Given that most of us spend around half of our lives in work, it goes without saying that we would prefer that to be a positive experience, which adds to the quality of our lives and our health and wellbeing (and doesn’t detract from it)! 

I think most of us reasonably expect that work can’t and won’t always be positive or enjoyable all of the time. As in life, there are inevitable challenges, stresses, difficult times and uncertain factors that will impact any organisation. No organisation, no matter how big or powerful, can guard against these and be entirely impenetrable from events happening in the wider environment. 

However, as with any mindset choice, how an organisation behaves, treats its people and deals with those challenges; we strongly believe it is possible (and necessary) to do this well and ensure that people are always treated with respect, as human beings and with integrity, positive regard and care.  

So, let’s explore, what does it really mean to have a healthy Wellbeing culture. We thought we’d dive into that in more depth this month to share our experiences, insights and learning gained from working with many clients over the years. 

What Does a Thriving Wellbeing Culture Look Like?

Here are some key fundamentals that we have found to be common amongst those organisations that really deliver on a culture that authentically supports and values Wellbeing.

Wellbeing is a true priority, valued as a human-centric way of working and being with one another.

1. Human-Centric Approach: People are treated as human beings and as individuals, valuing everyone’s contribution, voice and unique strengths and needs. 
2. Balanced Work Environment: Organisational ways of working and leadership support both individuals and teams to work well in a balanced way, to ensure there is a clear, compelling vision, shared purpose, collaboration, diversity and opportunity for all, whatever their individual motivation.  
3. Sense of Community: The concept of ‘Community’ is really felt and lived, where social wellbeing and relationships are actively encouraged, enabled and supported. One of the main drivers for work, other than economic reasons, is for our connection with others. A sense of belonging and ‘tribe’. Many of us know the well-publicised fact that people often stay in roles because of their colleagues and relationships and when they leave, it is quite often because these are not working well.  
4. Holistic Approach: Wellbeing is seen as a composite measure, incorporating various factors beyond single KPIs. It is recognised as an holistic approach that everyone pays attention to and values, as a key enabler to better performance and organisational effectiveness. With those organisations that do it well, it is viewed as a ‘composite’ measure, where there is recognition of a number of Wellbeing/Engagement factors taken into account (such as feedback, engagement, capability, performance, development, innovation, contribution, etc) and not a single KPI (often absence or productivity). 
5. Sustained Attention: There is consistent time and effort put in to an effective Wellbeing culture; it isn’t left to just happen on its own, which, without sustained attention, it can wane or go stale. Nor is it a fad or initiative that blows in and blows back out again when leaders change or times are difficult. As with the garden analogy, if left untended, gardens become wild, unruly, neglected and can become full of weeds, unhealthy or toxic environments. Whereas the opposite is true, if nurtured and regularly maintained and cared for, they, like us, will flourish.
6. Integrated into Daily Practices: It is just part of the way we do things – not an add-on or a luxury when there is time. It is an automatically implicit part of all interactions with one another. It is built into 1-1s, team meetings, conversations, ways of working, processes, policies, values and behaviours, delivery, etc. 
7. Empowerment and Trust: People are genuinely trusted and empowered to achieve the balance that is right for them. And this won’t look the same for everyone, as individuals have different commitments, priorities, demands and needs at different points. At some points, it might be a need for flexibility for childcare, elderly or ill relatives, to manage their own health requirements. At other points it might be additional responsibility or opportunities for development, growth, challenge, learning, change, etc.  
8. Psychological Safety:  There is authentic, felt and lived psychological safety. People can be themselves, ask for help, be honest and expect honesty, express different opinions, challenge, learn, take risks, try new things and know that this will be received and encouraged positively, without detriment, blame or negative consequence. Effectively, what we call in therapeutic settings, ‘held in unconditional positive regard’. How often is this achieved? My belief is this is special when it happens, as it takes strong and vulnerable leadership. And when it does, people truly thrive, because who wouldn’t want to work in this kind of environment?
9. Inclusive Leadership: Leaders create space for people to contribute. This is really, for me, the one that enables all of the previous 8 factors. If we get the right leadership behaviours and mindset, we really can enable an effective Wellbeing culture, which benefits everyone and delivers the bottom line sustainably and ethically.

