Wellness Culture of Care: How Leadership Can Set the Tone

The year is 2025, and the buzzwords in the workplace are wellness, balance, engagement, and, of course, culture. But wait, this doesn’t have anything to do with KPI’s, performance management, and the bottom line. Or does it? This current generation of leaders will tell you that the integration of wellness into corporate life is here and now, and it won’t be going anywhere soon.

Just think personally about how your performance improves when you are well rested, understand your job responsibilities, have the ability to take time off for personal needs, and have consistent, healthy professional relationships with co-workers. Now imagine how your performance is affected when you do not get the sleep you need, do not eat well, and have the stress of both home responsibilities as well as confusion with job-related performance tasks and communications with co-workers.

The correlation between healthy and happy employees and work performance is apparent, and organizations are recognizing that leadership will have to take the initiative to offer support and set the example for wellness within the organization. Forbes states the following: “The way of work has changed, and the cracks in workplace culture are impossible to ignore. Rising burnout, shifting expectations, and the demands of hybrid work have forced companies to rethink what employees need to thrive. The answer isn’t quick fixes or superficial perks – it’s a deeper commitment to wellness that goes beyond addressing problems and starts creating a foundation for better work and better lives”.

What is Wellness

Throughout my career in fitness, wellness, and human resources, I have encountered the following model in several formats, but the foundational pieces always remain the same.

The Global Wellness Institute defines wellness as the active pursuit of activities, choices, and lifestyles that lead to a state of holistic health

The model presented by The Global Wellness Institute incorporates the following dimensions:

• Physical – Nourishing a healthy body through exercise, nutrition, sleep, etc.
• Mental – Engaging the world through learning, problem-solving, creativity, etc.
• Emotional – Being aware of, accepting, and expressing our feelings, and understanding the feelings of others.
• Spiritual – Searching for meaning and a higher purpose in human existence.
• Social – Connecting and engaging others and our communities in meaningful ways
• Environmental – Fostering positive interrelationships between planetary health and human actions, choices, and wellbeing.

How is this Demonstrated in the Workplace?

The above paragraph could justify that an organization might need to hire a new position just to manage wellness, and some companies are doing just that. But maybe you work for an organization similar to mine. For smaller, mid-size, and/or nonprofits, the budget for a Wellness Director is not available and so what can leaders do? Should this fall on the business owner? The human resources department?

Leadership sets the tone in every aspect of an organization. The culture and overall health depend greatly on the behaviors that are modeled by business owners, department leads, and other positions of leadership.

Here is a list of creative ideas that boost leaders in the direction of practicing and promoting wellness:

Policies and Programs

Leadership should review all policies and programs that are associated with wellness. Policy and program development associated with meal breaks, movement, flexible schedules, mental health days, anti-bullying, and positive communication skills are just a few examples. Other programs and initiatives could include setting up clean water stations at work sites, providing opportunities for “fitness hours” within the work day or week, and offering virtual trainings or in-person classes on breathing techniques, mindfulness, and meditation.

Training for Leadership

Management at all levels should be trained and receive ongoing training in wellness initiatives to better   support employees. One great example of training would be MHFA – Mental Health First Aid, or another mental health training. These trainings foster a culture of mental well-being and empower employees to develop their own mental well-being. First-line leaders should understand how important their impact is on the employees they manage, and they should receive training and resources to manage with both empathy and integrity.

Transparent Communication and Goal Setting

Ensuring that employees understand job descriptions, tasks, and responsibilities is the primary way in which leadership can instill transparent communications towards goal setting. Program development surrounding performance management, such as weekly check-ins, one-on-ones, and quarterly reviews, should all leave space for 360 feedback. This gives employees an opportunity to openly discuss any areas of confusion, stress, or obstacles that leave them unable to complete their responsibilities. These conversations let employees know that they are cared for, and they also lead to higher productivity and improved retention.

Setting Boundaries

Employees often face challenges outside of work that can prevent them from working to their full potential and may hinder performance. Setting boundaries and parameters around the workday can provide employees with the separation that they need to rest, reset, and leave time for personal matters. Employees should know that when they finish their workday, they are able to unplug from technology and devices. This allows them to return to work refreshed and ready to take on the next day’s tasks.

Social Networks and Inclusion

Humans are social creatures, and we all thrive in an environment where we can be in community. Creating an atmosphere in the workplace that allows for a variety of social networks and events can bring teams and people together in a way that promotes engagement and camaraderie. This sense of belonging is necessary whether they are remote, hybrid, or on-site.

About the Author: 

Kristin Wasilewski | Human Resources Director at Heart Havens, Inc

Kristin has been working in human resources for over 20 years. She served as a human resources specialist and administrator for the United States Army with a deployment to Camp Arifjan, Kuwait. Her transition out of the military led her to a passion for wellness, serving in leadership positions within the health and fitness community in Richmond, Virginia. She has human resources experience in government, healthcare, fitness, and industrial fields, and currently works as the Human Resources Director for a nonprofit that services adults with developmental disabilities. Kristin teaches yoga, Pilates, and strength training at a local fitness studio. When she isn’t working, you can find her lifting weights, cooking, spending time with her family, and enjoying life in the city.

Sources:

Global Wellness Institute, What is Wellness? - Global Wellness Institute

Power, Rhett. (2024, December 29), Transforming Work Culture Through Employee Wellness, Forbes   Transforming Work Culture Through Employee Wellness