June 13, 2025 • 45 mins
What if your most valuable asset isn't listed anywhere on your balance sheet? As businesses struggle with burnout, retention, and ever-increasing demands, well-being strategist Anita Barbero offers a compelling vision for transforming workplace cultures through mindful, strategic wellness integration.
Drawing from her extensive experience with iconic brands including ESPN, Disney, and Chewy, Barbero dismantles the misconception that well-being is merely a nice-to-have perk. "It needs to be embedded into the very fabric of the organization," she explains, presenting a business case that's impossible to ignore: companies investing in mental health initiatives see up to four times return through reduced absenteeism, increased productivity, and lower healthcare costs.
The magic happens when wellness isn't treated as a disconnected event but woven seamlessly into the corporate rhythm. Rather than disruptive hour-long sessions, Barbero advocates for "mindful minutes" before meetings, short guided breaks, and accessible resources that employees can engage with on their own terms. These micro-interventions, when practiced consistently, create measurable momentum.
The pandemic marked a turning point, revealing what's possible when leaders show up with vulnerability and humanity. "Record numbers attended virtual well-being sessions," Barbero shares, "and executives appeared from their living rooms—not polished, but real." This crisis taught us that resilience isn't about pushing through; it's about pausing, connecting, and creating space for what's authentic.
By blending science (evidence-based tools), spirit (purpose and connection), and strategy (sustainable practices), Barbero offers a holistic approach to workplace wellness that transcends trendy programs. In a workforce that's "tired, burned out, and craving something real," these practices aren't luxuries—they're necessities for organizations that want to thrive.
Looking for practical strategies to transform your workplace culture? Connect with Anita Barbero at anitabarbero.com or find Renew Your Health on social media to discover how mindful moments can create measurable momentum in your organization.
Thanks for tuning in to this episode of Follow The Brand! We hope you enjoyed learning about the latest marketing trends and strategies in Personal Branding, Business and Career Development, Financial Empowerment, Technology Innovation, and Executive Presence. To keep up with the latest insights and updates from us, be sure to follow us at 5starbdm.com. See you next time on Follow The Brand!
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:02):
Welcome everybody to the Follow Brand Podcast.
This is your host, grantMcGaugh, and I am going to bring
someone to the stage I have somuch respect for.
She's been through my programand she has taught me so many
things.
You always think you're thereto give information and to guide
someone, and then you find out,you get guided, you get the
(00:23):
information to guide someone,and then you find out you get
guided, you get the information.
This was my experience withAnita Barbaro, who's going to
introduce to us what she's allabout and she's bringing a
unique service to corporateAmerica that we need so much of
today in the realm of mentalhealth and the things we can do
to actually help ourselves gethealthier, completely and
(00:46):
holistically.
So I'd like to get herintroduced.
We're going to have a candidconversation about what she does
and why she does it.
So, anita, you'd like tointroduce yourself.
Speaker 2 (00:56):
Yes, I'm Anita.
Thank you, grant, so much forhaving me on your podcast.
You have helped me so much.
I am a well-being strategistconsultant and I am just
immersed in well-being.
I have been most of my lifeinto health and wellness and I
(01:17):
just have a passion for passingthe gift of health and wellness
to as many people as I can, andI really got involved in the
corporate world and fell in lovewith the corporate world
because the people were sowonderful and I just felt that I
could share the gift and myenergy there and it's been just
(01:41):
a great experience.
Speaker 1 (01:43):
I tell you what you said something well-being
strategist.
I like the way that sounds.
So we want to unpack just alittle bit of that Now.
You've worked with some iconicbrands we're talking Disney,
ESPN, chewy.
I want to understand and I knowthere's some misconception with
(02:04):
companies and people.
They understand, you know abouthow that integrates with the
workforce.
So when you think about this,like, what is the biggest
challenge or misconception thatyou think people have about
integrating well-being intohigh-performance work culture?
Speaker 2 (02:24):
Yeah.
So that's a good question,grant.
I think one of the biggestmisconceptions is that
well-being doesn't need to be acore priority.
It often seems like it'ssomething extra or assumed to
maybe be covered by an existingbenefits package maybe be
covered by an existing benefitspackage.
But if a company wants to builda truly high performance
(02:48):
culture, well-being just can'tbe an afterthought.
It needs to be embedded intothe very fabric of that
organization and with that itcould even be woven into the
mission, the leadership strategyand the day-to-day employee
experience.
(03:09):
You know, what I learned is thatcompanies often talk about
bringing more value to theircustomers, but what about
bringing more value to thepeople behind that success?
Because when you prioritize thewell-being of your people with
programs that go beyond the norm, programs that are thoughtful,
(03:32):
relevant and even restorative,you're showing that care is a
company value and that kind ofculture only drives performance.
Not only drives performance,but it also improves retention
in grant, especially with theseyounger generations who are
(03:53):
really seeking more meaning andpurpose in their lives and more
purposeful ways they work and inenvironments where they feel
more supported.
So that's where I reallybelieve that there's our
misconceptions.
Speaker 1 (04:11):
You know you really framed that answer very, very
well and put it into context,because the biggest expense on
any corporate balance sheet isis human capital, it's your
people.
So how are you investing in inthat particular asset and
(04:32):
keeping it a well-oiled machine,so to speak?
Exactly so when you talk aboutnow your approach, your
particular approach as awell-being strategist, your
approach isn't just about thewellness.
It it's about business results,which is a different take that
I think a lot of people don'tlook at it like that, but you
see the holistic view from thecorporate lens.
(04:53):
It's about business results.
So the question is how do youhelp executive teams see
well-being as a strategicimperative and not a nice to
have?
Speaker 2 (05:07):
Yeah, nice to have.
So that's an important questionreally, because well-being
really is a business strategy.
It is not just a perk andexecutive teams need to see
results and I definitely andcompletely understand that.
But what I experiencedfirsthand during my time leading
(05:30):
wellness for a decade at ESPNand even though, grant, we
didn't track like formal metricsat the time, we did see
consistent growth inparticipation.
We did see consistent growth inparticipation, increased
(05:51):
engagement and a noticeablecultural shift over time because
leaders were showing up tomindfulness sessions and
implementing mindful minuteseven before or after their
meetings and employees werebuilding well-being into their
daily routines because and thisis big they had the permission
(06:15):
most times to do that permissionfrom the leaders.
And when people, as we know, aremore present, less stress and
feel more supported, theyperform better.
It's a ripple effect thatreally did reach across
departments and that was reallyevident.
Companies that do invest inmental health and stress
(06:40):
reduction the data and theresearch is there they see up to
four times of a return on theirinvestment in reduced
absenteeism, increasedproductivity and even lower
health care costs.
This is all recorded.
And we also know that highstress is a leading cause of
(07:07):
burnout and turnover and thisdirectly impacts retention and,
ultimately, the bottom line.
So, honestly, when I work withcompanies, I just don't start
with a generic solution.
I start by understanding theirculture, their pain points and
(07:32):
what's already in place, andthen I tailor well-being
strategies that actually fitinto their reality and their
workforce.
It's where the shift trulyhappens.
So, from nice to have tonecessary for long-term
(07:53):
performance, because whenemployees who give so much at
work and that's what I alwayssaw, when they give so much, but
they feel seen, supported andthey feel well, they do show up
differently.
And how they show up impactseverything that businesses pay
(08:14):
attention to, from innovation toclient satisfaction and to even
the bottom line.
And now it's reputation,because, as we know, business
competition is fierce,especially with this increase in
social media.
Speaker 1 (08:33):
And you frame that wonderfully, letting us know you
know your differentiator, whatreally resonates with the
businesses that you work with.
