In episode 13 of Mission Impact, some of the topics that Carol and her guest, Peter Lane, discussed include:- How to bring health and wellness training to organizational consulting
Peter Lane is an organizational consultant with more than 20 years of experience. He is also a National Board-Certified Health and Wellness Coach (NBC-HWC) trained at the Mayo Clinic. Peter works with individuals and teams that are committed to ongoing learning, reflection, and making positive change for themselves and their organizations. Before becoming a wellness coach and consultant, Peter worked for 18 years as director of programs at the Institute for Conservation Leadership
After working with many nonprofit leaders over the years who were experiencing the negative physical and emotional effects of burnout, he decided that focusing on wellness in the workplace is an important strategy for how he can contribute to the success of nonprofit organizations. Peter serves on the board of directors of the Reve Kandale Foundation. He received a Bachelor’s degree from Clark University and a Master’s degree in Education from the University of Massachusetts at Amherst.
Carol Hamilton: Welcome Peter. Thanks for coming on Mission: Impact! Great to have you on.
Peter Lane: Thanks for having me!
Carol: So I just want to start out by asking you what drew you to the work that you do? What really motivates you and what would you describe as your ‘why’?
Peter: Oh, such a great question. It's something that many of us ask ourselves as there are shifts at different times in our lives, but for me I would say that I've always worked in the non-profit field, so that's really anchored me in community-based organizations and people coming together to solve problems in their community. And more recently, I became certified as a health and wellness coach, partly from my experience working with nonprofit leaders and partly my own interest. So for me that's been really exciting and part of my ‘why’ is how I can bring my health and wellness background to non-profit organizations and leaders. That's something I'm still working on and figuring out how to do and how to incorporate it into the consulting and coaching work that I do. Health and wellness coaching is a new field in and of itself, so it's an exciting time to be working in both spaces.
Carol: Yeah, and it's certainly something that's so needed in the field. I've had a couple of different people on and we've talked about the whole problem of burnout with nonprofit leaders and how hard it is to do things around self care, and maintaining those boundaries. But I'm curious, when this episode is going to be released, it'll be just about the time of year when lots of people are thinking about the end of the year, making resolutions for changes, I'm starting at the individual level level. What are some things that really help individuals start to shift their behavior towards wellness?
Peter: Well, in some ways, when working with the organizations, we try to help them create a shared vision organizationally about where they want to go. And in many ways it's the same for individuals. People do look for a health and wellness coach for a variety of reasons, and often it's something like, ‘oh, my doctor told me I needed to lose weight.’ So that's the presenting issue, but the challenge is to work with those individuals to get a sense of how their life will be different? How do they want life to be? Really helping them think about and craft a vision statement for their own wellness. That's really the starting point along with helping them do a little self-examination around their values. What's important to them, their strengths, what are the capacities there that are going to help them make a behavior change? Also thinking about when they have faced similar situations, and what helped them accomplish their goals around that. There's that sort of self-learning along the way, and that's where we usually start: helping people get grounded in who they are and where they want to go.
Carol: It makes a lot of sense. Stepping back and starting with that vision, which people often want to do, but without some structure or process to walk them through it, it's a thing that you might get around to doing, maybe sometime next week. And committing to a coach, you're then helping them take those steps that started helping them. It might've already been there, it's probably been there, but not necessarily clear about what that vision is. I'm guessing that it's more around all the things that you don't want.
Peter: Yeah, for some people, it really is a challenge to dig deep, to think about what they want their health and wellness to be different beyond wanting to exercise more or wanting to lose weight, or wanting to have a more balanced life, or whatever it is. That's buried deep. And helping people bring that out often relates to things around their family, or how they want to age, or sort of different things that they might be able to do in their life. And that can be a very regulatory process that really connects them to the work ahead, making the behavior changes.
Carol: You talk about those behavior changes, because I feel like we've read a million magazine articles about 10 steps to exercising more regularly or whatnot, but what does the evidence show in terms of what really helps people take positive action in terms of making those behavior changes that they want?
Peter Lane: Well, one that we've just been talking about is connecting to that deeper purpose and vision. You and I think about the same way with organizations: what are the smaller steps that they can take to get there and to build confidence around those steps? So when I work with somebody in health and wellness coaching, I always say that there's gotta be setbacks. That's actually part of the process, and actually, setbacks are good because you can learn from them and that will help you as you continue setting realistic goals and helping people think about what in their environment will support them and making those behavior changes. Those are the kinds of things that are gonna support people as they go along their journey.
Carol: I think setbacks are inevitable in a process like that. So what are some things that you've seen people learn from those setbacks?
Peter Lane: I think the biggest one is — I guess it's self-love, being kind to oneself. People beat themselves up. We’re our own harshest critics, and so one of the biggest lessons is: it's okay. Don’t go down the guilt path or the beat yourself up path. I see that as the big lesson. People begin to understand how the people around them — most often a partner or spouse — how their interactions and their behavior together impacts their ability to make those behavior changes. So it's occurred to me — and I haven't done this yet — but I've thought about doing couples’ health and wellness coaching, because it really is a family system. It really does have an impact on what your relationship is with the others around you.
