The Building Blocks of a Well-Being Culture Company
We have to do more than we have been doing if we are going to succeed in the future. To steal from an old Oldsmobile advertisement, “This is no longer your father’s work force.” If we want to not only keep but engage our new workforce we are going to have to create an environment where every individual feels valued, supported, and motivated to bring their best selves to work every day.
This is something I have been working on for the past few years. In fact, I have been writing a book on this subject. While doing my research for this book I came across Richard Safeer’s book, “A Cure for the Common Culture,” In this book Mr. Safeer lays out a roadmap for building such a culture. Let’s break down these building blocks, using a little bit of er, “common sense,” to understand how they can be practically implemented in the workplace.
Commitment: The first and most crucial building block is leadership commitment. You can’t expect your team to buy into a well-being culture if the leadership isn’t walking the talk. Leaders set the tone for the organization’s values and behaviors. If they’re not committed, the rest of the team won’t be either.
Actually, Mr. Safeer emphasizes that leadership isn’t just about issuing mandates; it’s about embodying the principles of well-being. Leaders must be visibly engaged in the culture of well-being—participating in wellness programs, promoting work-life balance, and demonstrating empathy and support for their team members. When leaders show they care about their own well-being and that of their employees, it sends a powerful message that well-being is a priority, not an afterthought.
I would advise that as true leaders, we should make well-being a personal priority. Participate in wellness activities, share your experiences, and be transparent about your own challenges and successes. This will encourage others to do the same.
Communications: As with everything else communication is key. Without clear, consistent, and transparent communication, even the best intentions can fall flat. A well-being culture relies on communication to keep everyone informed, engaged, and connected. Mr. Safeer points out that communication is the vehicle through which the values of the organization are shared and reinforced.
But it’s not just about top-down communication. Encouraging open dialogue at all levels of the organization is key. Employees should feel comfortable voicing their concerns, sharing their ideas, and providing feedback. This creates a sense of ownership and accountability, which are critical for a thriving well-being culture. Create multiple channels for communication—regular team meetings, anonymous surveys, suggestion boxes, and informal check-ins. The more opportunities people have to communicate, the more likely they are to engage in the culture
Social connections: Look as humans are social creatures, and our connections with others play a vital role in our overall well-being. As Mr. Safeer highlights the importance of fostering strong social connections within the workplace. When people feel connected to their colleagues, they are more likely to feel supported, engaged, and motivated.
Building social connections can be as simple as organizing team-building activities, creating spaces for casual interactions, and encouraging collaboration on projects. It’s also about recognizing and celebrating the contributions of individuals and teams, which fosters a sense of belonging and appreciation. Invest in team-building activities that go beyond the usual icebreakers. Encourage cross-departmental collaboration and create spaces—both physical and virtual—where employees can connect on a personal level.
Purpose: Purpose is what drives people to do their best work. When employees feel that their work has meaning and contributes to a greater good, they are more likely to be engaged, satisfied, and committed. Safeer argues that a well-being culture is closely tied to a sense of purpose—both for the individual and the organization. To build a purpose-driven culture, leaders must articulate a clear and inspiring vision that connects the work of each employee to the broader mission of the organization. It’s also important to help employees find personal meaning in their work, whether through professional development opportunities, community involvement, or recognition programs. Regularly communicate the organization’s mission and vision and connect it to the work being done at all levels. Encourage employees to explore their own purpose and how it aligns with the organization’s goals.
Growth: Growth is essential to well-being. When employees have opportunities to learn, develop new skills, and advance in their careers, they feel more fulfilled and engaged. Safeer emphasizes that a culture of well-being must include a commitment to personal and professional growth. This can take many forms, from formal training programs to mentoring relationships, to providing resources for self-directed learning. It’s also about creating a culture of continuous improvement, where employees are encouraged to take risks, learn from failures, and strive for excellence. Offer a variety of growth opportunities that cater to different learning styles and career goals. Encourage a growth mindset by recognizing and rewarding effort, innovation, and improvement.
Creating a well-being culture isn’t about checking off boxes or implementing the latest trends. It’s about using common sense to create an environment where people feel valued, supported, and motivated to do their best work. By focusing on these building blocks—leadership commitment, communication, social connection, environment, purpose, growth, and support systems—you can build a culture that not only enhances well-being but also drives engagement, productivity, and success. It’s only common sense.
