This year, 海角吃瓜黑料 marks 20 years of serving independent agents. Celebrating Our Past and Building Our Future Together, we look back at our founding, the vision that set us apart, and how the challenges of the financial crisis strengthened our commitment鈥攆irmly establishing 海角吃瓜黑料 asThe Independent Underwriter for The Independent Agentsm
In 2005, 海角吃瓜黑料 was founded on a radical idea: to create an underwriter that served independent agents rather than competing against them. The inspiration came from Dave Ginger, who had spent decades working with both small independent agencies and large national firms. Ginger saw firsthand how national companies often viewed local agents as a revenue source rather than as true partners.
In a 2011 interview with the Times-Call of Longmont, Colorado, he reflected on the clear differences he saw between companies that aligned their interests with independent agents and those that did not.
鈥淚 had been involved with an agent-owned company earlier in my career, and the biggest thing I saw was the feeling toward the independent agent versus what I saw at the national companies,鈥� Ginger said鈥�.
A Texan with a reputation for bold action, Ginger teamed up with Bob Grubb, a Colorado businessman with experience in commercial finance, private equity, and technology-based manufacturing companies, as well as Scott Hendrickson, a CFO with a background in manufacturing, distribution, and insurance. Together, they formed 海角吃瓜黑料, a title insurance underwriter with an intriguing core philosophy: local independent agents deserve an underwriter that works for them鈥攏ot against them.
From the outset, the founders made a defining decision that set 海角吃瓜黑料 apart: it would never operate its own direct title offices.
鈥淥ur model was, we鈥檙e not going to compete against you, period. We鈥檙e going to have no direct operations, no Alliant stores,鈥� Grubb later told the Times-Call鈥�.
This AgentsFirst philosophy resonated quickly, as Grubb would later recall during a speech marking 海角吃瓜黑料鈥檚 10th anniversary in 2015.
鈥淭he 鈥榮eedling鈥� was 鈥榯ended to鈥� by our founding agents and the staff. We searched for, and found, agents who shared Dave鈥檚 vision and gave us a chance to prove it. We sprouted up in late 2006, gained some strength,鈥� Grubb remembered. 鈥淲e grew twice as tall in 2007 and most of 2008.鈥濃��
But just as it seemed the company was firmly establishing itself, the world changed.
Weathering the Financial Crisis
The 2008 financial crisis hit, bringing the housing market to a near standstill. The impact on the title industry was devastating.
鈥淭he land title industry as a whole did about $17.8 billion in revenue in 2007,鈥� Grubb later recalled. 鈥淏y 2010, that had dropped to $9.5 billion.鈥濃��
Transaction volumes plummeted, and some underwriters pulled back or shuttered their operations. Independent title agents across the country were left adrift, struggling to navigate a rapidly shifting market.
鈥淥ur agents were battling radical declines in transaction volume,鈥� Grubb remembered in 2015. 鈥淔or many, their underwriters were either closing their doors or indiscriminately cutting their agent base as they raced to adapt to the worst economic downturn since the Great Depression.鈥濃��
Unlike many of its competitors, 海角吃瓜黑料 took a different approach. Rather than retreat, the company dug in, delivering resources agents needed to survive and adapt. The upstart underwriter invested in education programs, marketing workshops, and compliance initiatives. Despite the economic turmoil, the gamble paid off. By 2011, 海角吃瓜黑料 had grown to 200 agents鈥攁 testament to the strength of its independent-focused model鈥�.
Regulatory and Industry Shifts: Strengthening the Independent Agent
The greatest financial crisis since the Great Depression was followed by the most sweeping statutory and regulatory reforms the industry had seen in decades. The Dodd-Frank Act, the TILA-RESPA Integrated Disclosure (TRID) rule, and the rise of the Consumer Financial Protection Bureau (CFPB) reshaped the mortgage and real estate landscape. Agents faced increased compliance costs, heightened oversight, and new expectations. At the same time, the rise of cyber threats, social engineering, and wire fraud introduced new risks. Fraudsters increasingly targeted real estate transactions, exploiting gaps in communication and security protocols to misdirect funds.
