Vancity

Danielle Mika Nagel

Danielle has over 15 years of experience in conscious leadership, mindfulness and wellbeing. She is a Certified Professional Co-Active Coach CPCC and has worked with executives, professional sports teams and athletes in designing customized trainings and practices for peak performance. In addition, she has been invited as a guest speaker and contributor to prestigious events such as Chopra Global events, Makers Conference, TEDx, Summit Tulum, World Happiness Summit, and national publications.

Please tell us about the journey that you've had so far and your roles and responsibilities atVancity.

Over 15 years ago, I entered the wellness space, collaborating with Deepak Chopra, a pioneer in meditation and mindfulness. We collaborated on trainings, retreats, and wellness talks across organizations. My journey continued at Lululemon, where I spent nearly eight years creating and leading the Department of Mindful Performance. There we integrated mindfulness practices into onboarding for all employees, fostering a culture of mental health awareness

In my current role at Van City, I continue to prioritize employee wellbeing. We incorporated breathing exercises and increased talks on mental health and self-care.Embracing a progressive approach to mental health, our HR departments shifted from Chief HR Officer to Chief Equity and People Officer who spearheaded a shift, decoupling mental health benefits.We've revamped our approach and since 2023 offer $10,000 to every employee and their dependents.

Under our Chief Equity and People Officer, we've created conditions for well-being, introducing "Focus Time" from 9 to 10 AM, fostering reflection and priority-setting. In addition, every quarter, we observe a "Focus Week," dedicated to uninterrupted, deep-dive work without meetings. This initiative, aligned with equinoxes and solstices, respects diverse celebrations and promotes a holistic approach to mental health and overall well-being.

What are some of the major challenges in the corporate wellness space?

One of the challenges is navigating the challenges within the middle management space. Middle managers face the dual stress of being employees themselves while leading their teams and balancing their own well-being with the responsibility of developing their teams can be demanding. At Van City, we recognize this challenge and have initiated a program named "Thriving in Leadership" specifically designed for our people managers.

“In people management roles, leading with transparency is not just a practice; it's an essential principle. Embracing openness fosters a culture of trust and psychological safety, allowing team members to feel supported and unburdened.”

This program focuses on training managers in areas such as emotional intelligence and team development. Our philosophy is rooted in regenerative leadership, guided by the principle that every employee leaving Van City should be in a better state than when they first arrived. This improvement encompasses skillset enhancement, mental health, physical well-being, and overall personal growth. We also allocate care days every month, providing employees the flexibility to use them for family support or their mental health. Accumulatively, these days off empower our team members to prioritize self-care.

In addition, we promote flexibility through our flex schedules. Every member of our team has the option to work four days per week every other week, compensating with slightly extended daily hours. This arrangement allows them to enjoy a day off on either Fridays or Mondays, fostering a healthier work-life balance for our dedicated team.

What are recent trends that have evolved to help tackle these pain points?

There is a noticeable rise in the prominence of leadership development, with titles such as Chief Leadership Development Officer gaining traction—a term unfamiliar until recently. The emphasis on nurturing effective people management and the imperative for organizations to establish comprehensive programs for the development of people managers are emerging as critical components in the realm of wellness.

Is there a project initiative that you've been part of recently and have implemented one or couple of these trends to make that successful?

At Van City, a notable initiative over the past two years involves providing mental health first aid training for all managers. Presently, it utilizes the mental health continuum endorsed by the Mental Health Commissioner of Canada. Managers are encouraged to incorporate this continuum into meetings, facilitating regular mental health check-ins. This approach aims to de-stigmatize discussions around mental health, making it more accessible for employees.The weekly check-ins provides an avenue for transparent conversations about mental well-being. This practice fosters an environment where team members feel comfortable sharing their experiences.

In situations where an employee discloses challenges during the check-in, I address it in a one-on-one conversation. I inquire about the employee's needs and discuss potential solutions, such as time off or workload adjustments, fostering a supportive and proactive approach to mental health in the workplace.

How do you see the corporate wellness evolve over the next few years?

I recently had the opportunity to address an HR conference in Whistler where the prevailing focus was on wellbeing and leadership. Many organizations, including ours, are increasingly discussing the possibility of transitioning to a four-day work week. The traditional five-day work week model that is in place since the days of Henry Ford, is undergoing scrutiny as we reevaluate productivity. It seems that a shift towards a more flexible work schedule, with fewer hours, may become a prevalent trend in the coming years.

Any specific piece of advice that you'd like to share with your fellow peers or other industry leaders?

If you are in people management roles, leading with transparency is essential. I recall giving a talk at an HR conference where the topic of taking a nap at work was discussed openly. Despite the majority of HR executives admitting to having taken a nap during work hours when asked, none had shared this with their teams. In contrast, I had openly shared my experience of taking a nap with my team, creating a sense of relief and fostering psychological safety. This openness allows team members to feel supported and unburdened by guilt or shame when taking time off, as their manager leads by example in advocating for self-care.