As in most things, it is important to equally know what a Wellbeing culture isn’t, as much as what it is. So that we can look at ourselves honestly and recognise where we might be, what our strengths are and where we could make changes for the better. 

What a wellbeing culture isn’t:

1. Superficial Niceties: Where everyone is nice to each other all the time. We know that it also means dealing with difficult things and having healthy conflict. Advocates of this come from recognised thought leaders in this area, such as Simon Sinek, Brené Brown, Kim Scott (creator of the ‘Radical Candor’ model) and Gustavo Razzetti (founder of ‘Fearless Culture’)  and inspiring leaders from the world stage such as Barack and Michelle Obama, New Zealand’s former Prime Minister, Dame Jacinda Ardern, Melinda Gates, Volodymyr Zelensky, Kamala Harris  – all of whom, are committed to creating positive, global change, are leaning in, dealing with high conflict, speaking truth to power and taking action to change ‘the system’.
2. Excuse for Poor Performance: Where it is used as a reason or excuse not to perform. This is an interesting one, but worth calling out explicitly. I have come across some instances where wellbeing has been used as a form of shield, to avoid what were actually reasonable performance expectations. I’d like to think its in the minority, but it is out there. Of course, this absolutely isn’t about being used as a lever to excuse or veil poor or toxic behaviours or unreasonable demands; instead, it is about balance and reasonableness and two way psychological contracts.
   Wellbeing is about accountability, responsibility, shared commitment and mutual trust. Most of us do want a sense of purpose, the ability to find meaning, feel motivated and contribute value and we expect and want to pull our weight. We just want to be treated with respect, listened to and valued and to know that our overall health and wellbeing will be enhanced by the experience of work and not damaged.
3. Mutually Exclusive from Performance: It is not mutually exclusive from performance. The best organisations recognise that looking after wellbeing just makes good business sense. Looking after people fundamentally looks after our organisation and those they serve. Investing in people’s wellbeing and engagement doesn’t detract from profit and shareholders, in fact. it adds value and return on investment, because it increases long-term goodwill, discretionary effort. sustainability, productivity, innovation through ideas, harnessing strengths and diversity and empowering and upskilling people.
4. Surface-Level Interventions:  Avoiding superficial efforts and ensuring cultural alignment with genuine wellbeing practices.While well-intentioned, Superficial wellbeing offerings can have limited benefit or sometimes even backfire. When we work with organisations, we carry out a customised, comprehensive survey to explore the broader health of the organisation, as well as looking at various indicators of wellbeing and engagement. We also co-create a blended approach, which builds capability, understanding and actionable strategies, through coaching, interactive workshops, toolkits, leadership development and self-directed learning to enable both organisations and individuals, to improve overall wellbeing effectiveness and enhance the cultural health of the organisation for everyone’s benefit.

The Key Ingredients for a Thriving Wellbeing Culture

Overall, I would say there are some really key ingredients in building and sustaining a thriving Wellbeing culture, which are fundamentally important and which don’t need to be hard or expensive to do. 

Wellbeing is about accountability, shared commitment, and mutual trust. Investing in people’s wellbeing fundamentally benefits the organisation. Effective wellbeing cultures require sustained effort, belief, and unwavering commitment. However, the business and human reasons for investing in them are overwhelmingly supported by evidence.

We Are Here to Help You!

We’d love to assist you and your organisation in creating a thriving wellbeing culture. Have you faced challenges in fostering a wellbeing environment? Do you need support in implementing these key fundamentals? 

