Estimated reading time: 4 minutes

It’s Only Common Sense: Creating a Company Culture Rooted in Well-being

We must do more if we want to succeed. Like the old Oldsmobile advertisement says: This is no longer your father’s workforce. If we want to keep an engaged workforce, we must create an environment where every individual feels valued, supported, and motivated to bring their best selves to work every day.

This is something I have been working on for the past few years and have been writing a book on the subject. During my research, I came across Richard Safeer’s book, A Cure for the Common Company: A Well-Being Prescription for a Happier, Healthier, and More Resilient Workforce.

In it, Safeer lays out a roadmap to create such an environment. Let’s break down these building blocks, using a bit of common sense so that we can implement them in the workplace.

Commitment
The most crucial building block is leadership commitment. You can’t expect your team to buy into a culture of well-being if the leadership isn’t walking the talk. Leaders set the tone for the organization’s values and behaviors.

Safeer emphasizes that leadership isn’t just about issuing mandates; it’s about embodying the principles of well-being. Leaders must be visibly engaged in the culture of well-being—participating in wellness programs, promoting work-life balance, and demonstrating empathy and support for their team members. When leaders show they care, it sends a powerful message that well-being is a priority, not an afterthought.

As true leaders, we should make our personal well-being a priority. Participate in wellness activities, share your experiences, and be transparent about your challenges and successes. This will encourage others to do the same.

Communication
Communication is key. Without clear, consistent, and transparent communication, even the best intentions can fail. A culture of well-being relies on communication to keep everyone informed, engaged, and connected. Safeer notes that an organization’s values are shared and reinforced through communication.

However, it’s not simply about top-down communication. Encouraging open dialogue at all levels is key. Employees should feel comfortable voicing their concerns, sharing their ideas, and providing feedback. This creates a sense of ownership and accountability, which are critical for a thriving culture of well-being. Create multiple channels for communication, including regular team meetings, anonymous surveys, suggestion boxes, and informal check-ins. The more opportunities people have to communicate, the more likely they are to engage in the culture.

Social Connections
We are social creatures, and our connections to others play a vital role in our overall well-being. Safeer highlights the importance of fostering strong social connections in the workplace. When people feel connected to their colleagues, they are more likely to feel supported, engaged, and motivated.

Building social connections can be as simple as organizing team-building activities, creating spaces for casual interactions, and encouraging collaboration on projects. It’s also about recognizing and celebrating the contributions of individuals and teams, which fosters a sense of belonging and appreciation. Invest in team-building activities that go beyond the usual icebreakers. Encourage cross-departmental collaboration and create spaces—both physical and virtual—where employees can connect on a personal level.

Purpose
Purpose drives people to do their best work. When employees feel that their work has meaning and contributes to a greater good, they are more likely to be engaged, satisfied, and committed. Safeer argues that a culture of well-being is closely tied to a sense of purpose—both for the individual and the organization. To build a purpose-driven culture, leaders must articulate a clear and inspiring vision that connects the work of each employee to the organization’s broader mission. It’s also important to help employees find personal meaning in their work, whether through professional development opportunities, community involvement, or recognition programs. Regularly communicate the organization’s mission and vision and connect it to the work being done at all levels. Encourage employees to explore their purpose and how it aligns with the organization’s goals.

Growth
Growth is essential to well-being. When employees have opportunities to learn, develop new skills, and advance in their careers, they feel more fulfilled and engaged. Safeer argues that a culture of well-being must include a commitment to personal and professional growth. This can take many forms, from formal training programs and mentoring relationships to providing resources for self-directed learning. It’s also about creating a culture of continuous improvement, where employees are encouraged to take risks, learn from failures, and strive for excellence. Offer a variety of growth opportunities that cater to different learning styles and career goals. Encourage a growth mindset by recognizing and rewarding effort, innovation, and improvement.

Creating a culture of well-being isn’t about checking off boxes or implementing the latest trends. It’s about using common sense to create an environment where people feel valued, supported, and motivated to do their best work. By focusing on these building blocks—leadership commitment, communication, social connection, environment, purpose, growth, and support systems—you can build a culture that not only enhances well-being but also drives engagement, productivity, and success.

It’s only common sense.

Dan Beaulieu is president of D.B. Management Group.