Recognizing the challenges and deep confusion agents faced, 海角吃瓜黑料 went to work again, providing training materials, webinars, and white papers to help agents adapt. The company also set the benchmark for security compliance, becoming the first title insurance underwriter in the nation to obtain SSAE 16鈥攏ow SSAE 18鈥擳ype II certified status. It later completed its first ISO 27001 audit and went on to become the first title underwriter to obtain ISO 27701 certification for data privacy.
20 Years Later: A Company Built on Care and Innovation
Today, 海角吃瓜黑料 is, in many ways, a very different company than it was in its early years. It now employs about 100 people, operates in 32 states and Washington, D.C., and serves thousands of title professionals; but while its reach has expanded, its core mission remains the same. 海角吃瓜黑料 CEO David Sinclair says that while the company has 鈥済rown up鈥� in terms of systems and capabilities, it remains fiercely committed to its founding ideals鈥攃ontinually looking for ways to put AgentsFirst.
鈥淎s a company grows, it鈥檚 always challenged to hold on to its vision and culture,鈥� Sinclair noted. 鈥淏ut there鈥檚 something different about this place. The commitment of this team to that vision is remarkable, and together we鈥檝e done a lot of work around articulating the culture that helps us deliver on our fundamental commitment to our agents.鈥�
That culture is built around the three Cs: Competence, Care, and Commitment. Sinclair says the team at 海角吃瓜黑料 strives to embody these principles every day, ensuring that the company’s mission is more than just words. At the center of it all is Care鈥攃are for team members, stakeholders, and most importantly independent agents.
鈥淲e all know there are a lot of places to spend a career in this industry,鈥� Sinclair said. 鈥淭he people who work at 海角吃瓜黑料 choose to be here because of the care we show.鈥�
And as in past challenges, that philosophy of care has led to new innovations. It is what drives the company to continually improve and develop new solutions to support agents in a changing industry. One example is SecureMyTransaction庐鈥攄eveloped to help agents combat the latest fraud threats. The company is also working to expand its title production capabilities and improve its digital education offerings.
鈥淚鈥檓 excited for what鈥檚 ahead鈥攏ot just for 海角吃瓜黑料, but for our agents and the industry,鈥� Sinclair said. 鈥淭his company is a special place, and I鈥檓 honored to be part of it. But at the end of the day, it鈥檚 always about the agents. That was true in 2005, it鈥檚 true today, and we鈥檙e making the investments to ensure it remains true for the next 20 years.鈥�
As we approach the holiday season and the close of another year, I鈥檝e been reflecting deeply on the concept of organizational culture鈥攚hat it means, how it shapes our businesses, and how we can all work to improve it. Culture is more than just a buzzword; it鈥檚 the lifeblood of an organization, influencing our interactions, decisions, and outcomes. I鈥檇 like to share some insights we鈥檝e gained at 海角吃瓜黑料 and offer practical thoughts. I hope you find them useful as you think about your culture-building efforts.
Understanding Cultural Paradigms
Organizational culture can be viewed through various lenses. Some companies focus on performance, where results and individual achievement drive culture. Others adopt a purpose-driven culture, aligning actions with a higher mission or set of values. At 海角吃瓜黑料, we鈥檝e found our greatest strength in fostering a culture of trust. But it鈥檚 important to note that no single cultural paradigm is inherently better than any other. The key is to identify which approach aligns most closely with your organization鈥檚 values and mission.
In the title insurance industry, relationships are at the heart of everything we do, and that鈥檚 why we ultimately decided to build our culture on the foundation of trust. Behind every transaction is a person or family entrusting us with their dreams and future. Trust is the cornerstone of these relationships, enabling us to be part of critical moments in people鈥檚 lives. Without trust, we鈥檙e merely facilitating transactions; with it, we鈥檙e partnering in something much more significant鈥攈elping people pursue the American Dream of economic prosperity.
The 3Cs: Our Foundation for Trust
To cultivate this trust, we鈥檝e centered our culture around three key principles we call the 3Cs:
Care for Others: Genuine care involves truly listening and understanding the needs of those we serve鈥攐ur agents, partners, and colleagues. It鈥檚 about making meaningful connections and offering assistance that can have a positive impact on someone鈥檚 life.
