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Wellbeing At Work Is a Leadership Strategy

When I talk to HR Directors and senior managers about The Humanising Work Manifesto, I usually get a version of the same question:

“This sounds lovely — but is it actually sustainable? Can we do this and stay profitable?”

Absolutely. But only if it’s implemented properly — not as a fluffy HR initiative, but as part of your core leadership strategy. Humanising work is not a retreat from performance. It’s how high performance is sustained.


Humanising workforce is a leadership strategy.

What Does “Humanising Work” Actually Mean?


To humanise work means building organisations where people aren’t just used up to meet targets. It’s about treating employees as whole humans — with emotions, rhythms, needs, and potential — not as machines in a spreadsheet. This isn’t just an ethical stance. It’s a strategic advantage. Because the data is clear: people who feel valued, psychologically safe, and connected to purpose perform better — and stay longer.


So What Would Wellbeing At Work Actually Look Like in Practice?


Manifesto line: “We place psychological safety above heroic resilience.”

In practice:

  • Leaders create environments where it's safe to speak up.

  • Mistakes become learning moments, not blame games.

  • Teams can say, “I’m not OK,” without fear of penalty.


Why it works: Amy Edmondson (1999) introduced the concept of psychological safety, showing that high-performing teams were not the most error-free — but the ones most open about their errors. Google’s Project Aristotle confirmed this: psychological safety was the #1 factor in high-functioning teams (Rozovsky, 2015).


ROI: When people feel there is wellbeing at work and are safe, they take initiative, flag risks early, and stay engaged. That reduces turnover and unlocks innovation.


Manifesto line: “We believe humans thrive when their work is meaningful.”

In practice:

  • Every role is linked to a wider impact — not just a task list.

  • Leaders communicate the “why” as clearly as the “what.”

  • Employees feel their work contributes to something bigger.


Why it works: Self-Determination Theory (Deci & Ryan, 2000) shows that intrinsic motivation — driven by autonomy, competence, and relatedness — fuels sustainable engagement. When work is meaningful, employees invest emotionally and cognitively.


ROI: A 2016 study found that employees who find meaning in their work are 1.7 times more likely to be satisfied and 1.4 times more likely to stay with the organisation (Cameron, 2012; Rosso et al., 2010).


Manifesto line: “We honour rest, pause and recovery as vital parts of high performance.”

In practice:

  • Leaders model boundaries — no “performative burnout.”

  • Breaks and recovery time are integrated into project timelines.

  • Flexible working is not a perk — it’s a principle.


Why it works: Research on allostatic load (McEwen, 1998) shows that chronic stress without adequate recovery leads to cognitive fatigue, illness, and disengagement. Humans are cyclical, not linear. Peak performance requires rhythms of recovery.


ROI: The WHO (2022) estimates that burnout costs the global economy over €1 trillion annually due to lost productivity. Restorative cultures reduce absenteeism, presenteeism, and health-related costs.


Manifesto line: We train leaders to be emotionally literate and relationally competent.”

In practice:

  • Managers are trained in emotional intelligence (EQ) and active listening.

  • 1-to-1s are about relationship-building, not just performance updates.

  • Empathy is seen as a leadership competency — not a soft skill.


Why it works: Goleman (1995) showed that emotional intelligence is a better predictor of leadership success than IQ or technical skills. Leaders who connect relationally build trust, which boosts team performance and resilience (Mayer, Davis, & Schoorman, 1995).


ROI: Relationally intelligent leadership improves employee engagement by up to 76% (Gallup, 2020). That’s a massive impact on retention and productivity.


Manifesto line: “We acknowledge that every system has a pulse, rhythm and soul.”

In practice:

  • HR and leadership pay attention to energy flows and unspoken dynamics.

  • Rituals (e.g., check-ins, celebrations) give rhythm to the work.

  • Feedback becomes a practice, not a procedure.


Why it works: From a Gestalt perspective, organisations are living systems — not just charts and boxes (Polster & Polster, 1973). Systems that ignore their emotional field fragment over time. Cultures that regularly check their own pulse stay aligned and adaptive.


ROI: Coherent cultures reduce conflict, ambiguity, and siloed behaviour — all of which are hidden productivity killers.


So Is It Profitable?


Yes. Because this isn’t about being “nice.” It’s about being strategic with your people.

Human-centred organisations retain top talent (saving thousands per head), adapt faster in change (lowering risk) and perform better with less burnout (protecting capacity).

Humanising work isn’t about softening your edge. It is about sharpening your strategy.

It’s not less performance. It’s better, more sustainable performance. So if you’re a line manager, HR director or senior leader thinking about where to begin:

  • Audit the emotional culture of your team.

  • Train your managers in relational leadership.

  • Build recovery into your workflow.

  • Start human conversations.


And if you want help doing that — through coaching, workshops or strategy support — I’m here. Not just to listen. to help you lead well, live well, and build workplaces that work for humans. Let’s create a culture that doesn't just survive change — but thrives through it.


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