A team building experience focused on well-being and connection through holistic practices

The HolistiKrein event was conceived as a team-building retreat centered around the concepts of well-being and relationships, taking place in the serene and beautiful Tuscan hills. During this experience, all the participants had the opportunity to engage in carefully designed holistic practices to foster deep connections among team members. This cutting-edge approach aligns with a climate of significant societal change which, compared to more common practices, prioritizes balance (both personal and in relationships) and company values. Therefore, in an era where employee retention is crucial, such an initiative seeks to reaffirm the company’s commitment to valuing the individuals, a cornerstone for sustainable growth.

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Much more than just a team building activity: two days of “retreat” amidst the picturesque Tuscan hills. This is the essence of HolistiKrein, an initiative designed as a journey of self-discovery and experimentation of our deeper selves through holistic practices and disciplines, skillfully crafted to foster team connections.

Before delving into the experience Krein organized for its employees last October, let’s introduce the concept of holism and the benefits this approach can give not only at an individual level but also in a corporate environment.

Holism, derived from the Greek word "holos," meaning "whole" or "entire," refers to a perspective that considers a system as a unified entity, rather than a mere sum of its parts. This is embedded in Krein’s core values. Krein embraces this view in all its processes, especially by emphasizing cross-functionality among team members. Each person possesses unique skills, but it is through their synergy that value is created and actually sustained. In a continuous process of growth and mutual listening, people stand at the center of every activity. They are called to collaborate synergistically and harmoniously towards common goals.

This approach matches with the core principles of holistic practices, which, on one hand, focus on the overall well-being of individuals, encompassing the harmony of the mind, body, and spirit. On the other hand, they bring to the forefront the company's deepest values, such as its purpose, and the passion employed for achieving objectives. Last but not least, profit: profit seen as the fruit of collaboration, a natural result of shared commitment that respects individual characteristics. This approach, the way it is, goes beyond the traditional "team building" activities, which merely aim to maximize performance and by counting the entire organization as a sum of its parts rather than a relational system. Embracing a holistic framework, each person's potential can exponentially multiply, transcending the strict calculation of costs and opportunities.

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An apt maxim by the journalist and writer G. K. Chesterton resonates:

"It may be conceded to the mathematicians that four is twice two. But two is not twice one; two is two thousand times one”.

In the corporate environment, such an approach may be a potential response to the current, profound societal changes driven by an increasingly dynamic and unstable world. Today, the role of professional activities is in constant evolution and under discussion. Substantial discontinuities with the professional mindset of past generations have become evident: professional engagement is no longer at the center of anyone’s existence, but is now just a part of life like any other. So, it must mandatorily align with our life-styles and values. This is why the power of connection and the appreciation of the "person in relation" are gaining new relevance, even in highly technical and productive contexts.

It’s a fact: technologies, global competition, and evolving customer demands are bringing about radical changes not only in the current work environment but also in how people perceive work itself. Employees' – or, more accurately, individuals – needs and requirements are continuously changing. New ambitions, expectations, and ways to self-explore. In contemporary work practices and corporate culture, there is also an increased level of individual autonomy. This means that more and more workers are being wary of certain statements of intent and the "empty words of good intentions”.

A study by McKinsey & Company revealed that an increasing number of workers (about 40%) desire to change jobs or have already done so to find an environment that better promotes employee well-being and offers a proper work-life balance perspective. This percentage rises as the age of the sample decreases: the Italian Association of Human Resources Directors (AIDP) reports that voluntary resignations among young people in Italy affect 60% of companies. This is statistically significant: Employee well-being is strongly tied to organizational success, as highlighted by a study by the International Labour Organization, which asserts a straightforward but still quite interesting fact:

"Well-being is a key factor in determining the long-term effectiveness of an organization”.

Therefore, managing talent retention is essential today to engage, nurture, and sustain motivation among the people within the organization, with the goal of creating a work environment that makes individuals feel empowered to achieve engagement.

Conceiving change as an opportunity, rather than a constraint, allows us to move away from traditional organizational models that promote the division of roles within the company: The latter tend to generate stagnant, often isolated and conflicting compartments. This has a huge impact on individual motivation and can even be the prelude to burnout.

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In order to overcome this impasse, it is necessary to abandon the concept of division and adopt a new attitude based on sharing.

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How? Promoting communication and collaboration between teams and departments within the company, enabling them to work together more effectively.

In order to tackle this challenge, it is primarily essential to follow the aforementioned holistic approach and apply it to talent management: including work-life balance policies, the promotion of a positive and collaborative work environment, and ongoing support for employee development and professional growth.

HOLISTIKREIN - A JOURNEY TOWARDS TEAM WELL-BEING AND HARMONY

In light of all these insights, the concept of HolistiKrein was born. It was not just about a simple retreat; as we already pointed out, it was an experience carefully tailored for the well-being of employees and the company itself.

Giulia Prayer Galletti guided this transformative journey. She is a professional with a unique interdisciplinary background, combining expertise in holistic well-being practices with her role as a Growth Strategy Manager at Krein on a daily basis. Her leadership focuses on understanding the individual and group needs.

The activities promoted by Giulia are diverse and targeted: including Meridian stretching for improved flexibility and physical well-being, nature-immersed excursions to connect with the environment, sensory awakening practices for heightened awareness and vitality, and deep study of Armors for deepening self-awareness and unlock relational dynamics.

These insights not only apply to daily life but also can prove invaluable in interactions with clients, suppliers, and potential colleagues.

The journey Krein's team has been through transcends the psychological realm, addressing emotional and mind-body aspects. Those practices like walking together blindfolded are designed to build trust, strengthen bonds and mutual reliance. Bioenergetic practices, on the other hand, release tension and rebalance vital energy, while vibrational sound baths induce relaxation and harmonization.

"In this journey, team members shed the 'colleague' facade to connect on a more personal level. It was a true Journey Together, fostering deeper connections and mutual understanding."

SOURCES

• International Labour Organization (2023), Workplace bell-being
• Frattini F. in Il Sole 24 Ore (2022), Il cambio della cultura del lavoro e la forza della formazione
• Puntosicuro (2021) La via della Mindfulness in azienda: la persona al centro
• Researchgate (2009) (PDF) “Digging the Holistic Approach: Rethinking Business Improvement to Improve the Bottom Line”
• Psy (2021) Ripartire dalle persone: il contributo della Psicologia del Lavoro, delle Organizzazioni e delle Risorse umane
• Pwc (2021) Redefining wellbeing in a post-pandemic world
• Kantar (2022) Con la testa a posto: la salute mentale ai tempi della GenZ
• OECD (2020) Health at a Glance: Europe 2020
• People & Change 360 (2022) Great Resignation: che cosa è e cosa sta succedendo in Italia
• People & Change 360 (2023) Talent retention: 5 punti su cui lavorare (ed errori da evitare) per avere dipendenti soddisfatti e fedeli
• McKinsey & Company (2021) How companies can turn the Great Resignation into the Great Attraction | McKinsey

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