Competency in Our Work: We believe in continuous improvement. By staying informed, honing our skills, and striving for excellence, we ensure that we鈥檙e equipped to meet the needs of our clients and each other effectively.
Commitment: This is about reliability and follow-through. Doing what we say we will do, meeting our obligations, and being dependable in every situation reinforces the trust others place in us.
These principles aren鈥檛 just corporate ideals. We try to live them as daily practices that guide us through our interactions with our agents and fellow team members.
Intentional Culture Building
Good culture doesn鈥檛 happen by accident. It takes intention, reflection, and a willingness to change. A few years ago, we took an important step by developing a booklet describing our company culture. It鈥檚 essentially a collective expression of what makes 海角吃瓜黑料 special on our best days. It includes our Purpose, Mission, Vision, Core Value, and Guiding Principles. Simply stated, the 鈥満＝浅怨虾诹� Way鈥� is: caring about people by providing uncommonly valuable help that delivers a positive impact. This articulation of our shared beliefs has provided a compass for our actions.
If you haven鈥檛 had the opportunity to define what鈥檚 most important about your culture, we鈥檝e found that the exercise can be incredibly valuable. For us, it wasn鈥檛 about creating something new, but rather about uncovering and articulating what was already true about our organization. We found that the project gave us a rare opportunity to talk to our team, reflect on shared experiences, and capture our unique narrative.
Beyond defining culture, it鈥檚 important to take steps to live it more deeply and consistently. To support this, we established an Employee Engagement Team to ensure that culture remains an ongoing focus. This group serves as a conduit for feedback and ideas, helping culture rise from every level of the organization.
Other important initiatives included creating a set of Management Rules of the Road, which outlines what employees can expect from their managers. Additionally, our culture has been strengthened through regular Outward Mindset seminars from the Arbinger Institute. The goal of these sessions is to help team members understand that other people鈥檚 needs matter just as much as their own. They encourage collaboration, break down silos, and remind us to work together.
Steps to Building a Great Culture
Every company, regardless of size or industry, stands to benefit from a strong, intentional culture. Based on our experience, here are a few steps that we hope may be helpful in your own cultural journey:
Define Your Core Values: What principles are non-negotiable for your organization? Whether it鈥檚 trust, innovation, customer focus, or something else entirely, clarity here sets the foundation. A key aspect in defining your values is also in prioritizing them. It鈥檚 easy to say loyalty, honesty, and integrity are the values of the company. What happens when these values are in conflict?
Engage Your Team: Culture is a collective endeavor. Regularly involve team members at all levels in discussions about values and practices. Their insights can be surprising and powerful.
Be Intentional: Develop initiatives, programs, and traditions that reinforce your values. Solicit feedback from employees to ensure alignment and celebrate your cultural successes regularly. Values are most reflected in an organization based on who gets promoted or rewarded.
Measure and Reflect: Utilize tools like surveys, focus groups, or external certifications to assess your cultural health. Benchmarks provide valuable insights into where you鈥檙e succeeding and where there鈥檚 room to grow. For example, at 海角吃瓜黑料, we鈥檝e participated in the Great Place to Work certification process for over eight years, and in 2024, we were recognized by Fortune Magazine as one of the Best Small Workplaces and one of the Best Places to Work in Real Estate.
Embrace Continuous Improvement: Culture isn鈥檛 static. Be open to change and ready to adapt as your organization grows and the environment evolves.
Recognition and Celebration
One great way to promote culture is to share stories of success. At 海角吃瓜黑料, we鈥檝e found tremendous value in communicating and celebrating our cultural achievements during 海角吃瓜黑料 Live!, our bi-monthly all-hands call. My favorite part of the call is a feature we recently added 鈥� the Winner鈥檚 Circle. It鈥檚 an opportunity for employees to nominate colleagues who exemplify what it means to work the 鈥満＝浅怨虾诹� Way.鈥� Most importantly, this peer-nominated recognition is to identify someone who demonstrates one of more of the 3Cs. A nomination takes time and effort, so these nominations reflect the genuine appreciation and respect colleagues have for one another鈥檚 contributions. These stories and celebrations help our team feel more connected and aligned with the company鈥檚 values.