If you would like to learn more about how we help organisations develop their effective Wellbeing culture, please contact us. Call: 0161 969 2512, or email: info@Co-Creation.Group

Prioritising Workplace Wellbeing: The Transformative Impact of Psychological Safety

In today’s fast-paced and demanding work environment, prioritising employee wellbeing has become increasingly crucial. One key aspect that has gained significant attention is psychological safety. This term, more commonly used recently, refers to creating a work environment where individuals feel safe to express themselves, take risks, share ideas, and learn from mistakes without fear of negative consequences.

Psychological safety is not only essential for building high-performing teams but also plays a vital role in promoting overall wellbeing. In this article, we explore the concept of psychological safety, its significance in fostering workplace wellbeing, and practical strategies for cultivating a culture that prioritises employees’ mental, emotional, and social health.

The term’ Psychological safety’ has recently become more common in our language. It is certainly something we have explicitly been working on with organisations in recent months, to help to build and embed psychological safety in teams, partnering leaders to create the space needed for this to be nurtured. It undoubtedly isn’t a quick fix, but a longer-term process that needs commitment and courage to hold the course and make it a priority.

Interestingly, Amy Edmondson first talked about the term’ psychological safety’ and what it meant in work teams back in 1999. I wonder if now, it has risen up the agenda post-pandemic, where mental health and wellbeing has increased in conscious awareness and organisational focus.

Psychological safety is a core foundation for any team to work effectively (or relationship if you broaden it out). It is an essential requirement for any team striving to become high performing. In organisational culture development, building psychological safety is a key step for leaders to set by example in order to ensure the environment for teams enables people to be honest and trust that their contribution, concerns and ideas are valid and valued.

It is also, as you would expect, incredibly important for all of our wellbeing. Our mental, physical, emotional and social wellbeing is dependent on feeling psychologically safe in the environment we are in. When it is not present, this is one factor leading to toxic environments, unhealthy conflict, mistrust, disengagement and burnout. Not surprisingly, these environments don’t sustain high performance either.

So what exactly is Psychological Safety?

“Team psychological safety is a shared belief held by
members of a team that it’s OK to take risks, to express their ideas and concerns, to speak up with questions, and to admit mistakes — all without fear of negative consequences” (Harvard Business Review, Feb 23)

Amy Edmondson (1), Professor at Harvard Business School, adds to the above ‘…the team is safe for interpersonal risk-taking‘ and explains that it is about giving candid feedback, openly admitting mistakes and learning from each other.

Her TED talks and latest book ‘The Fearless Organisation – creating psychological safety in the workplace for learning, innovation and growth‘ are worth checking out if this is a topic you want to learn more about.

What it isn’t?

It is also important to note what psychological safety is not. It is not all about being nice and feeling comfortable all the time. Actually, in order to do it well, healthy conflict and diversity of thinking, strengths and ideas are needed. This is how we grow as individuals, teams and organisations. If we lived in our comfort zone, nothing would change or develop and we wouldn’t discover new approaches, challenge and stretch ourselves to accomplish and realise our full potential.

The difference is when there is a high level of psychological safety, people trust that it is OK to share ideas, take some risks, ask for help, challenge when they don’t agree with something, and voice a different opinion. All of those things are key to an effective culture.

If leaders, at whatever level of the organisation they are, can remove blocks to psychological safety, then it will facilitate greater connection for people both to each other and to the organisation.

People then co-regulate with each other and establish healthy relationships, as well as collaborating more, being more creative and ambitious and increasing the overall sense of wellbeing. This means people feel happier, engage more, perform better, thrive in their careers, contribute more and in turn, this results in happier customers, colleagues and stakeholders and a sustainably healthy bottom line.

Why is it important?