Carol: That's so key because I think that too often in our culture, we think about the individual and we don't think about the whole context that the individuals are living in. Just that first round of who's in their immediate family, who they’re living with, how is that going to impact what they're going to be able to do? Even as we're coming into winter, my husband’s gotten into biking regularly and that’s the thing that he's been able to do most consistently in terms of exercise. I'm not going to be inviting anyone from Thanksgiving or Christmas dinner so we decided — or I suggested — that we should just make the table small. We'll get rid of the extra leaves that are in the table and take half the dining room and set up your bike with a trainer that enables you to do it inside, just knowing that he had suggested that he’d do it in the basement. I knew he would never go into a dreary basement in the morning when it's cold, it's gotta be somewhere inviting. There has to be that context around it to make it possible to want to get up.
Peter Lane: Yeah, that's a great example. You start thinking about how you can make changes or shift things in my environment that will actually help me make those behavior changes.
Carol: Yeah, because the last thing you want to do is buy yet another piece of equipment that becomes a very expensive clothing drying rack.
Peter Lane: Absolutely, yes.
Carol: So it's easy for people to see how health and wellness impacts, or relates to the individual. You say you talked about it in connection with organizations and with nonprofits. Why would you say that wellness is really important for organizations to think about as well?
Peter Lane: For a while, I was involved in co-leading a leadership development program that involved coaching for the participants. So over the years, I was talking to a lot of people and I would say — it's sort of anecdotal — but often the coaching got around to things like really wanting to spend more time with my family or my kids. I don't have enough time to exercise, that’s why I'm so stressed out. So it was all of these issues that were not related to managing staff or leading staff or boards or fundraising or all of those other issues. It was their personal wellbeing and, at the time, I didn't realize there was such a thing as health and wellness coaching, but what people talked about were things that interested me and I could see how their personal wellbeing was impacting their leadership and their ability to do their job. That really stuck with me. And when I struck out on my own as a consultant, before I hung out the shingle, I did a lot of thinking about what I wanted to do. What were things that interested me, what were parts of my work previously that I really enjoyed and gave me satisfaction, and worked with a coach. So I really, I really saw this connection between work and personal life, and taking care of yourself, and how, if you take care of yourself, that gets embedded in the organization. And in my mind, anyway, if we have healthy individuals taking care of themselves, our organizations will be healthier as well. So that led me to the field of health and wellness coaching, and that's my interest. I
Carol: My tagline for this podcast is, “how to be a nonprofit leader without being a martyr to the cause.” And I think what you're talking about is all of that, because it's so easy. In the western world, in the United States particularly, the glorification of overwork is so much there. And then when you add in a cause that you really believe in oftentimes there's always more work than there's capacity to deal with it. It's very easy to get pulled in and not set those boundaries. Not be able to really. And then what you talked about is how that shows up and in terms of that impact, on the individual leader and then how that ripples out through the organization. So when you were coaching those folks, it was around their leadership, and yet it was these ‘personal’ issues that were coming up. How did you see that impacting how they were showing up at work?
Peter Lane: It was in a variety of ways. For example, in leadership there's such a great degree of how you manage yourself and how you use yourself in different situations and the extent to which a leader can be intentional about how they're acting. They can access more information, more of their own personal resources, and act in a more strategic and intentional way. When people are stressed, their ability to do that decreases. So there's that part of it, how they're interacting with others. And I also think — Carol probably in your work too — you see individual leaders and organizations, they really set the tone. Regardless of who's there, they really do set the tone. So leaders who are modeling healthy behaviors that promote wellness for him or herself, that’s also gonna shift the organization. I think we've probably all seen leaders who are running a hundred miles a minute, or over-scheduled and that just creates tension around for others who feel like they have to be running at the same pace because so-and-so is. Those kinds of unhealthy behaviors for individuals can really seep into the organization.
Carol: Have you experienced that at all in your, in your work? All the negative consequences?
Peter: Yes. Which is fine. I mean too often, but I think most of the time it's very well intentioned. Like the person is really dedicated to the cause and they want to see that work done and there's just, there's always more work than could possibly be done. So, in their role as an executive director or someone higher up in the organization, there's a tendency to take on responsibility as well and get isolated from the rest of the organization. For a little bit, I worked at an organization where they still operated under the myth that summers were quiet. Well, we did like half of our leadership programs during the summer. So there was never a break. We went from getting to the annual conference and then it'll be quiet, and we'll get past this thing, and then it'll be good. And it just never stops.
Carol: There's always the next thing. So yeah, I’m wondering if, with organizations that are like, “okay, we're tired of this, we know we're burning people out, we know that we're losing people because of it.” What are some things that an organization can start to do to incorporate more of a wellness perspective into their work?