You've done your research andyou understand what's no, that
don't just ticks the box butactually makes a difference.
I want to know now how you gotinto this field.
(08:53):
You know, like I want tounderstand.
If you don't mind, just tell usabout.
You know a moment or the momentthat you realize that workplace
well-being could become yourparticular, your life's calling
and not just your career?
Can you give us some contextaround that?
Speaker 2 (09:15):
Yeah, I love that question too.
So that realization came duringmy time leading wellness at
ESPN.
During my time leading wellnessat ESPN, we had launched
programs with.
I had launched, with a verysmall team, programs across the
country or across the companynot across the country yet, but
(09:35):
across the company, which wasglobal.
Right, espn is a big companyand from mindful minutes to
movement breaks and then overtime, I did notice something
deeper than just theparticipation grant.
People began telling me howthese moments of pause were
(10:00):
helping not just them getthrough their workday but
actually feel better aboutthemselves.
The work that they did and iteven spilled over into their
home lives, which was so dear tome.
Colleagues saying after a guidedsession that this has helped me
more than you know.
(10:20):
And honestly, from those guidedsessions, those meditation
sessions and movement sessionswith a few dedicated individuals
, is where a mental healthaffinity group and for our
listeners that don't know whatan affinity group is, it's a
specialty employee resourcegroup and this particular
(10:43):
affinity group was a mentalhealth one called Trust and it
was birthed from thosemeditation sessions with a few
individuals that kept attendingand they felt the need and I'll
have to say it's still goingstrong today, and that's when it
became clear this just wasn't ajob or a program, but it was a
(11:09):
calling, and, for me, acorporate calling.
I've always believed that we'reall given gifts that are meant
to share and, honestly, my faithhas also, and always, guided me
toward helping others reconnectwith their strength, their
(11:29):
resilience, and especially inenvironments that demand so much
.
So for me, workplace well-beingwasn't just about reducing
stress, and it still isn't today.
It's about honoring the wholeperson, and really that's when
everything changes, and I sawthat firsthand.
Speaker 1 (11:51):
I tell you, you helped us all see that and hear
that in your voice, in theenthusiasm, your energy, just
re-experiencing that momentRight, and I love it seems to me
like you caught a rhythm.
There was a harmonic momentthat happened.
You're like, hey, this is agift that I can give to others
(12:15):
and which they find valuable andthat they were willing to and
the need for, to invest in,because if we don't invest in
ourselves and our ownindividualism, our health in a
lot of other ways, this is soimportant.
It's such a stigma I thinksometimes people think about
(12:35):
yeah, if you catch a cold andeverything like that, yeah, you
go get medication, you get sick,but we get mentally fatigued,
we get emotionally fatigued, weget emotionally fatigued.
There's a lot of things thattake us out of rhythm with
ourselves, that we may not knowhow to heal.
And I think you bring that tothe table of how to heal and how
(12:56):
to actually heal and feelbetter.
Now in your work, you emphasizeembedding well-being into the
corporate rhythm.
I want to understand that alittle deeper.
What does that look like inpractical terms?
If you are chief human resourceofficer of a major corporation
(13:18):
like a Disney or a Chewy or ESPN.
What does that really look likein practical?
Speaker 2 (13:27):
terms.
And I love the idea of rhythm,you know, because even in
corporate America there is arhythm and it could be a good
rhythm, right, it could be areally good rhythm by embedding
well-being into the corporateenvironment and treating it.
(13:47):
The rhythm would come from nottreating it as something extra.
It means that it would become apart of how the organization
functions day to day.
And in practical terms, Iparticularly start by
understanding the company, thecompany's current culture, and
identifying the real pain pointsfrom there and then design a
(14:13):
simple or simple, doablestrategies that can fit into the
existing workflows, not disruptthem.
That's the key.
Disruption doesn't createrhythm and at ESPN we knew we
had to engage executives andmiddle management if we wanted
(14:36):
lasting impact.
So we started small, setting upbrief but consistent wellness
moments just for the leaders,like, for instance, five-minute
guided meditations once a week.
We scheduled them at a timethat worked for them and that's
(14:59):
the thing.
It was all about them.
It wasn't about us, ourschedules, our time, it's about
them.
It was all about them.
And what we found was even thebusiest leaders appreciated
those pauses Once theyexperienced the shift in focus
and calm.
(15:20):
Then we were able to go deeperwith them staff meetings to
offer mindful minutes beforethey began, which really is just
a few moments to center and tobring everyone into full
presence.
This is still today and was sopowerful then.
(15:45):
We also brought in externalvoices, which means like mindful
leadership experts andcommunity leaders and even
executives from other companiesto speak and reinforce why this
message works and why it mattersBecause, as we know, grant that
(16:33):
knowledge is power, honestlyand especially for decision
makers.
We always presented thebusiness case for brought in
experts.
That was huge and connectingwell-being directly to focus,
resilience and performance didmake the business case and
that's what made it stick.
It wasn't about adding more.
It was really about beingintentional of what we offered
into that corporate rhythm.
Speaker 1 (16:54):
I tell you, you really know your service, you
know what works, how you canhelp executives in the moment
that they're actually conductingbusinesses, and you know what.
Let's go in here and steal fiveminutes, but you're actually
adding value for those fiveminutes.
That are just wonderful.
And it's the performance right,the energy boost you need
(17:17):
because these arehigh-performing executives, they
are a huge capital investmentright, and you want your
Maserati, so to speak, to berunning on all cylinders at all
times to get the maximum amountof output that you're looking
for.
I think that is wonderful aboutthat.
So that's rhythm.
I hear what you're saying.
(17:37):
So you're fine tuning everybodyand you found the way of doing
that that doesn't disrupt thecompany culture.
You actually enhance it and Ithink that is wonderful.
Actually enhance it, and Ithink that is wonderful.
I want to, because you saidsomething about disruption and
about you know how thatdisruption can happen.
And then you got to get thingsback on track and get more
(18:00):
harmony into it, more rhythminto it.
Now you led well-beinginitiatives during one of the
most stressful times incorporate history, that is, the
pandemic COVID-19.
I want to know, because youlived through that right.
We all did.
But, you were actually doingyour particular service in a
(18:21):
corporate setting.
What lessons did you learnabout resilience, leadership and
adaptability during that time?
Speaker 2 (18:31):
Yeah.
So I'll tell you that is such agreat question and really dear
to my heart, because thepandemic was one of the most
defining periods of my career.
What really struck me was howwell-being something that was
often considered optional,well-being something that was
(18:55):
often considered optionalsuddenly became a priority
Because, let's face it, everyhuman being was affected during
that pandemic.
It was global and I even youknow it was worldwide and not
only did that affect our workenvironment, but it affected our
families.
It just couldn't be ignored.
It affected every part of ourlives.
And what was really compellingwas leaders who had never really
(19:21):
engaged with well-beinginitiatives before were reaching
out to us the wellness team,not just at ESPN, but even
Disney, who is our parentcompany and they were asking how
do we support our people rightnow?
Like they were almost desperate, and we can understand that.
(19:45):
And what we saw, grant, wasrecord numbers showing up to
virtual well-being sessionsduring that time and people
shared openly and listeneddeeply.
We partnered closely duringthat time with our EAPs, so we
were all on these virtual callstogether and what moved me most
(20:10):
was seeing executives show upfrom their living rooms not
polished but real and vulnerable.
Wow, that visibility thatshared humanity definitely
changed things.
One of the biggest lessons Ithink we all learned was that
(20:32):
resilience isn't just aboutpushing through.
It's about pausing, connectingand then allowing space for
what's real.
And that's what the pandemicdid allowing space and then
leadership.
