The document discusses wellbeing in the workplace. It first asks what wellbeing is, noting it involves more than just the absence of stress, anxiety or depression. It then discusses how wellbeing relates to leadership, and the importance of leaders knowing how well their employees and organization are doing. The background section outlines past research on wellbeing from Professor Cary Cooper and The Foresight Project. Three compelling cases are made for prioritizing wellbeing: the science showing its impact on health costs, organizational impacts like decreased performance and reputational damage, and the emotional duty of care employers have for employees. The document promotes a "5-a-day" approach to wellbeing and outlines steps to create a culture that supports well

2. Behind the scenes
What is wellbeing?
Wellbeing & leadership
Background
3 compelling cases
5 – a – day
Creating a wellbeing culture

3. What is wellbeing?
Happiness?
Stress, anxiety, depression?
A point on the spectrum

4. Wellbeing & leadership?
How well are you?
How well are they?
How well is the organisation?

5. Background
Professor Cary Cooper
The Foresight Project
An accessible version

6. Doing the
Right
Thing

7. Doing
the Right
Thing

8. 3 compelling cases
Science
Not just absence of stress
Over half a million cases - £3.7 billion
Average days lost = 29 pa
13 Million days per year
The problem of presenteeism
The ‘Titanic’ effect

9. 3 compelling cases
Organisational
Sickness absence “Happy workers
Decreased performance are productive
Grievances workers”
Reputational damage

10. 3 compelling cases
Organisational
ROI = LOF

11. 3 compelling cases
Emotional
A societal duty of care
The new philanthropy
Integrity of leadership

12. 5-a-day
Connect Take Be Learn Give
notice active

13. Creating a wellbeing culture
A new psychological contract
Make the decision
Model the behaviour
Add some friends
Reward wellbeing

14. Wish