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    Well-being at work

    Brain Circuits

    How can companies tackle the crisis of well-being at work? 

    by Andrew Sharman, Susan Goldsworthy Published May 28, 2025 in Brain Circuits • 3 min read

    Companies are waking up to the reality that well-being is a business necessity, not a luxury. Take the quiz below to gauge the scale of the problem, and read on to see how your organization can help.

    Test your knowledge

    Which of the following statements are true?

    Employees whose managers have a positive impact on their mental health are more likely to believe in the mission of their organization.

    “Do what you love, and you’ll never work a day in your life”, goes the adage, proving that passion prevents workplace stress.

     

    Actionable steps for companies

    1. Use leading indicators to measure well-being levels 

    Organizations often rely on lagging metrics such as absence from work, which don’t capture the full picture. Leading indicators, such as employee happiness and job satisfaction, provide a more accurate measure of well-being.

    2. Co-create supportive environments

    Foster a culture of acceptance where employees feel valued, even on difficult days. Regular feedback and open conversations allow employees to express their needs and help bring their full selves to work.

    3. Institute flexible work arrangements

    Hybrid or flexible working can have significant benefits for companies and their workforce. A study by Harvard and Penn State University, for example, found that flexible working can significantly reduce the risk of a heart attack or stroke, and is also believed to prevent burnout and protect mental health.

    Key learning

    Companies need to move beyond superficial programs to embed well-being into their core operations, and leaders must understand that investing in well-being is about building resilient, innovative teams that drive long-term success.

     

    Further reading

    The new ‘pandemic’: Tackling the crisis of well-being at work 

    How creating psychologically safe workplaces is key to long-term success

    Well-being initiatives aren’t working. Here’s how to drive real change

    Why Workplace Well-Being Programs Don’t Achieve Better Outcomes

    Authors

    Andrew Sharman

    Andrew Sharman

    Adjunct Professor of Organizational Behavior and Culture

    Andrew Sharman is Adjunct Professor of Organizational Behavior and Culture at IMD. He explores risk and safety culture, highlighting the positive impact of leadership. His executive education covers leadership and organizational behavior, from stress and resilience to safety culture. His approach is practical and high-impact. Sharman holds master’s degrees in international health and safety law & environmental law, and occupational psychology & organizational behavior, plus a doctorate in leadership and culture transformation.

    Susan Goldsworthy

    Affiliate Professor of Leadership, Communications, and Organizational Change

    Susan Goldsworthy is Affiliate Professor of Leadership, Communications and Organizational Change at IMD, where she directs the Executive Coaching Certificate and Leading Sustainable Change programs. She is a co-author of three award-winning books. She is also an Olympic finalist and an ordained OneSpirit Interfaith Minister, as well as a highly qualified executive coach, and is trained in numerous psychometric assessments.

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