The most powerful form we sawwas human presence and
(20:57):
adaptability.
I remember thinking as I wasgoing through this was really
did it take a global crisis forus to lead with our humanity
first?
And that experience shapedeverything for me as I choose to
(21:17):
step now into this biggercorporate world of well-being,
because I saw what was possiblewhen people feel supported, seen
, cared for that's big Cared forand then heard there's no going
back.
It's just about integratingbetter, and that's what the
(21:40):
pandemic did for me.
Speaker 1 (21:44):
Oh man, I'm glad you shared that story.
Everybody can probably rememberwhat were you doing back then.
What was it like?
And we were all living in this,really a virtual world.
We couldn't go outside.
And then how do you findsupport?
And you showed that.
You showed leadership andwell-being.
So I see why you call yourselfthe well-being strategist,
(22:04):
because you used that strategyand promoted well-being in a
world where we already know wewere stressed out, we had a lot
of anxiety, we didn't know whatwas going to happen next and it
was a trying time.
Now we're still in trying times.
We are in trying times evenright now about where the world
is going, but where our businessis going, and there's so many
(22:25):
different levers that are takingplace.
Now I have found that, as faras what I call the status quo
that many leaders think,offering yoga or meditation once
a quarter, you know it checksthat wellness box right now.
I got that checked out andthat's it.
(22:46):
They're not really digging inand seeing how this really
guides a company.
So the question is how do you,from your lens as a well-being
strategist, how do you guidecompanies from one-off
initiatives to a full culturalshift?
Speaker 2 (23:08):
Yeah, so that's so true, Grant, that many leaders
do start off with maybe aone-off yoga class or quarterly
meditations and they're offeringthat and they check the box
right.
But that really isn'twell-being, that's an event, and
events don't change culture.
(23:28):
Events don't change culture.
So what I do is help companiesmove from occasional activities
to ongoing integration, and thatbegins by listening and really
understanding what's happeningin their culture.
What are employees strugglingwith and where is leadership
(23:51):
aligned or disconnected?
That's important and from there, from that point, we co-create
something sustainable andrealistic not overwhelming, but
more meaningful and consistentfor that corporation.
At ESPN, we did see the shiftwhen we started embedding short
(24:16):
well-being moments into meetingsthat engaged leadership
consistently, and we offeredflexible resources like guided
videos.
There was a program calledEverybody Moves and it was these
videos that employees couldaccess at any time.
It was movement videos becausewe knew that you know expecting
(24:40):
employees to take their halfhour breaks or exercise for the
amount of time, but they neededto move and they had access to
this and they had access to this.
So we found that whenwell-being is woven into the
rhythm, like we said before, oftheir workday, not just
scheduled once a quarter, thatit becomes a lived experience,
(25:04):
not a side program, and culturechanges again when leaders set
the example.
So when employees believe thatit's acceptable to pause, like
when they offer these mindfulminutes in before or after
meetings and you don't have tobe a specialist or a meditation
(25:25):
person to offer a mindful minute, anybody can do it, you just
it's a moment of pause and whenemployees know, and then when
they feel that support and it'sconsistently available, that's
the thread that maintainsorganizational integrity, and
(25:45):
not just when it's convenientman, well stated, well stated.
Speaker 1 (25:58):
I.
I believe in what you're sayingand I can feel that that you
can't just be a one-off, youcan't just, you know, ride the
bike once and now you've got,you know, the cardio that you
need.
You know, for the whole week,the whole month, the whole year
you've got to constantly bepriming that pump and it becomes
a habit, a very positive habit,in what you're doing.
I love what you just said aboutthat.
Now you've got some programsthat you've created, like
(26:22):
Wellbeing.
Your Way, I think, is one ofthem, and you did one at ESPN.
I think it's called the TrustGroup, right?
I want you to understand, orhelp us understand.
Can you share howpersonalization plays into
sustainable engagement?
Can you elaborate on that alittle?
Speaker 2 (26:39):
bit Sure.
Sure Because, honestly,personalization is the key to
making well-being stick.
You know employees, people wantto know that you care, and to
show it in some kind of apersonal way is really is what
makes it stick.
It's not a one size fits allapproach.
(27:01):
That never works, especially inhigh stress environments like
corporate teams and even healthcare grant teams and even
healthcare grant.
That's why I created programslike Wellbeing your Way that's
now being offered in Chewy andwhen I was at ESPN, the Trust
(27:24):
Mental Health Group that wecreated was just an amazing
initiative that gave peopleoptions, because we found out
that engagement grows whenpeople are met where they are
and they know that you care.
So that's important.
(27:45):
And there's folks that lovemeditation and others who prefer
or need movement or even justthe space to talk.
So by offering these differentpaths which is what Wellbeing
your Way does and trust and thenthat Everybody Moves program,
by offering these differentpaths, well-being becomes
(28:08):
approachable and personal andit's not a prescription, right,
it's not a prescription andthat's what inspired me to
create even this library of 42short, professionally produced
mindfulness videos forhigh-stressed industries, where
(28:30):
people often don't have the timeor the bandwidth for these long
one-hour sessions, so they'retools that can be embedded right
into the workday, on demand, atthe desk before or after a
shift or whatever works for them.
Because what I discoveredduring my time at ESPN and now
(28:55):
is that when employees canaccess support in ways that they
feel it's a natural part oftheir work day or their
workplace reality, even, that'swhen engagement becomes
sustainable and well-beingbecomes a part of the culture.
It's not just an initiative.
Speaker 1 (29:15):
Well, I love that.
That's what I'm talking about.
How do you get it to where?
It's sustainable?
It's habitual.
You've done your homework andunderstanding the time is a
premium, right, time is apremium and you're working with,
you know, high, high profileexecutives.
They're high performingindividuals and time.
(29:36):
I don't have time for all that.
Well, guess what?
You have time to fill gas, putgas in your car, right, right,
so you've got to put some gas inyour car, so to speak, your,
your human vehicle, right Forfor it to operate, and've shown
a way to get that pit stop.
Those little five minutes.
This and that, and there'sdifferent ways of getting I like
(30:03):
42 videos.
You have 42 ways to go ahead andre-energize yourself or renew
your health.
You know, I'm going to go intothe name of your business.
We have 42 ways to renew yourhealth.
I really, I really like that,you know, because here's the
deal.
We know that companies arestruggling with burnout,
especially like in healthcare.
It is huge.
And then you get attrition.
People leave the business,right, you know?
And it's just like wow, how canI get people to stay here and
(30:25):
not be burnt out?
And they need to understandlike, okay, where do I start,
Anita, because I hear whatyou're saying.
I like what you're saying.
Here's my big challenge.
I'm struggling with burnout.
I'm struggling with attrition.
What can I do to get startedNow?
If you don't mind, share withus what are one to two
(30:49):
high-impact changes that theycan make immediately.
Speaker 2 (30:54):
Okay, yeah, that's a very thoughtful question and I
would say, grant, it would startby listening, listening to your
people and then to the data.
Burnout often comes fromfeeling overwhelmed by work and
unsupported, which highlightsthe need for honest
(31:16):
communication.
That's another thing.
So you listen and that starts,opens the door to honest
communication.
And then another immediatechange is to normalize regular,
meaningful pauses throughout theday, and this could be as
simple as short guided breaks orteam check-ins that create the
(31:41):
space for mental reset, becauseit's these micro moments of
mindfulness that are powerfulwhen done consistently.
So, yeah, it's listening, andthen to retain, or retain to,
yeah, to re.
We want to retain the managers,but I think, and I've always
(32:02):
thought, this why don't weretrain managers to lead with
empathy and awareness, maybe inthe onboarding process as their
move to leadership positions?