Looking Ahead and Staying Committed
As we approach 2025 and our 20th anniversary, I couldn鈥檛 be more excited about the future of 海角吃瓜黑料. Our imminent partnership with Dream Finders Homes marks an exciting new chapter, creating new opportunities to grow and better serve our agents. Additionally, we are eager to continue innovating with tools like our anti-fraud solution, SecureMyTransaction, which reinforces trust and security in real estate transactions.
As I look ahead, I鈥檓 reminded that our success is built on our cultural foundations that enable us to provide value to our agents. While there鈥檚 much to be proud of, no culture is ever 鈥渇inished.鈥� It requires continuous care and attention to ensure alignment with our mission and goals.
Whatever cultural foundation you choose鈥攚hether trust, purpose, performance, or a blend鈥攊t鈥檚 important to invest in it intentionally. At 海角吃瓜黑料, we鈥檝e found that fostering a culture of trust has brought great benefits to our team, agents, and partners.
Thank you for being a part of our journey. Here鈥檚 wishing you a happy holiday season and a wonderful New Year!
Creating an inclusive workplace is a complex task. After all, people are anything but simple. None of us have merely one 鈥渟elf.鈥� Every person is a mixture of intersecting identities that influence how people see us and, conversely, how we see them.
How, then, can a business foster an inclusive workplace, particularly around the holidays? As Stacy Stolen, HR Manager at 海角吃瓜黑料, explains, it requires being mindful of how our biases shape our perceptions while working toward a culture where everyone can be recognized and respected. I spoke with Stolen on the complexities of this work, what 海角吃瓜黑料 is doing to promote inclusivity, and takeaways for agencies looking to build inclusive workplaces during the holidays and year-round.
Inclusivity begins with empathy
When asked how she defines inclusivity, Stolen said, 鈥淪imply put, inclusion and being inclusive is to have empathy,鈥� adding that, 鈥渁t a company-level, it takes developing a shared understanding that we all have our own unique experiences that occur within a society filled with inequalities.鈥�
Once this understanding is established, productive work can begin. 鈥淲e can then start to relate and learn from others. 鈥婽his is important because empathy allows us to humanize one another and feel responsible for everyone鈥檚 safety and well-being. We can positively influence our surroundings and ensure everyone feels seen, validated, and heard 鈥� even if we don鈥檛 directly relate to everyone else鈥檚 experience,鈥� Stolen said.
Easier said than done
What makes this easier said than done, however, are social constructs and the unconscious biases they produce. Identity composes a wide range of attributes 鈥� from race, sexuality and ethnicity to education level, family of origin and belief structures. Some of these identities, said Stolen, carry more power in the world than others. Depending on how someone identifies, they may find themselves unjustly stereotyped by the dominant power structures of society.
Building an inclusive workplace, then, necessitates building a culture where people can feel safe and supported enough to interrogate their biases and push back on the inclination to stereotype. A first step involves simply accepting that such biases exist and that typically we have little opportunity to reconsider our ingrained beliefs. As Stolen explained, 鈥淨uite often, we interact with folks who look, feel, act like us, or have identities roughly like ours. Therefore, we can鈥檛 do anything aside from perpetuate these stereotypical beliefs about folks in other social groups. That鈥檚 because we aren鈥檛 being exposed to anything different to dismantle these inaccurate ideas. We need to break this cycle and cultivate mindfulness to expand our idea of what collective community looks like.鈥�
It also involves seeing this work as more of a journey rather than a destination. 鈥淭his work requires consistent and intentional engagement with yourself and others that you interact with daily,鈥� said Stolen. 鈥淛ust like anything else you aspire to change in yourself or in your environment, you must commit that same time and effort in showing up as an ally and advocating for necessary change.鈥�
Taking action
So, what does this look like in practice? Stolen noted that 海角吃瓜黑料鈥檚 commitment to building an inclusive workplace involves investing in culture awareness training and dialogue. For example, in 2024, the company launched an internal committee dedicated to ensuring that its priorities are considered through an inclusive lens.
