190 Chapter 7 lower levels of autonomy as well. For example, people may purposefully shut off their phone and e-mail for a while, decorate their own workplace, or listen to preferential music while working to become more relaxed or focused. In addition, it may be important for organizations as well as supervisors or managers to lead by example and to explicitly encourage employees to engage in proactive vitality management. Moreover, top-down initiatives from the organization may complement but also encourage and facilitate proactive vitality management. For example, organizations may implement physical and mental health programs and initiatives, such as having a gym at work, providing healthy lunch options, or creating ‘quiet zones’ where employees may meditate or take a short nap during working hours. Employees may proactively manage their physical and mental energy through the intentional use of such available initiatives to promote their own work. However, providing favorable circumstances for proactive vitality management may not be sufficient. Proactive behavior is inherently self-starting, and proactive vitality management involves proactive, individual behavior with the goal of optimal functioning at work. Individuals may be more likely to take such control themselves when they have the knowledge and tools to do so (i.e., ‘can-do motivation’; Parker et al., 2010). Organizationsmay thus aim to stimulate proactive vitalitymanagement through training. In the Netherlands, practitioners have already started providing workshops on proactive vitality management. As described earlier, such trainings or workshops may involve instruction and encouragement, and provide helpful tools to navigate the proactive vitality management process. For example, individuals may be activated to think about their own goals, andwhy they are important to them, to cultivate a proactive, goal-orientedmindset. Moreover, the trainings may encourage individuals to set personal goals and come up with various initiatives they may take to manage the physical, cognitive, and affective resources that can help them to function optimally at work. In other words, trainings may function to promote awareness and activate a proactive approach in employees with regards to their physical and mental energy for work. Finally, examples of proactive vitality management strategies are abundant and oftentimes idiosyncratic. What is important is that the actions are goal-directed and purposefully initiated; which specific behaviors or activities are most effective and
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