Amongst benefits on multiple levels, some key outcomes include:

• Team members feel happier, more motivated, engaged and valued for their contribution
• There is greater collaboration across different teams as people trust one another and actively seek out help, input, etc.
• It leads to better quality decision making through more diverse perspectives, ideas and voices
• It fosters a culture of continuous learning and improvement, as people are not afraid of being blamed or shamed for making a mistake or something not working as intended
• Innovation becomes prized, enabling greater creativity, willingness and appetite to stand out, be seen and be different
• It enables greater creativity, resilience, wellbeing and performance

What it looks and feels like

Consider these points taken from the Center for Creative Leadership (2) below and I invite you to reflect for yourselves on how many of these are true for you in the team you work with:

• If you make a mistake on this team, it is not held against you.
• Members of this team are able to bring up problems and tough issues.
• People on this team accept others for being different.
• It is safe to take a risk on this team.
• It isn’t difficult to ask other members of this team for help.
• No one on this team would deliberately act in a way that undermines my efforts.
• Working with members of this team, my unique skills and talents are valued and utilised.

If you feel that there is some room for development and further psychological safety in your team or organisation, the Center for Creative leadership go on to offer some practical strategies that may be helpful:

1. Make psychological safety an explicit priority
   • Connect it to a higher purpose, ask for& give help when needed and model the behaviours you want to see. Establish clear norms and expectations so there is a sense of predictability and fairness
2. Facilitate everyone speaking up
   • Be open-minded, curious and compassionate, willing to listen when someone is brave enough to challenge the status quo. Let people know regularly and consistently that you want their input, why it matters and how it will affect the outcomes of the work you do
3. Establish norms for how failure is handled
   • Actively encourage learning from mistakes, failure and disappointment, openly share hard won lessons learned from mistakes. Promote innovation and courage to try different ideas. Admit your own fallibility – normalise vulnerability, be respectful of people, open up about mistakes you’ve made and what you’ve learned
4. Create space for new ideas (even wild ones!)
   • Be appreciative and forward-thinking. Encourage people to voice and share new ideas, within the context that some will work and others may not, but contribution is always welcome. Seek to listen and learn, be curious, ask questions that open the dialogue
5. Embrace productive conflict
   • Encourage and enable honest and constructive debate. Establish clear expectations as a team, around how communications and conflict will be managed
6. Pay close attention and look for patterns
   • Consider each individual’s beliefs, needs and strategies for psychological safety – not one size fits all
7. Make an intentional effort to promote dialogue
   • Create space for people to raise concerns. Promote skill at giving and receiving feedback. Encourage quality conversations and mechanisms that facilitate them
8. Celebrate wins
   • Recognise peoples’ efforts. Celebrate what’s going well, no matter how small. Express gratitude, give people the benefit of the doubt when they ask for help, make a mistake or take a risk.

We hope this exploration of psychological safety and its impact on workplace wellbeing has resonated with you. If you believe there is room for further development and improvement in your team or organisation, we are here to help.

Contact us to learn more about how we can support you in your journey towards building psychological safety and enhancing workplace wellbeing.

Call: +44 0161 969 2512 or email: info@co-creation.group

References:
(1)
https://amycedmondson.com/psychological-safety/

(2) https://www.ccl.org/articles/leading-effectively-articles/what-is-psychological-safety-at-work/?utm_campaign=1-EDI,1-preview,2-insight,3-other&utm_medium=social&utm_source=linkedin

Reclaiming Your Authentic Self: Transforming Subconscious Beliefs for Wellbeing

If someone said to you that you will live your life based on the experiences you had and subconscious beliefs you formed when you were less than 6/7 years of age, how would you feel?

Interestingly, this is in fact what the majority of us do as adults, from our personality patterns, our beliefs, thought patterns and relationship to emotions – they’re all formed by circa 6/7 years of age.

To use a relevant analogy, it would be like working from the software version that was in place anywhere between 20 – 50 years ago for most of us.

