And, more importantly, how can they help you boost employee performance? Let’s find out.

What is wellness?

According to Merriam-Webster, wellness generally refers to “the quality or state of being in good health especially as an actively sought goal”. This term is associated with healthy practices that can range from physical activity and balanced diets to disease prevention. 

Companies have historically fostered employee wellness through workplace programs involving initiatives such as health assessments, flu vaccinations, or yoga classes. The idea behind these programs was that the healthier an employee was, the better their work performance would be. 

However, being in a good physical state is not enough for employees to perform at the peak of their capabilities. Employees who have a balanced diet, sleep 8 hours a day, and practice yoga regularly might still be unwell at an emotional level. This unhappiness translates to burnout and low productivity, taking a toll on their performance as well. 

That’s why the industry has gradually shifted from wellness to well-being. 

What is well-being?

Well-being is a more comprehensive concept, encompassing employee’s mental health across different aspects of life. We can therefore talk about emotional, physical, social, environmental, financial, and occupational well-being. By combining these different elements, you get a thriving, prosperous life. 


Wellness is a part of well-being, and it’s the key to boost employee performance: a thriving employee is highly engaged, productive, and resilient. Along the same lines, workplace well-being programs are more inclusive than wellness programs, going beyond nutrition and fitness to also cover stress management, workload assessment, and mental health awareness, among others.

What are the benefits of improving employee well-being?

According to a recent Gallup study, employees who only thrive physically are less satisfied with their work because they feel unaccomplished and lack motivation. 

Improving well-being leads to an overall balance in employees’ lives, bringing a variety of benefits, from boosting employee performance to ultimately improving a company’s bottom line. 

Here are some of the top advantages of fostering employee well-being:

  • Higher engagement and productivity: employees are more committed to their work. By better assessing their stress and time management skills, they are able to further gain ownership and participate more actively. 
  • Increased retention: happy employees are more loyal to the company, and are therefore more likely to stay longer at their position. 
  • Improved company culture: employees who feel supported are more open to collaborating with their teammates, connecting with company values, and generating a better work environment.
  • Reduced absenteeism: mentally and physically healthy employees are less likely to miss work.
  • Higher job satisfaction: the sum of all of the above.An engaged employee takes pride in every project, enjoying their time at the company. 

How can you boost employee well-being?

  1. Conduct regular mood assessments: mood tracking helps to identify employee burnout or stress at an early stage. By understanding these patterns, employers can assess whether a mood trend is happening at an individual or collective level—and take action to offer effective solutions.
  2. Encourage team connectivity: create a work environment that makes your team eager to come to work every day: schedule weekly syncs or plan team-building initiatives—whether offline or online! Employees who feel comfortable with their team will work better together.
  3. Promote honest conversations about well-being: don’t let mental health become taboo. It’s ok to mix well-being data with performance. After all, mental health is intrinsically connected to productivity and engagement. 
  4. Foster trust and transparency: in line with the previous point, keeping an open mind and being an active listener will help you increase trust and transparency within the team. The aim is to get employees to actively provide feedback and ask for help when necessary.
  5. Track your team’s workload and stress level: let your team know that it’s ok to take breaks. Focusing for 5 hours straight doesn’t make you more productive, it makes you closer to burnout. Make sure to manage employees’ workload by defining which are the top priorities they should be focusing on. 
  6. Give recognition/praise for important dates & achievements: recognize employees for their effort and contribution. These initiatives not only let your team know how much you value their work, but can also help drive self-confidence and motivation.
  7. Keep it consistent: don’t let your efforts towards employee well-being be a one-off. While hosting a well-being program is definitely a step in the right direction, it’s not a solution to the problem. Company well-being needs to be measured continually to provide a dynamic and comprehensive view of the state of your team’s health and how satisfied they are with the company. 

Start tracking employee well-being today

If you want to know how Leanmote can help you track and improve your company’s performance, register for a free trial and start testing our platform with your team!

Leanmote enables performance by tracking wellbeing in modern, agile workforces. Grounded on scientific research.

Leanmote Jira Plugin

Overview

Leanmote plugin allows organizations to streamline pulse survey participation by creating survey tickets and assigning them to responsible users, giving the team and particularly the manager, visibility in the process.

Installation

The plugin can be easily installed from Atlassian Marketplace following this link.

Configuration

Leanmote credentials

Once the plugin is installed Jira admin should enter Leanmote administrator credentials (this account should be created on Leanmote Platform).

Along with credentials, Jira admin should select a project (by specifying project key), where survey tickets will be created. We recommend creating a separate project for pulse survey tickets to avoid creating extra tickets in your current projects.

Choosing participating users

Once credentials are provided Jira admin can decide which users should be receiving surveys via Jira tickets (Leanmote sends a pulse survey every fortnight).

All Jira Users that are not synchronized with Leanmote are displayed in the Jira Users column. Once a user is moved to the right column (called Synchronize)account gets created on the Leanmote platform (if it wasn’t created before) for this user and that user will be receiving fortnightly surveys via Jira tickets.

Leanmote platform uses email as user identification, hence users with hidden emails cannot be synchronized (this setting can be changed by a user following https://id.atlassian.com/manage-profile/profile-and-visibility Contact -> Email address)

Once settings are done participating users will be receiving Jira tickets with a link to a survey. Please see the image below:

Now, by clicking on the link, users will be redirected to the Leanmote platform and take the pulse survey.