Ashish Kothari argues leaders must embed employee well-being into core strategy, not treat it as a perk. Companies prioritizing high employee satisfaction see 2-3.5% incremental shareholder returns. Real change requires upskilling leaders and coordinated action across individual, job, team, and organizational levels.
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Upskilling leaders and changing our ways of working to make well being a core part of their business strategy versus treating well being as a side hustle showed up as such a powerful way, which is not just good for employees, but it's good for business too. Making well being at work a priority is not just a moral imperative, but it's a financial responsibility boards and leaders should take seriously. My conversation with Alex Edmonds on how companies that really prioritize high employee satisfaction outcompete others driving 2 to 3.5% incremental shareholder returns was very powerful. The key, I realized, was that most programs were focusing only on the individual demands and enablers. If we have to make progress, we have to take action at all levels individual, job, team, and organization, and fundamentally integrating flourishing into the way we work.