Stolen described how these efforts are not viewed as one-offs by the company. Instead, they are part of a continuous, holistic and ever-evolving move toward a more inclusive culture. This is an important feature of 海角吃瓜黑料鈥檚 larger goal of being a workplace where every employee feels comfortable bringing their authentic self to work and can:
Remain present even when uncomfortable;
Accept that we are all part of the problem and must work to change society for the better;
Learn how to empathize with others鈥� experiences that are different from their own;
Make mistakes while striving for a better tomorrow;
Educate themselves and those around them; and
Not expect those with the least power in society to do the brunt of the work.
How to promote inclusivity during the holidays and everyday
Holiday periods are a perfect opportunity to promote an inclusive culture, Stolen noted. For many, holidays are informed by cultural identity. It is important to be mindful around language and emphasize respect for all regardless of individual beliefs. 鈥淛ust because you don鈥檛 celebrate certain holidays doesn鈥檛 mean that you are exempt from being aware and educated on holidays and religious practices that others celebrate,鈥� Stolen observed.
Of course, there are many other ways to build inclusivity year-round, including:
Researching histories of marginalized groups and investing in cultural awareness development.
Developing ally programs/affinity groups and creating places for folks to find community and to encourage dialogue around challenging topics.
Hosting 鈥淟unch and Learns鈥� that expand cultural humility and awareness. 海角吃瓜黑料, for example, recently hosted one titled, 鈥淐hallenging Stereotypes and Microaggressions.鈥�
Surveying your workplace to better understand understand your company鈥檚 culture better and find opportunities for improvement.
There is no time like today
Building an inclusive culture takes work; there is no doubt about it. But as the holiday season continues, there is no better time to begin nurturing greater respect, empathy and belonging in the workplace. Stolen noted that when companies commit time and resources to encouraging inclusivity, great things can happen.
鈥淲orkplaces that commit to inclusivity become more instrumental to their employees, customers and communities.鈥�
Wellness includes mental, psychological and physical health; don鈥檛 dismiss it!
Employee wellness is at a crossroads in 2024. Despite increased attention from employers, mental and emotional health challenges remain distressingly common in the workplace. In a recent ADP survey, nearly half of employees said their work has suffered due to poor mental health. Additionally, the number one cited workspace challenge was burnout.[i] These results should serve as a wakeup call for businesses, especially when you consider the consequences.
Many business leaders know turnover is a huge driver of costs, with some estimates saying that replacing a worker can cost 鈥渉alf to four times the employee鈥檚 annual salary.鈥�[ii] That means if you鈥檙e 鈥渉iring for a job that pays $60,000, you could be spending upwards of $180,000 to fill that role.鈥�[iii]
Given these costs, investing in employee wellness is not just beneficial 鈥� it’s essential. To mark National Wellness Month this August, we spoke with 海角吃瓜黑料 HR Director Stacy Stolen about the significance of wellness and how agencies can better address this crucial need.
The multifaceted nature of wellness
Most people would agree that workplace wellness matters. However, if you asked folks about what exactly goes into wellness, you鈥檇 probably get a range of answers. That鈥檚 because wellness isn鈥檛 one thing but the 鈥渃ulmination of one鈥檚 mental, psychological AND physical health,鈥� said Stolen. 鈥淎chieving wellness is a uniquely individual experience,鈥� she continued. 鈥淚t鈥檚 based on one鈥檚 lifestyle, identities, cultural understanding and commitment level to change.鈥� Businesses must embrace this idea and approach wellness with something more than a one-size-fits-all approach.
