Frequently Asked Questions
From our experience, the most successful wellbeing programs are not stand-alone activities. Rather, they integrate into wider organisational values, culture, and behaviours required to sustain growth at all levels.
Our single greatest piece of advice would be to focus on the question: "What do you want your wellbeing program to affect or accomplish?" The most effective wellbeing strategies and programs are built with clear commitments by all parties as to the role they will play. For Leaders (including Senior Leadership and the C-Suite) it's critical to identify expectations around participation. Actions speak louder than words.
One of the most cited reasons that wellbeing strategies is the lack of genuine commitment by leaders at the top and across the organisation. There is a big launch, lots of talk but then leaders don’t get further involved and participation wanes after the first ‘event’.
The hard truth here for us as leaders is people watch for our commitment, rather than listen for it. It’s mission-critical to identify early on the key stakeholders that will be part of a successful and holistic wellbeing strategy.
Teams are the currency of every successful organisation. Your strategy should have teams at the centre. By using the collective power of teams you can improve both the wellbeing of the team as a group and the wellbeing of the individuals on the team. The uplift for the organisation is that there are solid links between wellbeing and performance, so it’s win:win.
From our experience, the most successful wellbeing programs are not stand-alone activities. Rather, they integrate into wider organisational values, culture, and behaviours required to sustain growth at all levels.
Our single greatest piece of advice would be to focus on the question: "What do you want your wellbeing program to affect or accomplish?" The most effective wellbeing strategies and programs are built with clear commitments by all parties as to the role they will play. For Leaders (including Senior Leadership and the C-Suite) it's critical to identify expectations around participation. Actions speak louder than words.