Peter: Yeah. I mean, I choose strategies based on how they can incorporate health and wellness into their organization. One is just around policies and procedures, the nuts and bolts of what they offer employees. A lot of organizations, to some extent, do that. And it might look different for different organizations. [It might be] flexibility around work schedules, or providing a meditation room, or setting aside time during the week when staff have, almost professional development, set aside time for an hour to read a book that you wouldn't normally have a chance to read, purchasing healthy snacks and water. Those kinds of things. I've been talking with other coaches and organizations — and this tends to be larger for-profit organizations where employee assistant programs, a health and wellness coach is available to the organization. You don't see that in the nonprofit world, but that's one thing that I would love to see: making that available to more non-profit organizations. Then the other area that I think about is organizational culture. The policies, procedures, the nuts and bolts of things are a little easier to implement where organizational culture and shifting that is probably more long-term. It takes a different intention. As part of that, I think about organizations that somehow build that into their strategic plan or their vision of how they are as an organization. Then once you do that, I think you can begin to think about the practices that are going to support wellness in the workplace and help you move along that path to create an organization that's going to sustain individuals in a healthy way.
Carol: Yeah, it's interesting. When you talk in terms of steps that an organization can take, there are those more nuts and bolts-y things, but even when they do that, I worked in a larger organization that had some resources and they ended up setting aside one room, what had been a small conference room, and made it a napping room, but the culture did not support anyone taking a nap during work.
Carol: I have to admit that I would sneak down, look around and try to make sure that no one would see me. Like I hadn't slept the night before, so I really was falling asleep at my desk. It wasn't like I was getting anything done or being productive anyway, but I remember just feeling like I had to make sure that no one saw me as I snuck in.
Peter: That's a question of culture, right? People don't feel comfortable doing that.
Carol: I think that the more successful thing that they did — and it was interesting because it went beyond just that one organization, there were a number of different nonprofits in the same building. Obviously that was when we were all not working from home, but all the different organizations hired a yoga teacher to come and offer a class once a week. And it had a great response, and it was great because we actually met people from other organizations, and there were probably some other ripples of meeting these other people who were in the building, who did similar work that you might not have met otherwise through the yoga class. So that went a lot better than the nap room.
Peter: Yeah, it's interesting. At the beginning of the pandemic I had requests to do what essentially were 30 minute, virtual self-care sessions which were a great way to bring people together, and for staff of one organization, it was an opportunity to come together in a way that wasn't trying to figure things out or working with all of that craziness going on. But interestingly enough, now that we're seven, eight, nine months later, people aren't doing that as much. It's like we've moved past the self care stage.
Carol: Yeah. Out of the crisis where we felt like we really needed to pay attention, but what are some other things that you're seeing organizations do, with so many people working remotely or working from home in terms of supporting employee wellness?
Peter: I think people are still trying to figure that out. What I've been hearing lately is the tiredness of being on Zoom or being in virtual meetings and people trying to figure out how to minimize these or work in some other way. That's a big one, and then [working] around people's schedules, they've got PR for many of the people that have kids at home. They're working, but they're also being parents and teachers. So organizations and individuals are trying to figure out how to create the right flexibility and support for individuals that are in these different kinds of situations.
Carol: Even thinking about when you really need a video meeting where people need to be on the computer and when you don’t. [For me,] when I'm just talking one-on-one with someone, I'm mostly making phone calls to just not have extra screen time, and then you could — depending on the situation — take that call as a walking meeting. So that's one simple way that I try to incorporate that during the day.
Peter Lane: I also like thinking about how long meetings actually have to be. If you schedule it for 30 minutes, or an hour — even if it's the same topic — if you scheduled it for 30 minutes, it will probably go for 30 minutes. If you schedule it for an hour, it'll go for an hour, most likely. Just being really conscious of why you're meeting and how much time is actually needed for that. I also love the idea of the walking meeting. I know that's not for everybody, I find it a little bit of a challenge, but I've been in meetings and talking to people that do that. And I think a great way to break up the day.
Carol: Yeah. So one thing that I always do at the end of each episode is play a little game where I ask you a random icebreaker question that comes out of my hand and a little box of icebreakers, so the question for you is: if you could go back in time, what's one thing that you would tell your teenage self?
Peter Lane: I would tell my teenage self that everything will be okay.
Carol: I think that's good advice for all of us right now.
Peter Lane: You will be okay.
Carol: Yeah. So what are you excited about? What's coming up next for you, what's emerging in your work?
Peter Lane: Well personally — and I didn't mention this — I'm getting married in a couple of weeks, so I'm looking forward to that. But that's obviously on the personal side, professionally next year, generally I'm just really interested to see how things progress in terms of the pandemic and what impact it's going to have on organizations. Obviously everything hasn't played out yet in terms of [whether] we go back to normal, or if there is some new normal, and how that is going to impact organizations and the work they do. So I'm interested in that. And then I've been talking with a colleague about putting together a leadership support/coaching series, a cohort that we would offer together and be able to incorporate health and wellness coaching into that. So we'll see.
Carol: That sounds awesome. How can people find out more about you and get in touch?
Peter Lane: You can check out my website, peterlanecoaching.com, and my email is email@example.com.
Carol: Well thank you so much. Well put those links into the show notes so folks will be able to get access to them.
Peter Lane: Great. Well, thank you, Carol. This has been a lot of fun and a great opportunity to talk about the work that I love. So thank you.
Carol: All right. Thank you.
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