Because they are the frontlineof the culture and when they're
overwhelmed or unaware, itripples throughout the team.
(32:22):
So, equipping them with simpletools to stop burnout early with
themselves, right, and thenwith their teams, and to create
psychological safety and modelwell-being in their own work,
that's when leaders canliterally shift the culture, and
(32:45):
I think those are two ways tobegin that we got to take that
to heart, not just listeningwhat you just said, but practice
them.
Speaker 1 (32:56):
And the more we practice this them, we can start
seeing measurable difference.
As they say, if you, you can'tmanage what you can't measure,
so if you can measure it, thenyou can manage it.
So you've got to start doingsome things that create that
opportunity to measure.
Speaking of that, which is likescience, I want to know,
(33:16):
because you spoke earlier aboutfaith, your particular faith.
You've got to have something tobelieve in.
So how do you blend science,spirit strategy in your sessions
with?
You know different leaders,different teams, and here's the
question why does that blendmatter, now more than ever?
Speaker 2 (33:41):
Yeah, I love that science, spirit and energy and
strategy.
It has so such a beautiful flow, just that, that, that saying
right, science, spirit andstrategy.
And that is at the core of howI work, Grant, and I do believe
that is what makes my approachboth effective and deeply human,
(34:04):
because science gives us thedata which we need and we know
with that data that chronicstress impacts the brain, the
heart and even decision-making.
So I like to use evidence-basedtools like mindfulness and
(34:25):
movement that have been provento reduce stress, improve focus
and increase emotionalresilience.
I mean, even you know breathwork through mindfulness.
You know taking that breath hassuch calming effects.
So we know that the science canprove that the spirit piece is
(34:49):
what can't always be measured,right, it's purpose, presence
and connection and, especiallyin leadership, down naturally in
(35:21):
communication to their teams.
So that's, I love bringing thatspirit piece into it, because I
believe every you know humansare spiritual beings, right, and
we just have to bring it out.
And we can do it in corporateAmerica too, and the strategy is
where it becomes sustainable.
(35:42):
It's not about, like we said,these one-off sessions.
So I work with companies toembed wellbeing into their daily
routines, their team cultureand leadership communication.
So it's not just a program, butit's actually a way of
operating.
(36:02):
And your question why does thisblend matter more now than ever?
Well, honestly, because theworkforce is tired, burned out,
we know this, and people arecraving something real.
And because of the pandemic,you know that was the silver
(36:24):
lining.
I really think there was asilver lining in this pandemic.
We know that that craving isreal, it's there.
And when we do choose tocombine the science with the
spirit and then the strategy,you don't just address
performance.
(36:44):
You can then ignitetransformation, and that's what
needs to happen.
Speaker 1 (36:52):
I love that man.
We got to get more life forceinto our lives, right, that's
the spirit of life.
You've got to put more lifeinto what we're doing.
That's our green leafyvegetables, right.
So we've got to eat right andwe've got to breathe right.
We've got to feel what we'redoing.
If we have more feeling intowhat we're doing, this is
(37:13):
wonderful.
Now we work together.
We work together for about fouror five weeks and I thank you
for that, for bringing me intoyour world, saying, hey, grant,
bring to me what you're doing.
I'm going to show you what I'mdoing and we're going to bring
that together so we can even getthis message out further or
reach, because it's so in demand.
You just said the workforce istired, is beat up, it's burnout,
(37:36):
they're not seeing somethingthat's tangible in front of them
.
You bring that out.
Now you have a tagline.
It's called mindful moments tomeasurable momentum.
I like that Mindful moments tomeasurable momentum.
The question is, how does thatconnect to your personal mission
(37:58):
and the future of leadership ina well-being driven economy?
Speaker 2 (38:05):
Yeah, so, yeah, I love that.
And so mindfulness, when takenseriously, it is a strategy that
everyone, everyone can practice, because it just means really
(38:25):
paying attention on purpose towhat's happening right now.
So when we can train others andourselves to be mindful, then
we have a whole different way ofrolling out some of our
strategies and some of the waywe look at performance and one
(38:51):
of the things that and, as weknow so, that can create
momentum.
One of the things that reallystruck me when I first got into
corporate America and into thisconcept called mindfulness,
which I had to take on myselffirst to practice it, and I just
(39:12):
loved what was going on, eveninside of myself.
Right, it cultivates.
One of the things thatcultivate that mindfulness does
is it cultivates compassion, andthat's more than just a phrase,
it's a lived truth.
Mindfulness, you know, hasshaped the way I lead, listen
(39:37):
and serve.
So it teaches all of us, whenwe practice it, to slow other
and to respond, not to react.
Yeah, so we respond from thisplace of awareness and
(39:58):
compassion rather than being onautopilot.
Yeah, we get rid of theautopilot.
And can momentum happen withoutbeing on autopilot?
Right, yes, it can.
It can happen from the pause,but it's also something.
That's why it has to beembraced in the workforce by
(40:23):
leaders and then trickle down soeverybody feels it, everybody's
aware, and when you have that,it's a different environment and
that's what will compel andpropel the momentum.
Because in a world wherethere's burnout, disconnection
(40:44):
and rapid change are the norm,mindfulness, compassion, empathy
isn't just a nicety, it's anecessity, it becomes a
necessity and that's how teamswill communicate.
And so, as we move into awell-being driven economy,
(41:05):
leaders will no longer bemeasured by output alone, but by
the cultures that they create.
Right, wow?
Because leadership that'srooted in mindfulness, grant and
this I know fosterspsychological safety, clarity
and care.
And that's where realinnovation and engagement
(41:28):
happens, because that's whenmomentum starts to really,
really flourish and take off,when there's engagement.
So this connection betweenmindfulness, compassion,
momentum it is the foundationand it's how I believe
organizations will thrive humanfirst, with heart-centered
(41:53):
leadership at its core.
Speaker 1 (41:56):
That's the life.
That's how you renew yourhealth.
This has been wonderful.
It's been wonderful workingwith you.
I want, if you don't mind andI've been doing this for a lot
of my guests I want them in realtime to talk about your
experience in working with methrough my Brave framework.
What has that done for you inyour life and business?
Speaker 2 (42:21):
Gosh Grant.
So you came, you were mycalling.
That's what I believe, honestly, and I just needed you honestly
and I just needed you.
What you did was you really gotme to hone in on what it is
that I could communicate best inthis corporate world.
And I had to know who I was asa strategist, as a consultant,
(42:46):
because I am a meditationteacher, I am a coach, I am a
yoga, and you could put allthese things up but you helped
me really hone in on this onething that I needed to
communicate, and then everythingelse could fall underneath it.
But your strategy and you werejust so helpful.
(43:07):
You were just what I needed.
I'm very motivated, so I didn'tneed a motivation coach.
I needed you to just reallyhelp me establish what I needed
to do with homework with, and Idid it and I just feel so clear
in my communication now and,yeah, you were just a blessing
(43:30):
to me.
So I thank you and I wouldrecommend you and I have
recommended you already to somany of my friends because I
think they noticed like what'sgoing on, you know yeah, I
couldn't ask for a bettertestimonial.
Speaker 1 (43:45):
And likewise, as I said earlier, when we first
started the show, I learned somuch, you gave me so much.
Started the show, I learned somuch, you gave me so much.
And we take that energy andthat momentum and we build and
we come to this point in theroad that we can actually
elevate and I love what you'redoing and I will definitely
promote you everywhere that Ican, because what you're doing
(44:06):
is so needed and people need tohear this message and understand
.
I'm telling everybody need itand people need to hear this
message and understand.
