The concept of wellbeing has moved from a ‘nice to have’ to a central pillar of both personal and organisational success. However, many initiatives designed to boost wellbeing fall short, often seen as fleeting trends rather than deeply embedded practices. The REST & RISE™ model offers a robust framework to counteract this, providing a pathway to not only initiate change but, crucially, to sustain it.  

Organisations continue to face a significant challenge: the pervasive impact of workplace stress on employee wellbeing. Elevated levels of absenteeism, frequently attributed to stress, anxiety, and burnout, continue to disrupt productivity, increase operational costs, and decrease overall business performance. Recent data underscores the gravity of the situation.

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'.

It's hard to believe that a full year has passed since "Wellbeing Ambassadors" was published. What began as a mission to bring evidence-based wellbeing practices into workplaces has blossomed into something truly remarkable, and I wanted to take a moment to reflect on this journey with you.

Leaders often find themselves on a perpetual quest for improvement. We scrutinise our performance, identify areas for development, and diligently work to overcome our limitations. But what if this approach is fundamentally flawed? What if the path to better leadership, enhanced wellbeing and superior team performance lies not in fixing our weaknesses but in leveraging our innate strengths?

Workplace wellbeing is sometimes seen as a nice-to-have perk rather than an essential component of organisational success. Yet despite widespread recognition of its importance, many organisations struggle to create lasting cultural shifts that embed wellbeing into their culture. This is why we work with leaders training them as Wellbeing Ambassadors. They become a powerful catalyst for sustainable change that transforms how teams approach health and performance.

The landscape of workplace wellbeing has changed dramatically since 2020. While many organisations offer reactive mental health support or one-off workshops, there remains a critical gap: the need for proactive, sustainable approaches to workplace wellbeing led by equipped and confident leaders.

In today's fast-paced corporate environment, the term 'wellbeing' is frequently used, but what does it truly mean, and why should leaders prioritise it? As evidence-based specialists in this field, we believe it's crucial to establish a clear understanding of wellbeing's fundamentals and how organisations can systematically support it.

In today's workplace, leaders are increasingly expected to be champions of employee wellbeing, yet many lack the support and tools they need to fulfil this crucial role effectively. With mental health issues costing UK businesses £51 billion annually (Deloitte, 2024), organisations can't afford to overlook this critical gap in …

When establishing a wellbeing programme within your organisation, it is vital to understand the concept of "person-activity fit." This means recognising that a one-size-fits-all approach to wellbeing will not be effective. The success of your programme hinges on providing a diverse range of interventions that …

We all know that feeling good at work is important. When we're happy and healthy, we're more productive, engaged, and likely to stick around. But sometimes, it feels like there are roadblocks in the way of creating real change.

Now, you might be thinking, "What exactly does a Wellbeing Ambassador do?"

I’ve heard this phrase so many times in the last seven months (I’m even guilty of using it) – “Wellbeing matters more now than ever before” – but I actually disagree. Wellbeing has always mattered; it is just that people often need to experience a crisis to realise it. The Coronavirus Pandemic has created that crisis for many…

Seligman and Csikszentmihalyi (2000) are classically credited with promoting a field of research to understand what allows people to be mentally healthy, thrive and experience optimal wellbeing. They claim “that there are human strengths that act as buffers against mental illness” …

An extensive Gallup study suggests that employee engagement is strongly linked to creating an increase in positive emotions which ultimately then leads to increased performance…

For many years, absenteeism has been the focus for businesses, but now ‘presenteeism’ is also becoming a problem, with over 86% of organisations saying they have observed this in the past year. Presenteeism is a…

Psychological capital (PsyCap) is a theory in ‘positive organisational behaviour’ (POB) which focuses on developing the person for them to reach their full potential in order to increase performance and wellbeing in organisations (Luthans, Luthans, & Luthans, 2004). PsyCap is believed to …