How the Public Sector Can Engage Employees on Their Wellness Journey

“I am going to die at the bottom of the Grand Canyon.”

That was the panicked thought to which I awoke in the middle of the night in February, 2021.

It seemed so long ago that I had committed to doing a thing called the “Rim-to-Rim” hike of the Grand Canyon – an approximately 26-mile hike from the top of the North Side of the Grand Canyon, across the bottom, and up the other side. But now, I was 12 weeks away from the hike when my friend who organized the trip asked about my training.

“Training,” I said. “What training?” I had time, I thought. It’s basically a long walk, right? How hard can it be? But then I saw online the stories of seasoned hikers who either died on the trail or had to get airlifted out of the Canyon after suffering life-threatening heatstroke or other illness while on the trail. I was no seasoned hiker. In fact, I was in pretty bad shape.

Marathon Health provides employer-sponsored Advanced Primary Care to patients across the nation. I learned about this model of care when I was mayor of my hometown, Rockford, Illinois. I saw first-hand that civil servants, especially first responders, tend to put service before self. The servant leadership model is genuine and commendable, until you “run out of gas.” It’s hard to help others if we don’t take care of ourselves first. I saw that first hand. That was a big reason why we hired Marathon Health. We needed to do a better job of taking care of our people.

The servant leadership model is genuine and commendable, until you “run out of gas.” It’s hard to help others if we don’t take care of ourselves first.

The irony of the first year of COVID for me had been less focus on improving my underlying health and more focus on the operations of the healthcare. In my role with Marathon Health, I was busy on virtual calls and had a lot of opportunity to tell others about this model. But I found that I had ignored my own health, gaining 15 pounds that year, reaching the heaviest weight I had ever been.

I was a product of the servant leadership, citizens first approach from my time as mayor. I was 35 years old and in good shape when I was first elected in 2005. I took my own good health for granted. I continued that approach after I left office. I had not prioritized my health. Years of stress, neglect, and bad habits had caught up with me. But I didn’t want to die in the Grand Canyon. Something would have to change. I was ready to change.

I started walking. That’s it. Just walking. First a mile. Then two. I bought myself a fitness watch and a digital scale. Our Grand Canyon Group started a Chat Group where we would check in on and support each other. I was watching videos on hiking the Grand Canyon, working on nutrition, and exercises needed to help me on my hike. Pretty soon I was hiking 4 to 6 miles per day with longer 10-to-12-mile hikes on the weekends.

Like most employers, Marathon Health has a wellness program. In fact, I had participated in wellness programs for years, doing the minimum to earn my points and get my discount. But at this point in my life, it wasn’t my employer’s wellness program that was motivating me. I was ready on my own. In fact, as I built my team and my approach, I found the worksite wellness program more of a distraction from my game plan so I didn’t even participate that year as I was preparing for the hike. This experience led me to one of my fundamental observations and recommendations about wellness programs.

When it comes to wellness programs, my recommendation is to strive for simplicity and tailor to the unique careers and culture of the organization.

When it comes to wellness programs, my recommendation is to strive for simplicity and tailor to the unique careers and culture of the organization. Traditional wellness/incentive programs can be confusing and intimidating, especially for those suffering from chronic disease. Moreover, general health promotion efforts may come across as inapplicable or irrelevant to certain professions. While our clinical approach is designed to “meet patients where they are”, even the most well-intended program may have so many options and point requirements that it can distract, dissuade, and discourage member participation.

Our highest performing Public Sector Clients tend to utilize simple wellness and incentive programs that incentivize engagement with providers who build relationships with our patients and help customize a wellness journey. Moreover, the work to align programs with individual departments that may have unique programming to fit their needs and culture. Building relationships can be the pivotal step needed to help a member become internally motivated to take charge of their health, a key to long-term improvement.

Our highest performing Public Sector Clients tend to utilize simple wellness and incentive programs that incentivize engagement with providers who build relationships with our patients and help customize a wellness journey.

On May 27, 2021, my friends and I completed the Grand Canyon Rim-to-Rim hike. It was a grueling ordeal, starting out at 4:30am and finishing just before 10pm. But all of us got through it. I lost 15 pounds leading up to the hike. Since that time, I lost another 25 pounds for a total of 40 pounds lost since I began that process in 2021.

I work with a Marathon Health primary care provider and health coach. After the first year, I also re-joined my employer’s wellness program. I had the mental space to do so at that time. I work on my health every day with the knowledge and experience that it is the most important first step in enabling myself to help others. I feel the best I have felt since before I was elected mayor.

I am blessed to work for an employer that supports me with healthcare resources at no charge. I am also honored to have the opportunity to share and support this model of care with other government leaders across the nation.