I'm telling everybody 42 videosof how to get right and get
focused right and get alignedwith your true purpose and
mission right.
So tell us how to contact you?
Speaker 2 (44:22):
Yeah, so I'm very easy to contact.
I love being contacted and Ilove answering people's messages
.
So, linkedin I'm on LinkedInand I have my own website,
anitabarberocom Facebook,instagram.
Renew your Health is mybusiness, so whether you show up
(44:43):
as contacting me as Renew yourHealth or Anita Barbero, I'm
there in both those ways and,again, I love the engagement and
the conversation always.
Speaker 1 (44:53):
That is wonderful.
That is so wonderful.
I want to encourage your entireaudience to tune into all the
episodes of Follow the Brand.
They can do so at 5 Star BDM.
That's the number five.
That is star B for brand D, fordevelopment and from masterscom
.
I want to thank you again somuch for being on the show.
Speaker 2 (45:13):
No, thank you again.
So much for being on the show.
No, thank you, grant, Iappreciate it and loved the
conversation.
Thank you, be well, bye-bye,bye-bye.
Welcome everybody to the Follow Brand Podcast.
This is your host, grantMcGaugh, and I am going to bring
someone to the stage I have somuch respect for.
She's been through my programand she has taught me so many
things.
You always think you're thereto give information and to guide
someone, and then you find out,you get guided, you get the
(00:23):
information to guide someone,and then you find out you get
guided, you get the information.
This was my experience withAnita Barbaro, who's going to
introduce to us what she's allabout and she's bringing a
unique service to corporateAmerica that we need so much of
today in the realm of mentalhealth and the things we can do
to actually help ourselves gethealthier, completely and
(00:46):
holistically.
So I'd like to get herintroduced.
We're going to have a candidconversation about what she does
and why she does it.
So, anita, you'd like tointroduce yourself.
Speaker 2 (00:56):
Yes, I'm Anita.
Thank you, grant, so much forhaving me on your podcast.
You have helped me so much.
I am a well-being strategistconsultant and I am just
immersed in well-being.
I have been most of my lifeinto health and wellness and I
(01:17):
just have a passion for passingthe gift of health and wellness
to as many people as I can, andI really got involved in the
corporate world and fell in lovewith the corporate world
because the people were sowonderful and I just felt that I
could share the gift and myenergy there and it's been just
(01:41):
a great experience.
Speaker 1 (01:43):
I tell you what you said something well-being
strategist.
I like the way that sounds.
So we want to unpack just alittle bit of that Now.
You've worked with some iconicbrands we're talking Disney,
ESPN, chewy.
I want to understand and I knowthere's some misconception with
(02:04):
companies and people.
They understand, you know abouthow that integrates with the
workforce.
So when you think about this,like, what is the biggest
challenge or misconception thatyou think people have about
integrating well-being intohigh-performance work culture?
Speaker 2 (02:24):
Yeah.
So that's a good question,grant.
I think one of the biggestmisconceptions is that
well-being doesn't need to be acore priority.
It often seems like it'ssomething extra or assumed to
maybe be covered by an existingbenefits package maybe be
covered by an existing benefitspackage.
But if a company wants to builda truly high performance
(02:48):
culture, well-being just can'tbe an afterthought.
It needs to be embedded intothe very fabric of that
organization and with that itcould even be woven into the
mission, the leadership strategyand the day-to-day employee
experience.
(03:09):
You know, what I learned is thatcompanies often talk about
bringing more value to theircustomers, but what about
bringing more value to thepeople behind that success?
Because when you prioritize thewell-being of your people with
programs that go beyond the norm, programs that are thoughtful,
(03:32):
relevant and even restorative,you're showing that care is a
company value and that kind ofculture only drives performance.
Not only drives performance,but it also improves retention
in grant, especially with theseyounger generations who are
(03:53):
really seeking more meaning andpurpose in their lives and more
purposeful ways they work and inenvironments where they feel
more supported.
So that's where I reallybelieve that there's our
misconceptions.
Speaker 1 (04:11):
You know you really framed that answer very, very
well and put it into context,because the biggest expense on
any corporate balance sheet isis human capital, it's your
people.
So how are you investing in inthat particular asset and
(04:32):
keeping it a well-oiled machine,so to speak?
Exactly so when you talk aboutnow your approach, your
particular approach as awell-being strategist, your
approach isn't just about thewellness.
It it's about business results,which is a different take that
I think a lot of people don'tlook at it like that, but you
see the holistic view from thecorporate lens.
(04:53):
It's about business results.
So the question is how do youhelp executive teams see
well-being as a strategicimperative and not a nice to
have?
Speaker 2 (05:07):
Yeah, nice to have.
So that's an important questionreally, because well-being
really is a business strategy.
It is not just a perk andexecutive teams need to see
results and I definitely andcompletely understand that.
But what I experiencedfirsthand during my time leading
(05:30):
wellness for a decade at ESPNand even though, grant, we
didn't track like formal metricsat the time, we did see
consistent growth inparticipation.
We did see consistent growth inparticipation, increased
(05:51):
engagement and a noticeablecultural shift over time because
leaders were showing up tomindfulness sessions and
implementing mindful minuteseven before or after their
meetings and employees werebuilding well-being into their
daily routines because and thisis big they had the permission
(06:15):
most times to do that permissionfrom the leaders.
And when people, as we know, aremore present, less stress and
feel more supported, theyperform better.
It's a ripple effect thatreally did reach across
departments and that was reallyevident.
Companies that do invest inmental health and stress
(06:40):
reduction the data and theresearch is there they see up to
four times of a return on theirinvestment in reduced
absenteeism, increasedproductivity and even lower
health care costs.
This is all recorded.
And we also know that highstress is a leading cause of
(07:07):
burnout and turnover and thisdirectly impacts retention and,
ultimately, the bottom line.
So, honestly, when I work withcompanies, I just don't start
with a generic solution.
I start by understanding theirculture, their pain points and
(07:32):
what's already in place, andthen I tailor well-being
strategies that actually fitinto their reality and their
workforce.
It's where the shift trulyhappens.
So, from nice to have tonecessary for long-term
(07:53):
performance, because whenemployees who give so much at
work and that's what I alwayssaw, when they give so much, but
they feel seen, supported andthey feel well, they do show up
differently.
And how they show up impactseverything that businesses pay
(08:14):
attention to, from innovation toclient satisfaction and to even
the bottom line.
And now it's reputation,because, as we know, business
competition is fierce,especially with this increase in
social media.
Speaker 1 (08:33):
And you frame that wonderfully, letting us know you
know your differentiator, whatreally resonates with the
businesses that you work with.
You've done your research andyou understand what's no, that
don't just ticks the box butactually makes a difference.
I want to know now how you gotinto this field.
(08:53):
You know, like I want tounderstand.
If you don't mind, just tell usabout.
You know a moment or the momentthat you realize that workplace
well-being could become yourparticular, your life's calling
and not just your career?
Can you give us some contextaround that?
Speaker 2 (09:15):
Yeah, I love that question too.
So that realization came duringmy time leading wellness at
ESPN.
During my time leading wellnessat ESPN, we had launched
programs with.
I had launched, with a verysmall team, programs across the
country or across the companynot across the country yet, but
(09:35):
across the company, which wasglobal.
Right, espn is a big companyand from mindful minutes to
movement breaks and then overtime, I did notice something
deeper than just theparticipation grant.
People began telling me howthese moments of pause were
(10:00):
helping not just them getthrough their workday but
actually feel better aboutthemselves.
The work that they did and iteven spilled over into their
home lives, which was so dear tome.
Colleagues saying after a guidedsession that this has helped me
more than you know.