As you can imagine, this might be somewhat outdated given all of the life experiences, skills, knowledge and resources we have amassed in that time. The challenges we’ve faced and come through, the learning and insight we’ve gained, the emotions we’ve felt, and the changes we’ve lived through are all in our psyche somewhere. However, unless we have reason to or decide to dive deep into why we think, feel and act the way we do, they’d just be sitting on top of our ‘old programming’ that’s hardwired into our subconscious.

The relationship we have with ourselves and with others also stems from this time. We all have a few really core emotional needs as human beings, and these are: love, safety and boundaries. These are deeply imprinted on our subconscious and shape a whole manner of things in our makeup, such as our self-esteem, self-image, our world view, how we relate to others, the decisions and paths we take in life and how we show up. You’ve probably heard of ‘attachment theory’ – simply put, this is how our primary caregivers related to us and those immediately around us when we were growing up and this is the basis upon which we will form relationships during our life from this point on (unless something significant changes this).

Some people will have been fortunate to have these core emotional needs met. However, its a sad fact that many of us didn’t get these needs met in the way we needed. That’s not to apportion blame to anyone – families did the best they could with the resources they had and the blueprint they were given by the generation before them and the generation before them and so on. It doesn’t mean that we had bad childhoods, it simply means that there is still work to do for ourselves, to take ownership for fully meeting those needs now in our adult lives. Gaining awareness and building these emotional muscles in ourselves is a fundamental step in being as psychologically and emotionally well as we possibly can be.

How often have you caught yourself replaying old patterns, even when they don’t feel helpful or we dislike the behaviours that show up in ourselves and we wonder why we are doing this?

Maybe its about overworking or overgiving to feel worthy, loved or appreciated. Or perhaps its about having to get things right or perfect or to be the best to be seen or heard. Or we keep choosing the same kind of person over and over again in relationships that don’t work out and/or make us feel bad or feel there’s something wrong with us. Or maybe emotions are really uncomfortable or overwhelming for us to feel, especially those like sadness, anger, despair, grief, disappointment, rejection or shame, and it wasn’t ok to show them or discuss them in our family environment.

Or maybe we avoid, ignore, disconnect from or push down our own needs and put everyone else before us, because it feels selfish to focus on ourselves. Or that we never felt we fitted in or sought comfort in other ways to feel able to cope, but these aren’t making us truly happy.

How does this impact our wellbeing?

Often we don’t stop to look back at our ways of being and living long enough to really explore how well these strategies are working for us now. It is often through life-changing events, such as major career changes, significant health issues, family changes or deep loss that we stop, or are stopped, to take a fresh, hard look at what is going on beneath the surface of day to day life.

It usually means a major turning point, where we catch the unconscious ‘programmes’ or messaging and realise the impact this is having on us, our wellbeing and happiness. And the opportunity it can present, if we are able to take it, to actually change the narrative and therefore alter the course of our lives for the better, even if we wouldn’t have chosen the reason for the ‘hard stop’ in the first place.

Recognising the ‘cost’ of certain thought patterns, limiting beliefs, views of ourselves and/or the world around us, i.e. what impact they may be having physically, mentally or emotionally can be really helpful to know what to address and to harness the impetus for change.

Well, when we ask ourselves the question “is this behaviour / way of thinking / strategy helping me to be a healthier, happier version of myself or not?” it can help to shine a light on what we need to keep or let go of. It will have helped us to an extent for a period of time, otherwise we wouldn’t have kept using it.

As we learn new ways of being in the world, we update our resources, skills and knowledge and develop new strategies that may actually serve us better now. And we want to be able to replace the old ‘programme’ (thought pattern, belief or behaviour) with the new one, to help us evolve and grow as more self-aware and enlightened human beings.

What can we do about this?

The good news is that we all have the ability and importantly, the choice to change those beliefs and behaviour patterns that once upon a time were helpful and served us, but now hold us back from fulfilling our true authentic selves and living our fullest lives. Even when it feels as though there’s no choice, there always is. It may not be an easy choice and it may mean there is work involved, but these changes can be necessary, to really become who we were always supposed to be.