The relationship between wellness and inclusion
Naturally, this means wellness connects with inclusion, a topic previously explored on this blog. Inclusion initiatives, said Stolen, 鈥渉elp employees feel safe bringing more of themselves to work.鈥� This approach is different from what has often been done historically, which required employees to downplay 鈥減arts of themselves for purposes of assimilation.鈥� When companies show that they genuinely value every team member鈥檚 knowledge, skills, input and life experience, they help foster an inclusive culture which, in turn, promotes employee wellness. This doesn鈥檛 happen automatically, said Stolen. It requires 鈥渁 trusting relationship between employer and employee鈥� born out of a company making 鈥渋ntentional and informed choices that allow [employes] to fully show up and contribute their maximum potential.鈥�
Connecting the individual to the collective
How does a business make space for everyone鈥檚 individual needs while still focusing on its collective identity and goals? For Stolen, it is a symbiotic relationship. 鈥淏y working collaboratively with each other through the process of learning and unlearning,鈥� she said, 鈥渨e can ensure the success of the individual AND the collective.鈥�
Much of this can be accomplished by simply reframing the golden rule of 鈥渢reating others as you want to be treated,鈥� to treating 鈥渙thers as they want to be treated.鈥� By doing so, employees stop seeing everything solely through the lens of personal experiences. Over time, a culture emerges where employees genuinely want to recognize the experiences of others. That鈥檚 because they will feel confident that their own experiences and abilities will also be respected and embraced.
Wellness in action at 海角吃瓜黑料
There are numerous ways that organizations can cultivate wellness in the workplace. Here are of some of tools and resources 海角吃瓜黑料 has created to contribute to the wellness of staff and external agents:
A standing activity at all-company calls,which is designed to give executive leadership a moment to address staff concerns and increase transparency.
An 鈥淓mployee Resource Group,鈥� which champions 鈥淐aring鈥� across all levels and functions of the organization.
A paid volunteer day for all employees.
An 鈥渆mployee engagement team鈥� whose purpose is to create an environment where employees feel engaged, rewarded and personally committed.
All-staff wellness challenges, such as a recent 鈥淔itness Challenge.鈥�
鈥淢ental Health Awareness鈥� month activities, wheremanagers focus on encouraging work/life balance, sharing mental health resources and making space for employees to find support.
CEO email check-ins on employee stress levels.
The 海角吃瓜黑料 Employee Assistance Program (EAP), which delivers free, professional and confidential support and guidance to employees and their families in the following areas:
Family
Work
Money
Legal services
Identity theft recovery
Health
Everyday life concerns
Company-wide, HR-led meetings that are specifically geared toward addressing wellness.
The lasting importance of wellness
When asked for her final thoughts on wellness, Stolen was unequivocal: 鈥淭he work we do is already stressful, right? We don鈥檛 need to add additional layers and barriers to entry. Instead, we want to open doors and drive innovation. We must rethink what we鈥檝e been taught about others and center employee wellness as a foundational pillar to company success.鈥�
Ensuring that all employees feel their experiences and capabilities are valued can go a long way toward building this type of wellness and helping businesses thrive. Incorporating strategies and resources such as those listed earlier can be similarly effective.
Stolen reinforced these ideas, noting that when companies take these steps, everyone benefits. 鈥淭oxic workplaces obviously can damage one鈥檚 mental state, whereas an inclusive and safe environment can motivate people,鈥� she said. 鈥淐ompanies should want to address these issues because it鈥檚 the right thing to do and because it鈥檚 a business necessity. If you don鈥檛 ensure employee wellbeing, it can have negative impacts on your team and lead to poor business outcomes.鈥�
Reduce stress for a happier and healthier workplace.
April is 鈥淪tress Awareness Month,鈥� making it the perfect moment to explore how stress affects both individuals and organizations. While stress is a normal process, it can take a toll when left unchecked. 海角吃瓜黑料 HR Director Stacy Stolen discusses the consequences of runaway stress and shares strategies for creating healthier workplaces.
Stress 101
Everyone experiences stress, but have you ever wondered what exactly it is? Stolen says that while stress typically carries negative connotations, on a basic level, it is simply the body鈥檚 response to a demand. Any change in a person鈥檚 day-to-day life can be stressful.
Here are a few more important things to know about stress:
Stress affects everyone.
Not all stress is bad.
Long-term stress can harm your health.
There are ways to manage stress.
If you feel overwhelmed by stress, it鈥檚 important to reach out to a health professional.
Where does stress often show up?
