How are your people doing right now? Chances are that many are struggling.
Data from analytics behemoth Gallup points to a well-being crisis in the global workforce in 2026. Leaders, managers, and employees report routine feelings of anger, loneliness, and sadness at worrying levels, with around 41% of all workers experiencing a high degree of stress on a daily basis. At the same time, engagement is tanking. The same data suggests that 80% of us are not actively connected, committed, or aligned to our work. Burnout remains unsustainably high. One European report reveals that well over half of us are “somewhat” or “extremely” burnt out at work.
Most organizations are responding by throwing resources at workforce well-being, investing billions in wellness and mental health schemes and programs. Fortune Business Insights projects that the corporate well-being market will grow to $118.2bn by 2034 – a massive increase in spending as firms worldwide scramble to reduce stress, tackle absenteeism, and rein in some of the estimated lost productivity – an annual bill that is thought to run into the trillions.
The problem is that most of these schemes and programs don’t really work. They fail to deliver the results and outcomes that organizations want. And that’s because, however well-intentioned, they don’t address the deep, underlying, and systemic causes of stress, anxiety, overwhelm, and burnout. In the rush to attenuate symptoms, most well-being initiatives ignore the source – the unsustainable workloads, the lack of psychological safety, or the cultural permission to use these resources.
Our research and work with leaders and organizations finds that meaningful and sustainable well-being depends on three interconnected layers:
Employees don’t experience the organization in an abstract way. They experience it through their manager. It falls to managers and leaders to translate systems and policies into operational reality, culture into practices, and strategy into daily work. Leaders set the tone, communicate expectations, and model the behaviors that determine the context in which people operate and live. That makes leaders a conduit or connective tissue between what individuals do and feel, and what organizations create and drive.
As a leader, you shape workforce well-being in three ways: as a cultural architect, a behavioral multiplier, and an enabler of systems.
Let’s get into each and look at a few things you can do right now to support your team members and drive their well-being.
Your leadership determines what gets rewarded and recognized, what is tolerated, and what ends up being ignored – the behaviors, actions, and words that populate the workplace.
Let’s say you primarily give shout-outs to team members who go above and beyond: staying late, working weekends, or pulling “all-nighters” in service of their work. At the same time, in team meetings, you extol the importance of maintaining a work-life balance, insisting on the importance of rest and recovery to sustain performance. The message your team receives may be very different from the one intended.
Leaders who respond calmly and constructively to problems, who invite discussion and default to curiosity more than blame, can dial stress and anxiety down in their teams. Those who set and then proactively model time and work boundaries legitimize sustainable behaviors for others. Here are a few things you can choose to consider, as an architect of culture:
Leaders who communicate openly, who recognize and acknowledge challenges without catastrophizing, and demonstrate constructive coping behaviors will build and strengthen collective resilience.
How do you lead through periods of pressure? Do you hit the pause button? Do you begin your team meetings by asking questions: what has changed, what remains uncertain, and where do people feel they need to focus? Or do you yield to feelings of urgency, continuously shifting priorities and expecting results in real time?
A cascading effect runs from leaders to employees when it comes to toxic behavior. Why? Because leaders set the tone for the organization as a whole and the distinctive microcultures within their teams. Leadership is consistently the strongest predictor of dysfunctional culture. And corrosive leadership is directly linked to elevated stress, anxiety, and burnout. Stressed, exhausted managers are more likely to default into abusive behaviors. Employees receiving abuse are in turn more likely to demonstrate toxic behaviors because they too are stressed. And so, the cycle continues.
Leaders who communicate openly, who recognize and acknowledge challenges without catastrophizing, and demonstrate constructive coping behaviors will build and strengthen collective resilience. As a multiplier of behavior, you can:
What can you do to drive your team’s well-being as a leader who expects excellence but also upholds the conditions to make excellence possible?
Let’s say your organization has a flexible, four-day week option. One of your top-performing managers is using that policy, but you have a big project coming up, and you want all hands on deck. Your response is to simply stop inviting that team member to early-morning client meetings and hand the reins to someone who’s “more available.” It’s not a big deal after all. The policy remains in place, and nothing needs to be said. The message to your team, however, is clear: you can use the flexibility, or you can be seen as fully committed.
As a leader, it’s down to you how roles and workloads are allocated, resources distributed, and how quickly decisions are taken. You determine whether well-being-related policies and benefits are genuinely available or implicitly penalized – whether inclusion translates into day-to-day practices or remains symbolic. When you expect excellence but ignore boundaries, you might get the short-term results you want, but you will end up undermining long-term viability.
So what can you do to drive your team’s well-being as a leader who expects excellence but also upholds the conditions to make excellence possible?
Develop key leadership capabilities and accelerate your impact as a leader
Our report on Integrated Workforce Well-being, explores how individuals, organizations and leaders interact to shape workforce well-being. It provides an actionable framework with diagnostic questions, clear recommendations, and industry best practices to drive and sustain well-being at scale.
In a world where disengagement, lack of purpose, and overwhelm are chronic, where uncertainty and change are relentless, and where increasing organizational spending consistently fails to realize its intended value, decision-makers can no longer afford to pursue fragmented approaches.
Well-being must become an integrated system that aligns meaningful work, inclusive climate, supportive systems, and sustainable practice with intentional leadership – a shift from symptom triage to systemic commitment. From performance or well-being to performance and well-being.
Leaders and organizations that can make this shift are those that will create the resources and resilience to thrive in the longer term.
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