(10:20):
And honestly, from those guidedsessions, those meditation
sessions and movement sessionswith a few dedicated individuals
, is where a mental healthaffinity group and for our
listeners that don't know whatan affinity group is, it's a
specialty employee resourcegroup and this particular
(10:43):
affinity group was a mentalhealth one called Trust and it
was birthed from thosemeditation sessions with a few
individuals that kept attendingand they felt the need and I'll
have to say it's still goingstrong today, and that's when it
became clear this just wasn't ajob or a program, but it was a
(11:09):
calling, and, for me, acorporate calling.
I've always believed that we'reall given gifts that are meant
to share and, honestly, my faithhas also, and always, guided me
toward helping others reconnectwith their strength, their
(11:29):
resilience, and especially inenvironments that demand so much
.
So for me, workplace well-beingwasn't just about reducing
stress, and it still isn't today.
It's about honoring the wholeperson, and really that's when
everything changes, and I sawthat firsthand.
Speaker 1 (11:51):
I tell you, you helped us all see that and hear
that in your voice, in theenthusiasm, your energy, just
re-experiencing that momentRight, and I love it seems to me
like you caught a rhythm.
There was a harmonic momentthat happened.
You're like, hey, this is agift that I can give to others
(12:15):
and which they find valuable andthat they were willing to and
the need for, to invest in,because if we don't invest in
ourselves and our ownindividualism, our health in a
lot of other ways, this is soimportant.
It's such a stigma I thinksometimes people think about
(12:35):
yeah, if you catch a cold andeverything like that, yeah, you
go get medication, you get sick,but we get mentally fatigued,
we get emotionally fatigued, weget emotionally fatigued.
There's a lot of things thattake us out of rhythm with
ourselves, that we may not knowhow to heal.
And I think you bring that tothe table of how to heal and how
(12:56):
to actually heal and feelbetter.
Now in your work, you emphasizeembedding well-being into the
corporate rhythm.
I want to understand that alittle deeper.
What does that look like inpractical terms?
If you are chief human resourceofficer of a major corporation
(13:18):
like a Disney or a Chewy or ESPN.
What does that really look likein practical?
Speaker 2 (13:27):
terms.
And I love the idea of rhythm,you know, because even in
corporate America there is arhythm and it could be a good
rhythm, right, it could be areally good rhythm by embedding
well-being into the corporateenvironment and treating it.
(13:47):
The rhythm would come from nottreating it as something extra.
It means that it would become apart of how the organization
functions day to day.
And in practical terms, Iparticularly start by
understanding the company, thecompany's current culture, and
identifying the real pain pointsfrom there and then design a
(14:13):
simple or simple, doablestrategies that can fit into the
existing workflows, not disruptthem.
That's the key.
Disruption doesn't createrhythm and at ESPN we knew we
had to engage executives andmiddle management if we wanted
(14:36):
lasting impact.
So we started small, setting upbrief but consistent wellness
moments just for the leaders,like, for instance, five-minute
guided meditations once a week.
We scheduled them at a timethat worked for them and that's
(14:59):
the thing.
It was all about them.
It wasn't about us, ourschedules, our time, it's about
them.
It was all about them.
And what we found was even thebusiest leaders appreciated
those pauses Once theyexperienced the shift in focus
and calm.
(15:20):
Then we were able to go deeperwith them staff meetings to
offer mindful minutes beforethey began, which really is just
a few moments to center and tobring everyone into full
presence.
This is still today and was sopowerful then.
(15:45):
We also brought in externalvoices, which means like mindful
leadership experts andcommunity leaders and even
executives from other companiesto speak and reinforce why this
message works and why it mattersBecause, as we know, grant that
(16:33):
knowledge is power, honestlyand especially for decision
makers.
We always presented thebusiness case for brought in
experts.
That was huge and connectingwell-being directly to focus,
resilience and performance didmake the business case and
that's what made it stick.
It wasn't about adding more.
It was really about beingintentional of what we offered
into that corporate rhythm.
Speaker 1 (16:54):
I tell you, you really know your service, you
know what works, how you canhelp executives in the moment
that they're actually conductingbusinesses, and you know what.
Let's go in here and steal fiveminutes, but you're actually
adding value for those fiveminutes.
That are just wonderful.
And it's the performance right,the energy boost you need
(17:17):
because these arehigh-performing executives, they
are a huge capital investmentright, and you want your
Maserati, so to speak, to berunning on all cylinders at all
times to get the maximum amountof output that you're looking
for.
I think that is wonderful aboutthat.
So that's rhythm.
I hear what you're saying.
(17:37):
So you're fine tuning everybodyand you found the way of doing
that that doesn't disrupt thecompany culture.
You actually enhance it and Ithink that is wonderful.
Actually enhance it, and Ithink that is wonderful.
I want to, because you saidsomething about disruption and
about you know how thatdisruption can happen.
And then you got to get thingsback on track and get more
(18:00):
harmony into it, more rhythminto it.
Now you led well-beinginitiatives during one of the
most stressful times incorporate history, that is, the
pandemic COVID-19.
I want to know, because youlived through that right.
We all did.
But, you were actually doingyour particular service in a
(18:21):
corporate setting.
What lessons did you learnabout resilience, leadership and
adaptability during that time?
Speaker 2 (18:31):
Yeah.
So I'll tell you that is such agreat question and really dear
to my heart, because thepandemic was one of the most
defining periods of my career.
What really struck me was howwell-being something that was
often considered optional,well-being something that was
(18:55):
often considered optionalsuddenly became a priority
Because, let's face it, everyhuman being was affected during
that pandemic.
It was global and I even youknow it was worldwide and not
only did that affect our workenvironment, but it affected our
families.
It just couldn't be ignored.
It affected every part of ourlives.
And what was really compellingwas leaders who had never really
(19:21):
engaged with well-beinginitiatives before were reaching
out to us the wellness team,not just at ESPN, but even
Disney, who is our parentcompany and they were asking how
do we support our people rightnow?
Like they were almost desperate, and we can understand that.
(19:45):
And what we saw, grant, wasrecord numbers showing up to
virtual well-being sessionsduring that time and people
shared openly and listeneddeeply.
We partnered closely duringthat time with our EAPs, so we
were all on these virtual callstogether and what moved me most
(20:10):
was seeing executives show upfrom their living rooms not
polished but real and vulnerable.
Wow, that visibility thatshared humanity definitely
changed things.
One of the biggest lessons Ithink we all learned was that
(20:32):
resilience isn't just aboutpushing through.
It's about pausing, connectingand then allowing space for
what's real.
And that's what the pandemicdid allowing space and then
leadership.
The most powerful form we sawwas human presence and
(20:57):
adaptability.
I remember thinking as I wasgoing through this was really
did it take a global crisis forus to lead with our humanity
first?
And that experience shapedeverything for me as I choose to
(21:17):
step now into this biggercorporate world of well-being,
because I saw what was possiblewhen people feel supported, seen
, cared for that's big Cared forand then heard there's no going
back.
It's just about integratingbetter, and that's what the
(21:40):
pandemic did for me.
Speaker 1 (21:44):
Oh man, I'm glad you shared that story.
Everybody can probably rememberwhat were you doing back then.
What was it like?
And we were all living in this,really a virtual world.
We couldn't go outside.
And then how do you findsupport?
And you showed that.
You showed leadership andwell-being.
So I see why you call yourselfthe well-being strategist,
(22:04):
because you used that strategyand promoted well-being in a
world where we already know wewere stressed out, we had a lot
of anxiety, we didn't know whatwas going to happen next and it
was a trying time.
Now we're still in trying times.
