Leading for wellbeing: A powerful catalyst for change, growth, and business success

“Leadership is about creating environments where people can thrive” - Dr Ellen Joan Ford

We recently hosted a transformative Masterclass on Wellbeing developed by Dr Ellen Ford - award-winning leader, military veteran, and international speaker and facilitator, and Craig Hudson - former Xero Managing Director. They were joined by Pippa Leydon from nib and Rachel Harris from Auror, who offered valuable research, insights and case studies.

It was an inspiring session full of honest stories, practical tools, and new connections. One thing was clear: the old ways of working are no longer enough. Stress, anxiety, and insecurity are on the rise, showing up in everything from declining engagement to increasing burnout. But in the face of these pressures, a new kind of leadership is emerging. One based on empathy, clarity, and care.

Here are our top snippets from the day:

Life outside work affects life inside work

People are coming to work carrying the weight of everything else - financial worries, family demands, and a constant undercurrent of stress. nib research indicated that the cost of living crisis has impacted the overall health of 80% of people and the mental health of 40% of people. Over half of people are concerned about job security, and many are experiencing sleep issues and anxiety.

The overarching theme is that people crave stability, consistency, and reassurance. They’re not just looking for a job, they’re looking for a workplace that makes them feel safe, cared for, valued, and able to thrive.

People want to be seen – not just supported

A powerful conversation emerged around the invisible pressures many people face in trying to meet both personal and professional expectations. One example came from a discussion on parenting, where Dr. Ellen Joan Ford noted: “People are expected to work like they don’t have children and parent like they don’t have work.” This tension resonates beyond parenthood reflecting a broader need for workplaces to recognise and support the whole person, not just the employee.

While benefits, tech, and tools matter, they’re not enough on their own. People want to be recognised as whole humans; with lives, responsibilities, and passions beyond the office. This starts with trust. And one way to show it is to focus on outputs, not hours. Letting people manage their time based on outcomes creates space for balance and supports better performance.

According to nib, the most valued (but less tangible) supports include:

Options to work when and where suits them
Meaningful conversations about personal development and capability uplift
Wellbeing initiatives that go beyond surface level and provide care, clarity and consistency
Additional support like income protection and wellness cover that provide assurance in the challenging economic climate

The three pillars of thriving workplaces

A consistent theme throughout the masterclass was the importance of belonging, autonomy, and purpose. When these three intersect, people don’t just survive at work, they thrive.

Belonging is about allowing people to show up as their whole selves by feeling included and valued. Belonging is inherently part of feeling well. ‘Fitting in’, by contrast, is exhausting.
Autonomy gives people a sense of agency over when and how they work. This doesn’t mean chaos - it means setting clear parameters and offering choices. This provides an incredible backdrop for learning and growing, as well as a safe space to fail.
Purpose connects individual tasks to a broader mission. People are more invested when they know why their work matters.

Leadership is catalyst for change

"Democratise access to leaders - get shoulder to shoulder, not eye to eye” - Craig Hudson

The most profitable and resilient organisations are led by people who lead with care. Indeed, research commissioned by Craig during his time at Xero conclusively showed that every $1 invested in wellbeing provided a return of between $5 and $12.

But leading for wellbeing does not have to cost a cent. Brave, visible, and human leadership creates space for openness, and change. That is:

Listening deeply and actively: hearing what people say and then feeding back that you heard and understood them
Creating psychological safety through transparency and inclusion
Telling stories that connect emotionally, this provides space and security for others to open up and encourages them to share who they are, not just what they do
Creating workplaces that are focused on helping people go home at the end of each day in a better place than they arrived

Two simple practices to try

“It’s smart to get into people’s heads, and even smarter to get into their hearts.” - Craig Hudson

Craig offered two powerful exercises that can provide enormous insight:

The HHH Exercise - Connecting as people

A powerful way to build connection. In team meetings, invite one person at a time to share:

A Hardship they’ve experienced
A Highlight from their life
A Hero they admire, and why

Allow 15 minutes each, acknowledge the person’s story and courage, and do this regularly.

Traffic Light: A Simple Mood Check-In

Before meetings, invite each person to share their "colour" — no need to explain why, unless they want to:

Green – I’m doing well
Orange – I’m feeling under pressure
Red – I’m struggling today

This quick check-in helps teams build awareness and empathy without putting anyone on the spot, or even indicates if a reframe is needed.

Auror case study: The 4.5-day work week

“Be intentional with office work time” - Rachel Harris
Rachel Harris shared Auror’s experience implementing a 4.5-day work week. Employees are paid for five days, finish at midday Fridays, and focus on outcomes rather than hours. During the three-month trial phase the initiative was measured weekly and Rachel attributes its success to a foundation of intentionality, co-creation with the team, and clear communication.

The results are compelling:

80% reported better energy levels
77% felt more productive
60% gave a 5/5 for improved quality of weekends
Retention and productivity increased
Business targets were met and exceeded

Rachel’s advice when implementing new initiatives is simply give it a go - to trial and learn. Don’t aim for perfection. Provide the team with autonomy to manage their time, co-author boundaries, and ensure leaders model the behaviours they wish to see across the organisation.

Leading for wellbeing is leading with purpose, care, and heart

Workplaces that thrive in today’s world are those that embrace the whole human. That treat wellbeing not as an initiative, but as a core leadership philosophy. The question isn’t whether to act. It’s where to start. And the answer is simple:

Listen, care, and lead with purpose.

Because when people feel like they belong, have autonomy, and see meaning in their work - that’s where the magic happens.

Feeling inspired? Check out our Masterclasses page for information about what’s coming up next!