Reclaiming wellbeing – from ‘nice to haves’ and magic wands to essential tools for surviving and thriving

In recent years, the concept of wellbeing has become ubiquitous and yet undervalued. For professionals and leaders in socially conscious organisations, the stakes are especially high. As financial pressures mount and crises become more frequent, funders and decision makers are increasingly cutting wellbeing related programmes, viewing them as expendable luxuries rather than essential investments. This trend is potentially damaging to organisations and communities, especially at a time when living and working conditions, and over-exposure to distressing information, are adversely affecting so many of us.

The false economy of cutting wellbeing

When budgets tighten, wellbeing initiatives are often the first to go. The rationale is straightforward enough - in times of crisis, only the “essentials” survive. But what if we’ve misunderstood what is truly essential? Workforce wellbeing is not a peripheral concern – done well, it is foundational and preventative. Contributing to positive wellbeing is the bedrock upon which sustainable, effective, and compassionate organisations are built.

Neglecting or cutting corners with wellbeing is a false economy. The costs of burnout, absenteeism, turnover, and diminished performance far outweigh the investment required to support staff meaningfully. In sectors where professionals routinely support people through distressing or traumatic experiences (often while being underpaid and overworked), the risks of neglect are even greater. In this case, wellbeing isn’t a “nice to have” – it’s a matter of survival. I’ve seen too many examples of organisations in crisis because of a lack of effective support for their teams. This often comes as a shock when fed back by disillusioned staff at exit interviews, because the people at the top are working hard to protect and support their workforce, but they may have failed to join the dots between working conditions, structural issues in the organisation, meaningful opportunities for people to be heard, and workplace wellbeing.

Beyond sticking plasters: the limits of superficial solutions

Too often, wellbeing programmes are reduced to a handful of token gestures: morning meditation sessions, discounted gym memberships, or access to mindfulness apps. While these can be helpful, they are not solutions to complex, systemic issues. Our wellbeing cannot be separated from our living and working conditions, and the impact of events in the wider world. What each of us needs to thrive will be different, and meaningful support requires careful thought, genuine investment, and a willingness to address root causes. It’s understandable that capacity for all of this may be limited in times of crisis, but it may be a case of allocating time and resources now to prevent disaster further down the line.

A “sticking plaster” approach risks trivialising wellbeing, offering temporary relief without addressing underlying problems. It’s not enough to encourage self-care in isolation; we must also create environments where people are safe, valued, and empowered. There is a shift in many sectors and communities from a focus on self-care to self and collective care. This, too, needs to be backed up with investment and resources.

Reclaiming the language of wellbeing

Part of the challenge lies in the language we use. “Wellbeing” has become associated with the sprawling, unregulated “wellness” industry—heavily filtered influencer videos, expensive retreats, and miracle solutions promised by social media ads. For many, the term now evokes images of hyper-individualist self-improvement, rather than a more nuanced, systemic approach.

Perhaps it’s time to reclaim the concept of wellbeing, or even to find new language that better reflects its true meaning. Wellbeing should not be about chasing perfection or subscribing to the latest trend. It should be about placing humans in all their complex, imperfect glory at the centre of our organisations, communities, and societies. It should evoke a vision of shared effort, learning, and mutual support - tools that are essential for surviving and thriving, not “fluffy” extras.

Wellbeing as a community effort

A meaningful approach to wellbeing recognises that no single solution fits all. There is room in the world for whatever form of support works for each of us - no one approach is inherently better than another. But when late-stage capitalism co-opts the concept of health and wellbeing, we are bombarded with an overwhelming array of simple, siloed solutions to complex, structural problems. This might lead some of us to feel dismissive of the whole field, undermining genuine efforts to support people.

Instead, we need to foster a culture of shared responsibility for wellbeing, which means investing in environments where people can learn from one another, share tools and strategies, and build resilience together. This might involve a slow burn and a non-linear process, which is perhaps a less exciting prospect for those who want to see the results of their investment as soon and as clearly as possible. But the likelihood of this leading to real, sustainable change seems to me to be worth it.

The risks of deprioritising wellbeing

When those holding the purse strings deprioritise wellbeing, the consequences can be far-reaching. Staff morale declines, turnover increases, and the quality of support offered to those in need suffers. In the long term, organisations risk losing their most dedicated and compassionate people—those who are drawn to socially conscious work precisely because they care deeply.

Moreover, the ripple effects extend beyond the workforce. When professionals are supported to thrive, they are better equipped to help others do the same. In sectors where the work is emotionally demanding, this is essential.

Investing in meaningful wellbeing

Meaningful investment in wellbeing starts with listening. Leaders actively listening to their teams to understand their needs, challenges, and aspirations. A commitment to addressing structural issues such as workload, pay, job security, and organisational culture, rather than relying solely on individual interventions.

It also means recognising the diversity of needs within any workforce. Some may benefit from flexible working arrangements, others from peer support networks, and others from opportunities for professional development. The key is to offer a range of options, grounded in empathy and respect. The best approaches to this I’ve seen and experienced involved trusting individuals to know what will work best for them and to find ways to accommodate them where possible (or support them to work out what will help if they’re not sure).

A call to action

For decision makers with responsibility for workplace and community wellbeing, there is a strong, evidence based case to be made: effective wellbeing support is not a luxury, a magic wand, or a a sticking plaster. It is a set of essential tools for surviving and thriving, both individually and collectively. By reclaiming the concept from the clutches of the wellness industry and investing in meaningful, systemic support, we can build organisations that are resilient, compassionate, and successful.

The benefits of doing so are clear, and so are the risks of failing to act. In times of crisis and scarcity, it is more important than ever to prioritise the wellbeing of those who do the vital work of supporting others.