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有一些美國公司的文化，把長時間緊張的工作,，看做是一種榮譽,。

現(xiàn)在有一些高管希望改變這種觀念,。他們公開談?wù)撟约喝绾卧谏钪姓业狡胶猓T工健康作為公司優(yōu)先考慮的問題,。

上周二,，在圣地亞哥舉辦的第二屆年度健康頭腦風暴大會上，摩根大通（J.P. Morgan Chase）財富管理部門CEO巴里·薩默斯表示：“我發(fā)現(xiàn),，比如華爾街存在一種文化,，人們總是糾結(jié)于員工工作的時間。有太多人因為心力交瘁,，所以迫不及待地都想逃離華爾街,。”

十年前,，薩默斯有一位工作和生活中相識30年的老朋友,，開始做超越冥想，他從那時起決定“冥想改變了那個人的生活,。他就像完全變了一個人,。”

掌控自己的健康,。他說道?，F(xiàn)在薩默斯每天做兩次超越冥想，每次20分鐘,，這個習(xí)慣已經(jīng)堅持了十年,。他也很重視睡眠，每天晚上要睡足七個半到八個小時,。他說道：“我改變了作息和生活方式,。出去吃晚飯的時候，我們會在下午5點到餐廳,，而不是8點,。”他說孩子們都拿這件事開玩笑,，但他每天早上醒來都“特別開心”,。如果公司有問題需要處理，他的下屬知道給他家里打電話,，妻子會把他叫醒,。不過他說道，幾乎很少有不能等到第二天早上解決的緊急情況,。

會議主持人,、Thrive Global的創(chuàng)始人兼CEO奧利安娜·郝芬頓表示：“這與大眾想象中的摩根大通截然不同。大部分人認為摩根大通是讓人精疲力盡的大熔爐?！?

而在李維斯（Levi Strauss）,，CEO兼總裁奇普·伯格則鼓勵員工進行體育鍛煉。伯格曾經(jīng)參加過三項全能和馬拉松比賽,。他表示：“我發(fā)現(xiàn),，我為保持健康所做的事情，與我的個人績效之間是存在聯(lián)系的,?！?/p>

伯格在寶潔（P&G）任職28年后加入李維斯，當時這家公司正處在轉(zhuǎn)型期,。他的信念是“全人類的驅(qū)動特性”,，所以他在公司執(zhí)行的計劃，重視員工生活的方方面面,。公司為在總部工作的員工提供了健身館會員補貼,，現(xiàn)在有約一半員工都參加了這項計劃。伯格說道：“這是幫助我們降低醫(yī)療成本的舉措之一,?！彼恢痹谂σ陨碜鲃t，每天中午離開辦公室進行鍛煉的時候,，他會告訴所有人,。

IBM Watson健康（Watson Health）部門的總經(jīng)理戴博麗為自己設(shè)置了界限，并希望她的團隊能夠效仿,。她說道：“我盡量把不在周末發(fā)電子郵件,，變成一種習(xí)慣”，她還表示,，這也是公司創(chuàng)建“健康文化”的目標之一,。

戴博麗的健康與工作發(fā)生沖突，是在接受IBM的任命后五個月,，當時她被診斷出癌癥,。她努力想從不同醫(yī)生那里得到一致的結(jié)論——關(guān)于腫瘤的大小和可以接受的手術(shù)與治療類型，這些醫(yī)生給出了各種不同的信息,。最后她選擇了Watson,，在里面輸入自己的數(shù)據(jù)，并按照它的建議進行治療,。Watson經(jīng)過紀念斯隆-凱特琳癌癥中心（Memorial Sloan Kettering）的腫瘤醫(yī)師們的專門訓(xùn)練?，F(xiàn)在她的病情已經(jīng)得到緩解。（財富中文網(wǎng)）

譯者：劉進龍/汪皓

Some corners of corporate America have long had a culture that wears its long and grueling hours like a badge of honor.

Now a group of executives is trying to change that by opening up about how they each found balance in their own lives and by making wellness a priority at their companies.

“I’ve found in a culture like Wall Street, people are obsessed with how many hours people work,” said Barry Sommers, CEO of Wealth Management at J.P. Morgan Chase, during Fortune's second annual Brainstorm Health conference in San Diego on Tuesday. “Way too many people are getting out of there as fast as they can because they’re totally burnt out.”

Sommers decided to take his health into his own hands a decade ago after someone he’d known personally and professionally for 30 years started doing transcendental meditation. “It transformed this person’s life,” he said. “I saw a different person.”

“This goes completely against mainstream assumption that J.P. Morgan is the boiler room of burnout,” said Arianna Huffington, the founder and CEO of Thrive Global, who moderated the panel.

Over at Levi Strauss, CEO and president Chip Bergh has focused on pushing exercise for his employees. “I always saw a connection between what I was doing for my own health and fitness and performance,” said Bergh, who has run triathlons and marathons.

Levi Strauss was in turnaround mode when Bergh joined after 28 years at P&G. It was his belief that “the whole human drives performance” so he implemented a program that focuses on every aspect of employee life. The company subsidizes gym memberships for its employees who work at headquarters, and now has about half of them signed up. “It’s one of the things that's helping to contribute to us driving healthcare costs down,” Bergh said. He tries to model good behavior by making it clear when he leaves the office at lunch to work out.

Deborah DiSanzo, general manager of IBM Watson Health, sets boundaries for herself and hopes her team follows suit. “I try to make a habit of not emailing on the weekend,” she said, adding that its parts of the company’s goal to create a “culture of health.”

DiSanzo's health and work like collided five months after she took on her role at IBM when she received a cancer diagnosis. She struggled to get a consistent storyline from multiple doctors—they all gave her different information about the size of the tumor and the type of surgery and treatment she should have. She turned to Watson, who had been trained by the oncologists at Memorial Sloan Kettering, entered her data, and followed its recommendation. She’s now in remission.