{"id":4729,"date":"2020-11-05T10:00:00","date_gmt":"2020-11-05T11:00:00","guid":{"rendered":"https:\/\/sonusbenefits.com\/the-power-of-permission\/"},"modified":"2020-11-05T11:12:55","modified_gmt":"2020-11-05T11:12:55","slug":"the-power-of-permission","status":"publish","type":"post","link":"https:\/\/sonusbenefits.com\/the-power-of-permission\/","title":{"rendered":"The Power of Permission"},"content":{"rendered":"

What is it that holds you back? What pushes your employees or peers to burn themselves out? What halts growth and stifles innovation? What keeps cultures from overcoming periods of apathy? Some might point to poor company culture, faulty leadership, or even personal mental health and wellness. But one thing ties them all together—permission.<\/p>\n

When we don’t feel like we have permission to do things that need to be done, we hold back and force ourselves into doing something unnatural. And that unnaturalness forms tension between two opposing things: what we are<\/em> doing vs. what we should<\/em> be doing.<\/p>\n

Now, more often than not, permission is given tacitly. Meaning no one tells us we have permission to take the day off when we need the rest (except maybe during the onboarding process). It’s either built into the culture, or it isn’t. Sometimes, even if it is<\/em> built into the culture, we don’t allow ourselves permission out of pure habit, fear, or uncertainty.<\/p>\n

But whatever the cause, the bottom line is we need permission. We need it to maintain wellbeing at work, try new things freely, follow our gut, and actively confront difficult problems. Permission is needed if we want our organizations to have a healthy growth rate, our employees to have a healthy work-life balance, and our values and vision to withstand change.<\/p>\n

For leaders<\/h3>\n

You may think your employees feel like they have the permission they need to:<\/p>\n