We can bring those personality patterns back into balance, harnessing the unique strengths we all have that may have been overplayed or just need a bit of redirection to ensure they’re pointing the way we want to go. We can make healthier choices that actually serve us better in the long run. We can transfer knowledge, learnings and insight and choose different, more resourceful ways of being to better align and support ourselves.

The analogy is often used about peeling back layers of the onion. Often it is a case of, removing the labels, roles, hats or masks that we’ve worn or played for many years, one by one, and unbecoming all that is not us, to realise who we have always been underneath. Our lives are busy and full now, we can’t add more hours to the day, but we can free up space, energy or capacity to spend it differently.

This is the journey back to our true, authentic selves. It is the life’s work too, so we don’t need to let the inner critic beat us up for not having this all figured out already! It’s a process, not a task to complete once and we’re done. We can all cultivate the mindset we need to serve our own purpose in life. Getting to know what is important to us is key: what we care about, what we’d make a stand for, what resonates so much it, it lights a fire in us and physically vibrates or pings.

We also don’t have to do this on our own, there are many people whose purpose in life is about helping others to go along this self-discovery journey with us. Professionals including coaches, therapists, and counsellors, can provide independent and safe support to work through these areas with you. In addition informal support can be really helpful from mentors, good friends, partners, groups you may belong to of like-minded and like-hearted people  – there is plenty of help there, sometimes the hardest step is to recognise we need it and to ask for it.

We can often gain a lot from just writing down what is in our mind, without judgment or analysis, journalling or ‘flow writing’ can help to surface what may be just beneath in the subconscious. Once its in our conscious awareness, we can then explore it and work on transforming the unhelpful patterns into more helpful, resourceful perspectives, thoughts and beliefs that align and support where we want to move to.

Where to start?

1.   The first step is to look at your life now and asking:-

• Where is there imbalance or unhappiness? Where is my life not working or not bringing me fulfilment?
• What thoughts and beliefs do I have about this?
• Which patterns am I playing out that aren’t helping me?
• Which beliefs am I holding onto that could be holding me back?
• What would I change if there were no restrictions and nothing else to consider?
• What am I not making use of, that I know I have experienced, learned or gained at some point in my life?
• What gift do I need to give myself, that I would readily give to, or advise, others to do?
• What do I know deep down I need to change to be happier and healthier and more fulfilled in my life?
• What’s making me happy and why? Where else could I apply this in my life?

2.   Then think about what internal resources you have available to you already that may help?

3.   What external support would be useful?

In conclusion, our upbringing and early experiences shape our beliefs, thought patterns, and behaviours, often leaving us with outdated programming that no longer serves us. Recognising the impact of our subconscious beliefs and patterns is crucial for our psychological and emotional wellbeing. We can begin the journey of personal growth and change through self-reflection and the willingness to dive deep into our psyche.

The good news is that we have the power and choice to transform these outdated patterns and beliefs. We can bring balance to our personalities, make healthier choices, and align ourselves with our true authentic selves. This journey of self-discovery is a lifelong process, but with the right mindset and support, we can make meaningful progress.

Is Your Wellbeing at Work a Priority? Here’s Why It Should Be…

How would you rate your own wellbeing at work currently?
If you were to list the things that enable and support your wellbeing and the things that take away from your wellbeing, do you know which would come out on top?

Let’s take a moment to expand our thinking beyond the immediate and those more visible wellness initiatives. While these are undoubtedly important, we can consider additional ideas that may have a greater impact.

With that in mind, we invite you to join us in exploring the following areas:

Your work and team

• How much autonomy do you have over how you do your work?
• How well does your work align with your own values?
• Are you able to contribute to and shape decisions that may affect you?
• Do you have a good support structure at work? Are there people you trust and feel you could talk openly with?
• What is the relationship like between you and your line manager (if you have one, or whoever you work most closely with, if not)?
• What are relationships like in the team/group you work most often with? Is there mutual trust and support and a common sense of purpose to achieve shared goals?
• How much of your time would you say you feel you’re operating in high stress?
• What support and development are available to enable you to develop, learn and grow?