Stress can be anywhere, but it frequently pops up in workplaces, where it can do sizable harm. 鈥淲orkplace stress has adverse effects on workers鈥� mental health, with an increased risk of anxiety, burnout, depression and substance use disorders,鈥� Stolen said. 鈥淪tressed workers are more likely to engage in unhealthy behaviors, such as drug abuse or poor dietary patterns.鈥�
The negative consequences of stress affect businesses as well. 鈥淚t decreases employee productivity,鈥� said Stolen. 鈥淚nteractions with co-workers may also become strained, causing conflict, complaints and grievances; health concerns; and higher absenteeism.鈥�
Reducing stress begins with awareness
Given how serious stress can be, it must be elevated as a topic of concern for businesses. Employees must also feel comfortable talking about their stress levels and seeking help when stress becomes unmanageable. According to Stolen, recent years have brought increased cultural awareness of the consequences of stress 鈥� which is a welcome change. 鈥淚t has become more acceptable to 鈥榯alk鈥� about stress,鈥� said Stolen. Yet there is still more work to do. 鈥淐ompanies are still struggling to manage workplace stress,鈥� said Stolen, 鈥渁nd perks like onsite gyms and nap rooms are not the answer to our problem. We must go deeper.鈥�
How can workplaces better address stress?
Addressing the root causes of stress meansdigging into the psyches of stressed-out employees. 鈥淚f your employees perceive your workplace as a threat, then you cannot build the trust your team needs to collaborate and innovate effectively,鈥� Stolen said. 鈥淓mployers need to shift from individual-level to organization-level approaches for reducing stress, which can foster employee well-being while simultaneously improving business performance.鈥�
How does 海角吃瓜黑料 reduce stress?
海角吃瓜黑料 has developed a plan to reduce workplace stress. Part of this includes the 海角吃瓜黑料 Employee Engagement Team (EET), which helps employees 鈥渇eel engaged, fairly compensated, rewarded, and personally committed to and inspired by their work.鈥�
The underwriter also tries to let all employees know that it is not only acceptable to take time off to rest and recharge 鈥� but encouraged. Additionally, Stolen is working on a mental health 鈥渃hallenge,鈥� where she reaches out to managers to determine if their direct reports have large PTO balances. The intention is to determine whether team members are using the time that they have earned, and if not, to understand why.
海角吃瓜黑料 also runs several internal challenges driven by its EET. These focus on stress reduction, fitness and kindness, and mix in other fun challenges such as. Examples include a baby pics challenge, trivia games; and virtual holiday celebrations.
Stolen notes that many of 海角吃瓜黑料鈥檚 initiatives revolve around encouraging laughter throughout the day. Now, humor can鈥檛 cure all ailments, but data has proven that a good laugh can have short- and long-term benefits, including:
Short-term benefits 鈥� Laughing doesn鈥檛 just lighten your mental load, it induces physical changes in your body:
Laughter enhances your intake of oxygen-rich air, stimulates your heart, lungs and muscles, and increases the endorphins that are released by your brain.
A rollicking laugh fires up and then cools down your stress response, and it can increase and then decrease your heart rate and blood pressure. The result? A good, relaxed feeling.
Laughter can also stimulate circulation and aid muscle relaxation, both of which can help reduce the physical symptoms of stress.
Long-term benefits 鈥� Laughter isn’t just a quick pick-me-up, it鈥檚 also good for you over the long term:
Positive thoughts release neuropeptides that help fight stress and potentially more serious illnesses.
Laughter may ease pain by causing the body to produce its own natural painkillers.
Laughter makes it easier to cope with difficult situations. It also helps you connect with other people.
There is no magic bullet against stress, but progress is possible!
鈥淚 have no secret sauce or silver bullet,鈥� Stolen said when asked about how she manages her own stress. 鈥淏ut what I have learned is that I need to unplug and be able to tell my boss when I am stressed and need help 鈥� not so I feel weak, but so I can be good to myself.鈥� This is an effective summation of how we can all better manage stress in our lives and particularly in the workplace. Through a combination of honesty and proactivity, individuals can ensure that they keep their stress levels at a reasonable level. Businesses can also follow this approach during Stress Awareness Month and year-round to create happier, healthier and more sustainable workplaces for all.