We are in trying times evenright now about where the world
is going, but where our businessis going, and there's so many
(22:25):
different levers that are takingplace.
Now I have found that, as faras what I call the status quo
that many leaders think,offering yoga or meditation once
a quarter, you know it checksthat wellness box right now.
I got that checked out andthat's it.
(22:46):
They're not really digging inand seeing how this really
guides a company.
So the question is how do you,from your lens as a well-being
strategist, how do you guidecompanies from one-off
initiatives to a full culturalshift?
Speaker 2 (23:08):
Yeah, so that's so true, Grant, that many leaders
do start off with maybe aone-off yoga class or quarterly
meditations and they're offeringthat and they check the box
right.
But that really isn'twell-being, that's an event, and
events don't change culture.
(23:28):
Events don't change culture.
So what I do is help companiesmove from occasional activities
to ongoing integration, and thatbegins by listening and really
understanding what's happeningin their culture.
What are employees strugglingwith and where is leadership
(23:51):
aligned or disconnected?
That's important and from there, from that point, we co-create
something sustainable andrealistic not overwhelming, but
more meaningful and consistentfor that corporation.
At ESPN, we did see the shiftwhen we started embedding short
(24:16):
well-being moments into meetingsthat engaged leadership
consistently, and we offeredflexible resources like guided
videos.
There was a program calledEverybody Moves and it was these
videos that employees couldaccess at any time.
It was movement videos becausewe knew that you know expecting
(24:40):
employees to take their halfhour breaks or exercise for the
amount of time, but they neededto move and they had access to
this and they had access to this.
So we found that whenwell-being is woven into the
rhythm, like we said before, oftheir workday, not just
scheduled once a quarter, thatit becomes a lived experience,
(25:04):
not a side program, and culturechanges again when leaders set
the example.
So when employees believe thatit's acceptable to pause, like
when they offer these mindfulminutes in before or after
meetings and you don't have tobe a specialist or a meditation
(25:25):
person to offer a mindful minute, anybody can do it, you just
it's a moment of pause and whenemployees know, and then when
they feel that support and it'sconsistently available, that's
the thread that maintainsorganizational integrity, and
(25:45):
not just when it's convenientman, well stated, well stated.
Speaker 1 (25:58):
I.
I believe in what you're sayingand I can feel that that you
can't just be a one-off, youcan't just, you know, ride the
bike once and now you've got,you know, the cardio that you
need.
You know, for the whole week,the whole month, the whole year
you've got to constantly bepriming that pump and it becomes
a habit, a very positive habit,in what you're doing.
I love what you just said aboutthat.
Now you've got some programsthat you've created, like
(26:22):
Wellbeing.
Your Way, I think, is one ofthem, and you did one at ESPN.
I think it's called the TrustGroup, right?
I want you to understand, orhelp us understand.
Can you share howpersonalization plays into
sustainable engagement?
Can you elaborate on that alittle?
Speaker 2 (26:39):
bit Sure.
Sure Because, honestly,personalization is the key to
making well-being stick.
You know employees, people wantto know that you care, and to
show it in some kind of apersonal way is really is what
makes it stick.
It's not a one size fits allapproach.
(27:01):
That never works, especially inhigh stress environments like
corporate teams and even healthcare grant teams and even
healthcare grant.
That's why I created programslike Wellbeing your Way that's
now being offered in Chewy andwhen I was at ESPN, the Trust
(27:24):
Mental Health Group that wecreated was just an amazing
initiative that gave peopleoptions, because we found out
that engagement grows whenpeople are met where they are
and they know that you care.
So that's important.
(27:45):
And there's folks that lovemeditation and others who prefer
or need movement or even justthe space to talk.
So by offering these differentpaths which is what Wellbeing
your Way does and trust and thenthat Everybody Moves program,
by offering these differentpaths, well-being becomes
(28:08):
approachable and personal andit's not a prescription, right,
it's not a prescription andthat's what inspired me to
create even this library of 42short, professionally produced
mindfulness videos forhigh-stressed industries, where
(28:30):
people often don't have the timeor the bandwidth for these long
one-hour sessions, so they'retools that can be embedded right
into the workday, on demand, atthe desk before or after a
shift or whatever works for them.
Because what I discoveredduring my time at ESPN and now
(28:55):
is that when employees canaccess support in ways that they
feel it's a natural part oftheir work day or their
workplace reality, even, that'swhen engagement becomes
sustainable and well-beingbecomes a part of the culture.
It's not just an initiative.
Speaker 1 (29:15):
Well, I love that.
That's what I'm talking about.
How do you get it to where?
It's sustainable?
It's habitual.
You've done your homework andunderstanding the time is a
premium, right, time is apremium and you're working with,
you know, high, high profileexecutives.
They're high performingindividuals and time.
(29:36):
I don't have time for all that.
Well, guess what?
You have time to fill gas, putgas in your car, right, right,
so you've got to put some gas inyour car, so to speak, your,
your human vehicle, right Forfor it to operate, and've shown
a way to get that pit stop.
Those little five minutes.
This and that, and there'sdifferent ways of getting I like
(30:03):
42 videos.
You have 42 ways to go ahead andre-energize yourself or renew
your health.
You know, I'm going to go intothe name of your business.
We have 42 ways to renew yourhealth.
I really, I really like that,you know, because here's the
deal.
We know that companies arestruggling with burnout,
especially like in healthcare.
It is huge.
And then you get attrition.
People leave the business,right, you know?
And it's just like wow, how canI get people to stay here and
(30:25):
not be burnt out?
And they need to understandlike, okay, where do I start,
Anita, because I hear whatyou're saying.
I like what you're saying.
Here's my big challenge.
I'm struggling with burnout.
I'm struggling with attrition.
What can I do to get startedNow?
If you don't mind, share withus what are one to two
(30:49):
high-impact changes that theycan make immediately.
Speaker 2 (30:54):
Okay, yeah, that's a very thoughtful question and I
would say, grant, it would startby listening, listening to your
people and then to the data.
Burnout often comes fromfeeling overwhelmed by work and
unsupported, which highlightsthe need for honest
(31:16):
communication.
That's another thing.
So you listen and that starts,opens the door to honest
communication.
And then another immediatechange is to normalize regular,
meaningful pauses throughout theday, and this could be as
simple as short guided breaks orteam check-ins that create the
(31:41):
space for mental reset, becauseit's these micro moments of
mindfulness that are powerfulwhen done consistently.
So, yeah, it's listening, andthen to retain, or retain to,
yeah, to re.
We want to retain the managers,but I think, and I've always
(32:02):
thought, this why don't weretrain managers to lead with
empathy and awareness, maybe inthe onboarding process as their
move to leadership positions?
Because they are the frontlineof the culture and when they're
overwhelmed or unaware, itripples throughout the team.
(32:22):
So, equipping them with simpletools to stop burnout early with
themselves, right, and thenwith their teams, and to create
psychological safety and modelwell-being in their own work,
that's when leaders canliterally shift the culture, and
(32:45):
I think those are two ways tobegin that we got to take that
to heart, not just listeningwhat you just said, but practice
them.
Speaker 1 (32:56):
And the more we practice this them, we can start
seeing measurable difference.
As they say, if you, you can'tmanage what you can't measure,
so if you can measure it, thenyou can manage it.
So you've got to start doingsome things that create that
opportunity to measure.
Speaking of that, which is likescience, I want to know,
(33:16):
because you spoke earlier aboutfaith, your particular faith.
You've got to have something tobelieve in.
So how do you blend science,spirit strategy in your sessions
with?
You know different leaders,different teams, and here's the
question why does that blendmatter, now more than ever?
