Getting Culture Right: The Foundation of Workplace Wellbeing (Guest Article by Leigh McKay)

We have all heard the phrase “culture eats strategy for breakfast” (Peter Drucker), but rarely has it rung truer than it does today. In the aftermath of COVID-19, amid economic volatility, geopolitical unrest and rapid social change, workplace wellbeing has risen to the top of organisational agendas.

Yet despite the attention, official CIPD data shows work-related stress, anxiety and depression remain major causes of sickness absence in many workplaces, with stress-related absence still at historically high levels. This persistence suggests that current wellbeing activity is not yet shifting the needle on underlying workplace causes. The reason is simple: without the right culture, even the most well‑intentioned wellbeing strategies struggle to take hold.

This matters now more than ever. People spend roughly a third of their lives at work and in uncertain times, work can be one of the few remaining constants, offering structure, identity and connection. While wellbeing ultimately belongs to the individual, organisations play an important role in creating a supportive environment and ensuring they do not contribute to risk factors.

Wellbeing cannot exist in a cultural vacuum

Over the past couple of decades, wellbeing has evolved from a “nice to have” to a board‑level conversation and a core organisational priority.

Flexible working, employee assistance programmes, mental health first aiders and wellness apps have become commonplace and yet many employees still feel exhausted, disengaged or unsupported. This disconnect can arise when wellbeing is treated as a standalone initiative rather than as a reflection of organisational culture.

Culture is what people experience every day: how decisions are made, how leaders behave under pressure, what is rewarded, and what is ignored. If long hours are praised, boundaries blurred, or vulnerability quietly penalised, no amount of yoga classes or mindfulness webinars will make a difference.

A moral duty and legal expectation

There is, too, a moral duty of care and increasingly, there are also legal and regulatory guidelines. Recent British Standards Institution (BSI) guidance on areas such as suicide prevention and menopause standard in the workplace (not exhaustive) reflects a broader shift. Wellbeing is becoming a defined organisational responsibility, with clear expectations around prevention, inclusion and psychological safety.

Organisations that fail to respond risk more than reputational damage. They face increased absence, reduced productivity, higher attrition and growing legal exposure. Conversely, those that embed wellbeing into their culture are better positioned to retain talent across generations, support diversity, and build sustainable performance.

Supporting every generation

Today’s workforce is the most generationally diverse it has ever been. From early‑career employees navigating economic insecurity to mid‑career professionals balancing caregiving responsibilities, to experienced leaders managing health transitions later in life, wellbeing needs are not one‑size‑fits‑all.

Getting culture right means building an environment where every generation feels supported. It’s not about trying to be everything to everyone but about recognising that a one-size-fits-all approach doesn’t work. This is not only about inclusion; it is about retention. People stay where they feel valued, understood and safe to be human.

Three considerations for setting your cultural tone

Based on over 13 years working in the wellbeing industry, supporting organisations across the UK and globally, Leigh McKay has identified three consistent factors that determine whether wellbeing efforts succeed or quietly fade away.

1. Start with the end in mind

A clear vision is essential. Define what “wellbeing” actually means to you as an organisation; this will determine what kind of culture you are trying to create. Is it one where people feel psychologically safe? Where flexibility is trusted rather than monitored? Where are performance and wellbeing mutually reinforcing rather than competing priorities?

“Begin with the end in mind” Dr Stephen R Covey

Without a shared destination, wellbeing activity becomes fragmented, reactive and difficult to measure. With a clear goal, decisions become aligned and progress becomes visible.

2. Build in accountability

Culture does not change by accident. Responsibility for wellbeing must be clearly allocated, properly resourced and given the time it deserves. When ownership is vague or added informally to already stretched roles, wellbeing efforts inevitably slip through the cracks.

Accountability signals seriousness. It tells employees that wellbeing is not a slogan, but a commitment.

3. Genuine leadership commitment

Leadership buy‑in is critical not just in words, but in behaviour. Leaders set the tone through how they communicate, how they respond to challenge, and how they look after themselves. When leaders role‑model healthy boundaries and openness, they give everyone else permission to do the same.

Perhaps most importantly, leadership commitment creates cultures where people are allowed to be human. Permission is powerful especially in uncertain times.

From conversation to culture

Today, the language of wellbeing has evolved but language alone is not enough. The organisations making real progress are those that have moved beyond initiatives and towards integration, embedding wellbeing into how work gets done.

Getting culture right is not a quick fix. It requires clarity, courage and consistency. But in a world defined by uncertainty, it may be one of the most strategic decisions you can make for your people.

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Leigh McKay has over 13 years’ experience in the wellbeing sector, delivering Wellbeing Insight and raising Mental Health Awareness for corporate organisations, charities, and communities both locally and internationally. Her work is grounded in a strategic approach, championing consistent, holistic practices that support sustainable, long-term change. Leigh is also an experienced public speaker, sharing the wellbeing message with audiences of all sizes across the UK and Europe. Most recently, she has contributed to a project implementing a Wellbeing Plan at Samaritans.