Cultivating Proactive Wellbeing for Improved Mental Health
In contemporary discussions surrounding workplace health, a frequent conflation of 'mental health' and 'wellbeing' often occurs. While seemingly interchangeable, this lack of differentiation can significantly impact how organisations approach and support their employees. A prevalent tendency exists to discuss mental health primarily within the framework of 'problems', 'challenges', or 'conditions'. This inclination fosters a focus on mental ill-health, inadvertently overshadowing the importance of cultivating positive mental health.
It's common practice to visualise mental health along a linear spectrum, ranging from illness at one end to thriving at the other. While not entirely inaccurate, this perspective can be considered incomplete. Achieving a state of true thriving necessitates optimal wellbeing in conjunction with performance, which transcends the mere absence of mental ill-health. The World Health Organisation astutely emphasises that "mental health is more than the absence of mental disorders". Established psychological models also advocate for a more nuanced understanding of the intricate relationship between mental health and wellbeing.
This crucial distinction is effectively illustrated in the 'complete state model', developed by psychologists Corey Keyes and Shane Lopez. This model underscores that 'complete mental health' encompasses the active promotion of wellbeing, and not solely the passive absence of mental illness. A comprehension of this difference is paramount for organisations. It necessitates the implementation of proactive initiatives designed to nurture wellbeing, operating in tandem with reactive measures aimed at supporting individuals grappling with mental health challenges. A strategy exclusively focused on addressing mental ill-health may, ultimately, only lead to a state of 'languishing' or 'incomplete mental health', falling short of facilitating genuine thriving.
The States of Thriving Model: A Framework for Understanding Wellbeing
The 'States of Thriving' model offers a valuable framework for elucidating the multifaceted dimensions of wellbeing. This model represents an adaptation of the complete state theory, acknowledging the diverse array of life challenges capable of influencing both mental and physical health. The horizontal axis of the model represents 'High Life Challenge', a category encompassing mental health, physical health, and environmental challenges. This inclusion serves to acknowledge the impact of various life circumstances on individuals, while also recognising mental ill-health as a relatively common life experience. The model is intentionally titled 'States of Thriving' to emphasise that these states are not static or immutable. Individuals can transition between quadrants throughout their lives, and the perception of these quadrants is inherently subjective. An event considered a significant challenge by one person may be perceived as inconsequential by another.
The vertical axis of the model represents the wellbeing dimension. Its definition should align with an organisation's specific values and objectives. An evidence-based model of wellbeing, such as the PEP model, often provides a robust starting point. The PEP model, which draws on the evidence-based theories of Subjective Wellbeing (Ed Diener, 1984) and PERMA (Martin Seligman, 2011), alongside the World Health Organisation’s (WHO, 2025) definition of health, incorporates physical, emotional and psychological wellbeing. These aspects serve as a foundation for cultivating a state of high wellbeing.
Critically, the States of Thriving model demonstrates that thriving remains a possibility even when an individual is managing a mental or physical health condition, through a dedicated focus on enhancing wellbeing.
Practical Application: Case Studies and Organisational Implications
To illustrate the practical application of these concepts, consider the following case studies:
State of Thriving: Nicola, an HR business partner, derives genuine enjoyment from her work and experiences a strong sense of value within her organisation. She integrates informal 'walk and talk' meetings into her work routine, fostering stronger colleague relationships and prioritising a healthy work-life balance through setting clear boundaries and dedicating time to her friendships and fitness.
State of Thriving Despite Challenge: Manish, a customer service team manager, finds professional fulfilment in his role, particularly in facilitating positive customer interactions. However, he also navigates significant challenges in his personal life, including the demands of young children and caring for an unwell father. To effectively manage the associated stress, he has proactively incorporated a lunchtime meditation practice into his daily routine, enabling him to remain grounded and balanced.
Surviving: Rebecca, characterised by a strong work ethic, excels in her demanding job. Nevertheless, the long working hours and intense pressure are beginning to negatively impact her overall wellbeing. She is experiencing increased emotional sensitivity, physical symptoms such as backache, and decreased concentration.
Struggling: Joseph, typically a high-performing employee, is currently on sick leave due to stress-related ill-health. Despite his previous dedication and social engagement, he had become increasingly withdrawn in the period leading up to his absence.
These case studies serve to underscore the critical importance of prioritising wellbeing. Life challenges are an unavoidable aspect of the human experience, and it is both inaccurate and demoralising to suggest that thriving is unattainable without optimal mental and physical health. The States of Thriving model proves effective precisely because it acknowledges the significant impact of life challenges, including mental ill-health, while simultaneously highlighting the potential of enhanced wellbeing to mitigate some of the adverse effects. This holistic approach empowers individuals to live fulfilling lives and achieve a state of thriving.
Organisational Responsibility and Proactive Strategies
Organisations have a fundamental responsibility to move beyond reactive crisis management and embrace proactive strategies that foster employee wellbeing. This involves:
Education and Awareness: Providing employees with comprehensive education and training on the distinction between mental health and wellbeing, the factors that influence both, and the importance of proactive self-care.
Creating a Supportive Culture: Cultivating a workplace culture that prioritises psychological safety, encourages open communication, reduces stigma surrounding mental health challenges, and promotes work-life balance.
Implementing Wellbeing Initiatives: Developing and implementing evidence-based wellbeing initiatives that address the key pillars of wellbeing, such as physical, emotional and psychological (PEP model). These initiatives could include stress management programmes, mindfulness training, flexible working arrangements, employee assistance programmes, and opportunities for social connection.
Leadership Modelling: Ensuring that leaders actively champion and model healthy wellbeing practices, demonstrating the importance of self-care and setting a positive example for their teams. This is the specific focus of our Wellbeing Ambassador Programme.
Regular Evaluation and Adaptation: Regularly evaluating the effectiveness of wellbeing initiatives and adapting them based on employee feedback and data analysis to ensure they remain relevant and impactful.
By adopting a proactive and holistic approach to wellbeing, organisations can create a more supportive and resilient workforce, ultimately reducing the incidence of mental ill-health and fostering a culture of thriving.
Bibliography
World Health Organisation. Mental Health. WHO Fact sheet 1–4 https://www.who.int/newsroom/fact-sheets/detail/mental-health-strengthening-our-response (2022).
Keyes, C. L. M. & Lopez, S. J. Toward a science of mental health: Positive directions in diagnosis and interventions. in Handbook of positive psychology (eds. Snyder, C. R. & Lopez, S. J.)
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