Speaker 2 (33:41):
Yeah, I love that science, spirit and energy and
strategy.
It has so such a beautiful flow, just that, that, that saying
right, science, spirit andstrategy.
And that is at the core of howI work, Grant, and I do believe
that is what makes my approachboth effective and deeply human,
(34:04):
because science gives us thedata which we need and we know
with that data that chronicstress impacts the brain, the
heart and even decision-making.
So I like to use evidence-basedtools like mindfulness and
(34:25):
movement that have been provento reduce stress, improve focus
and increase emotionalresilience.
I mean, even you know breathwork through mindfulness.
You know taking that breath hassuch calming effects.
So we know that the science canprove that the spirit piece is
(34:49):
what can't always be measured,right, it's purpose, presence
and connection and, especiallyin leadership, down naturally in
(35:21):
communication to their teams.
So that's, I love bringing thatspirit piece into it, because I
believe every you know humansare spiritual beings, right, and
we just have to bring it out.
And we can do it in corporateAmerica too, and the strategy is
where it becomes sustainable.
(35:42):
It's not about, like we said,these one-off sessions.
So I work with companies toembed wellbeing into their daily
routines, their team cultureand leadership communication.
So it's not just a program, butit's actually a way of
operating.
(36:02):
And your question why does thisblend matter more now than ever?
Well, honestly, because theworkforce is tired, burned out,
we know this, and people arecraving something real.
And because of the pandemic,you know that was the silver
(36:24):
lining.
I really think there was asilver lining in this pandemic.
We know that that craving isreal, it's there.
And when we do choose tocombine the science with the
spirit and then the strategy,you don't just address
performance.
(36:44):
You can then ignitetransformation, and that's what
needs to happen.
Speaker 1 (36:52):
I love that man.
We got to get more life forceinto our lives, right, that's
the spirit of life.
You've got to put more lifeinto what we're doing.
That's our green leafyvegetables, right.
So we've got to eat right andwe've got to breathe right.
We've got to feel what we'redoing.
If we have more feeling intowhat we're doing, this is
(37:13):
wonderful.
Now we work together.
We work together for about fouror five weeks and I thank you
for that, for bringing me intoyour world, saying, hey, grant,
bring to me what you're doing.
I'm going to show you what I'mdoing and we're going to bring
that together so we can even getthis message out further or
reach, because it's so in demand.
You just said the workforce istired, is beat up, it's burnout,
(37:36):
they're not seeing somethingthat's tangible in front of them
.
You bring that out.
Now you have a tagline.
It's called mindful moments tomeasurable momentum.
I like that Mindful moments tomeasurable momentum.
The question is, how does thatconnect to your personal mission
(37:58):
and the future of leadership ina well-being driven economy?
Speaker 2 (38:05):
Yeah, so, yeah, I love that.
And so mindfulness, when takenseriously, it is a strategy that
everyone, everyone can practice, because it just means really
(38:25):
paying attention on purpose towhat's happening right now.
So when we can train others andourselves to be mindful, then
we have a whole different way ofrolling out some of our
strategies and some of the waywe look at performance and one
(38:51):
of the things that and, as weknow so, that can create
momentum.
One of the things that reallystruck me when I first got into
corporate America and into thisconcept called mindfulness,
which I had to take on myselffirst to practice it, and I just
(39:12):
loved what was going on, eveninside of myself.
Right, it cultivates.
One of the things thatcultivate that mindfulness does
is it cultivates compassion, andthat's more than just a phrase,
it's a lived truth.
Mindfulness, you know, hasshaped the way I lead, listen
(39:37):
and serve.
So it teaches all of us, whenwe practice it, to slow other
and to respond, not to react.
Yeah, so we respond from thisplace of awareness and
(39:58):
compassion rather than being onautopilot.
Yeah, we get rid of theautopilot.
And can momentum happen withoutbeing on autopilot?
Right, yes, it can.
It can happen from the pause,but it's also something.
That's why it has to beembraced in the workforce by
(40:23):
leaders and then trickle down soeverybody feels it, everybody's
aware, and when you have that,it's a different environment and
that's what will compel andpropel the momentum.
Because in a world wherethere's burnout, disconnection
(40:44):
and rapid change are the norm,mindfulness, compassion, empathy
isn't just a nicety, it's anecessity, it becomes a
necessity and that's how teamswill communicate.
And so, as we move into awell-being driven economy,
(41:05):
leaders will no longer bemeasured by output alone, but by
the cultures that they create.
Right, wow?
Because leadership that'srooted in mindfulness, grant and
this I know fosterspsychological safety, clarity
and care.
And that's where realinnovation and engagement
(41:28):
happens, because that's whenmomentum starts to really,
really flourish and take off,when there's engagement.
So this connection betweenmindfulness, compassion,
momentum it is the foundationand it's how I believe
organizations will thrive humanfirst, with heart-centered
(41:53):
leadership at its core.
Speaker 1 (41:56):
That's the life.
That's how you renew yourhealth.
This has been wonderful.
It's been wonderful workingwith you.
I want, if you don't mind andI've been doing this for a lot
of my guests I want them in realtime to talk about your
experience in working with methrough my Brave framework.
What has that done for you inyour life and business?
Speaker 2 (42:21):
Gosh Grant.
So you came, you were mycalling.
That's what I believe, honestly, and I just needed you honestly
and I just needed you.
What you did was you really gotme to hone in on what it is
that I could communicate best inthis corporate world.
And I had to know who I was asa strategist, as a consultant,
(42:46):
because I am a meditationteacher, I am a coach, I am a
yoga, and you could put allthese things up but you helped
me really hone in on this onething that I needed to
communicate, and then everythingelse could fall underneath it.
But your strategy and you werejust so helpful.
(43:07):
You were just what I needed.
I'm very motivated, so I didn'tneed a motivation coach.
I needed you to just reallyhelp me establish what I needed
to do with homework with, and Idid it and I just feel so clear
in my communication now and,yeah, you were just a blessing
(43:30):
to me.
So I thank you and I wouldrecommend you and I have
recommended you already to somany of my friends because I
think they noticed like what'sgoing on, you know yeah, I
couldn't ask for a bettertestimonial.
Speaker 1 (43:45):
And likewise, as I said earlier, when we first
started the show, I learned somuch, you gave me so much.
Started the show, I learned somuch, you gave me so much.
And we take that energy andthat momentum and we build and
we come to this point in theroad that we can actually
elevate and I love what you'redoing and I will definitely
promote you everywhere that Ican, because what you're doing
(44:06):
is so needed and people need tohear this message and understand
.
I'm telling everybody need itand people need to hear this
message and understand.
I'm telling everybody 42 videosof how to get right and get
focused right and get alignedwith your true purpose and
mission right.
So tell us how to contact you?
Speaker 2 (44:22):
Yeah, so I'm very easy to contact.
I love being contacted and Ilove answering people's messages
.
So, linkedin I'm on LinkedInand I have my own website,
anitabarberocom Facebook,instagram.
Renew your Health is mybusiness, so whether you show up
(44:43):
as contacting me as Renew yourHealth or Anita Barbero, I'm
there in both those ways and,again, I love the engagement and
the conversation always.
Speaker 1 (44:53):
That is wonderful.
That is so wonderful.
I want to encourage your entireaudience to tune into all the
episodes of Follow the Brand.
They can do so at 5 Star BDM.
That's the number five.
That is star B for brand D, fordevelopment and from masterscom
.
I want to thank you again somuch for being on the show.
Speaker 2 (45:13):
No, thank you again.
So much for being on the show.
No, thank you, grant, Iappreciate it and loved the
conversation.
Thank you, be well, bye-bye,bye-bye.
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