The wider environment

• How do leaders behave in the workplace? Do they actively support people’s wellbeing?
• How effectively can you achieve balance between work and the other areas of your life
• Do you feel you can try new things, experiment, learn, and be curious without fear of blame or negative consequences?
• Do the ‘tools’ (processes, systems, ways of working) you have available help you to do what you need to?
• How does it feel to work where you work? What is the environment or culture like?
• Do you feel it is safe to discuss concerns, ask questions, access support and ask for help when you need it? (i.e. is there psychological safety where you work?)

The Link Between Sustainable Wellbeing and Organisational Performance

Given that we spend on average half of our lives in work, and the fact that 1 in 2 of us will suffer from poor mental health at some point in our lives; it is really important that within organisations we can create and embed the conditions for sustainable wellbeing so that it is just ‘the way we do things around here’.

By investing in people, we can enable individuals to be well, fulfilled, resilient and engaged, bringing the best of themselves to what they do. Which in turn enables teams and organisations to perform better, to grow, develop and harness the skills, inbuilt knowledge, experience and talent that they need to thrive in the long term.

7 Tips for Building a Sustainable Wellbeing Culture

1. Maintain a psychologically safe culture – encourage people to feel safe to be able to be themselves at work and to express concerns, raise and discuss issues openly and ask for help as needed, knowing this will be listened to, valued and positively addressed.
2. Invest in leadership capability – this will ensure leaders are well equipped, aware and EQ fluent to support themselves and their own mental health, as well as being able to recognise individual needs and provide support to their teams effectively. Leaders are the key interface at every level to help teams to navigate the certain uncertainty we will continue to live and work with.
3. Make support readily accessible – ensure there is a framework of support available that people can access easily depending on wherever they are on the ‘wellbeing continuum’ at any given point. From ‘in crisis’ to ‘surviving’ to ‘thriving’ – people will need support at each stage and will move up and down this.
4. Proactively support and enable people to achieve balance to avoid burnout – time off, rest, monitor working hours, regular 1:1 check ins, ensure days aren’t full of meetings, allow people more autonomy to create space and flexibility in their working days
5. Enable people to connect and do meaningful work – the vast majority of people want to connect with others and feel valued. We want to know and feel that what we are doing matters. Finding out what makes each person tick and how to play to their strengths and what truly connects meaning for them will enable them to bring their best to what they do.
6. Ensure the organisation ‘enablers’ – processes, ways of working etc – help, not hinder, people to do great work – Minimising ‘constraints’ on people and ensuring, as far as possible, that ways of working make it easier for people to do what they need to will significantly reduce stress, save money and time and unlock greater productivity in organisations regardless of size or structure.
7. Prioritise a healthy work-life balance – according to a recent article (1) in The HR Director, several key wellbeing tips for 2023 were highlighted. Among them was the importance of creating a positive work environment, encouraging intentional recovery for individuals, and promoting mental health support. By prioritising employee wellbeing, organisations can improve productivity, reduce absenteeism, and increase employee satisfaction. Remember, employee wellbeing is not a one-time initiative but an ongoing process that requires consistent attention and effort.

How a sustainable Wellbeing culture can drive your organisation’s success

Remember, investing in people and creating a culture of sustainable wellbeing is not just good for individuals, but it also benefits the long-term performance and success of your organisation.
Hopefully, these tips for building a sustainable wellbeing culture have been helpful. If you’re interested in learning more about how to support wellbeing in your organisation, please get in touch with us by phone: 0161 969 2512 or email: info@co-creation.group.

(1)         Link to The HR Director article: https://www.thehrdirector.com/features/health-and-wellbeing/key-wellbeing-tips-2023/