Only about 25% of workers surveyed in the U.S., U.K., and Canada are happy at work, the World Economic Forum reports. And just 20% of employees “strongly agreed” that they like what they do every day, while 28% reported feeling burned out at work “very often or always,” according to a Gallup survey. Workplace wellbeing needs a new approach.
Corporate employers have taken note and tried to improve the situation. Eighty-five percent of large employers maintain employee wellbeing programs, with global costs reaching almost $95 billion per year. Boosting workplace wellbeing could add nearly 12 trillion dollars to the global economy, McKinsey reports. Yet the results remain poor. Something new is needed.
What if we’re thinking about workplace wellbeing in the wrong way? What if we’re measuring the wrong things? This article will look at what workplace wellbeing really means, how it can be improved, and the role of leadership in the effort.
We often get workplace wellbeing wrong. We think of work as one thing and life as a separate thing, instead of seeing them as interconnected parts of a whole. Our working lives give us purpose, meaning, and connection – not just a paycheck. When people like what they do, enjoy interacting with their colleagues, and find meaning in the workplace, they are more likely to stay and thrive. Leaders need to think in terms of “Work AND Life” by fostering greater connection, purpose, and common values in the workplace.
The Gallup wellbeing survey agrees. “When Gallup asks people across the world what they want most, the most common reply is a good job.” Gallup identifies “career wellbeing” – that is, “liking what you do every day” – as having the strongest impact on overall wellbeing. According to Gallup, “Work doesn’t stand in the way of wellbeing. Work you love is the foundation of a life well lived.”
Many organizational wellbeing efforts focus on the amount of work done: amount of emails, numbers of hours, or days of mandated vacation time. Yet Gallup finds that the “quality of the work experience has 2.5 to three times the impact of the number of days or hours worked. In short, the quantity of work does matter, but the quality of work matters more.”
Individuals are no better at judging what contributes to their own wellbeing. When asked, individuals usually mention compensation and workplace flexibility, the World Economic Forum reports. “But when you actually run the analysis . . . it turns out the social elements, and in particular, the sense of belonging to an organization, is at the top,” according to Jan-Emmanuel De Neve, Oxford Professor of Economics and Behavioral Science.
“What it comes down to is people wanting to feel like the organization cares about them as a person,” Dr. De Neve concludes.
Social connections. Workplace wellbeing starts with social interactions, a 2024 McKinsey study finds. “Feeling connected at work is associated with greater innovation, engagement, and quality of work – and may be especially impactful for those with smaller social networks outside of their jobs,” the authors write.
An excellent way to build social connections in the workplace is to develop a sense of belonging. People want to feel they are part of something larger than themselves. That requires a shared vision, shared goals, and common culture in the workplace. Greater belonging also requires fairness and flexibility, so each team member feels supported and valued. Wise leaders find ways to incorporate different personalities and working styles into their organizations.
Leaders can also take practical steps to build camaraderie in the workplace. Simple things like allowing a few minutes for chit-chat before meetings, sponsoring social events, and getting to know team members personally can make a difference. Encouraging team members to have a “best friend” at work – through mentoring or a buddy system – is another way to develop social connections, especially for remote workers.
Positive mindsets. Positive mindsets are another way to drive workplace wellbeing, McKinsey reports. Positive mindsets help employees overcome everyday stresses and challenges, and these mindsets grow out of a sense of purpose, according to the authors.
Organizations can build purpose when leaders learn to become visionaries and architects rather than just decision makers. Starting with the CEO, leaders need to develop a clear and actionable vision for what the organization stands for, what it hopes to achieve, and how it plans to reach its goals. The vision should be both practical – to build confidence – and inspirational – to provide motivation. Communicating authentically, by avoiding “corporate speak” and emphasizing purpose, is critical to success.
Developing intrinsic motivation in the workforce is another winning strategy. Intrinsic motivation is what happens when people want to finish tasks and want to achieve goals because the tasks and goals align with individual interests, needs, and values. Leaders help by focusing on three keys: (1) autonomy, (2) competence, and (3) relatedness or connection. In practical terms, leaders can make sure team members have the skills to succeed, allow them to find their own solutions, and treat them with respect.
Managing burnout. Burnout is the single greatest threat to workplace wellbeing, Gallup reports. The Gallup survey identified four main causes of burnout: (1) unfair treatment, (2) an “unmanageable” workload, (3) lack of “role clarity” (i.e., not knowing what is expected) and (4) lack of support from direct managers or supervisors.
Managers and supervisors have a disproportionate influence on burnout and quiet quitting, the same report states: “Gallup data suggests that in most cases of burnout, a good manager was missing.” Organizations can make an immediate impact on burnout rates by ensuring that managers and supervisors have the skills to help their teams succeed.
Humble leadership is a sure way to increase leaders’ effectiveness. Employees are highly sensitive to the attitudes of their leaders. Leaders who are seen as arrogant and controlling are much less effective than leaders seen as humble and encouraging. Humble leaders emphasize collaboration over control. They value the contributions of team members and look for ways to help the team succeed.
In times of disruption, adaptive leadership is a proven way to overcome the biggest challenges. Above all, adaptive leaders don’t claim to have all the answers. They “lead without authority” by seeking ideas from each team member and by encouraging everyone to stretch beyond their current limits. The adaptive leader must display personal integrity, a sense of fairness, and a high level of E.Q. to build the trust needed for success.
Workplace wellbeing starts with connection, builds with purpose, and flourishes with great leadership. Workplace wellbeing creates a vibrant culture that drives brand value. If you would like to learn more about workplace wellbeing, please contact us.
Copyright ©️ 2025 by Dr. Vic Porak de Varna. All rights reserved.
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