Introduction
Summary of the book Workplace Wellness that Works by Laura Putnam. Before we start, let’s delve into a short overview of the book. Imagine stepping into a workplace that feels vibrant, uplifting, and full of positive energy. People are smiling, supporting each other, and working toward a shared purpose that helps everyone feel more alive. Now think about the opposite: a dull, stressful environment where everyone is dragging through the day, feeling disengaged and uninspired. If you were given a choice, wouldn’t you prefer the first option—a place that truly cares about your well-being and helps you grow stronger in mind and body? This content aims to show you how to transform any organization into a space where you and your coworkers can thrive. You’ll learn how to spark meaningful change, how to cleverly sneak healthy habits into daily routines, and how to make a lasting difference that benefits everyone. Each chapter will guide you step-by-step, inspiring you to build a wellness movement that works, lasts, and makes people genuinely happier every day.
Chapter 1: Becoming a Bold Agent of Change to Ignite Workplace Well-Being at Its Core.
Picture yourself standing at the start of a long, winding trail that leads up a beautiful mountainside. You know the climb might be tough, but you also sense that the view from the top could be incredible. Becoming an agent of change in your workplace is a lot like setting off on that hike. You want to improve everyone’s well-being, yet you must first find the courage to take those first few steps. Being an agent of change means understanding that you have the power to guide your coworkers toward a healthier, happier work environment. You may not have a formal leadership title, but remember that influence comes from how you communicate, behave, and inspire others. With the right attitude, you can kindle a spark that encourages your team to embrace positive habits and supportive practices.
As an agent of change, you begin by asking, Why does this matter to me? When you understand your own motivations—like wanting to reduce stressful feelings at work or helping others find more meaning in their tasks—you’re more likely to keep going even when obstacles arise. This inner why becomes your compass, directing you toward actions that have genuine impact. By knowing your reasons, you become more persuasive, because people sense sincerity in your words. Instead of throwing health facts at others, consider sharing personal stories. For instance, if you’ve overcome unhealthy eating habits by discovering simple ways to enjoy natural, nutritious foods, talk about it openly. Human stories, filled with emotion and relatable details, will stick in people’s minds far more effectively than numbers on a spreadsheet.
Now, imagine building a collection of these stories—an entire story bank stored in your mind, ready to be shared at the right moment. Each story becomes a tool to motivate others toward well-being. The key is to make your message not only meaningful but also trustworthy. If you stand for healthy habits, don’t undermine your credibility by publicly doing the opposite. If you advocate for fresh fruits instead of junk food, don’t star in a commercial advertising sugary sodas. Consistency between your words and actions shows that you truly believe in the change you’re promoting. By modeling the behaviors you encourage, you become a walking example of what’s possible, making it easier for others to follow your lead.
Of course, to make a real difference, you also need to present a strong case for change. Many people care about health and happiness, but they might ask, What’s in it for our organization? One effective way is to highlight how well-being can boost productivity, reduce costs associated with sick leave, and improve overall morale. For example, when employees come to work feeling energized, appreciated, and mentally clear, they are more likely to perform their tasks well. On the flip side, presenteeism occurs when workers show up but are so disengaged that they contribute less than their best. By pointing to real data—like how fostering well-being can help avoid productivity losses—you help others see that workplace wellness isn’t just a nice idea. It’s a practical strategy for everyone’s benefit.
Chapter 2: Visualizing a Healthier Future: Crafting a Sweeping Vision of Workplace Wellness Success.
Think of vision as a mental picture of what your future workplace could be like if everything went right. Just as top athletes imagine themselves crossing the finish line before they even start the race, you can mentally shape your ideal well-being environment before it becomes real. Vision helps you believe that meaningful changes are not only possible but achievable. It gives your team something to work toward, a shared goal that feels both inspiring and attainable. Instead of a vague idea like, We want healthier employees, create a detailed image. Picture break rooms with fresh fruits, people standing up to stretch every hour, and friendly lunchtime walking clubs. Visualize relaxed but focused meetings where everyone feels heard and valued. By envisioning these scenes, you set the stage for actually making them happen.
To bring your vision to life, consider using visual aids like posters, collages, or even digital images pinned to a shared online space. Each piece of imagery can represent a key part of your wellness journey: healthy meals, team-building activities, or spaces designed for quiet reflection. When team members see these visuals daily, they’ll be reminded of what you’re all aiming for. This constant gentle nudge can keep everyone aligned and focused on the ultimate goal. Think of it like a map guiding you through unfamiliar territory—the clearer the map, the easier it is to find your way. By making the vision visible and memorable, you help everyone understand the full potential of your workplace wellness program.
Your vision should also acknowledge that well-being is more than just being physically healthy. It’s about supporting emotional resilience—being able to handle stress, adapt to changes, and keep a positive mindset. Imagine an environment where people take brief mindfulness breaks to breathe deeply and reset their focus. Or consider a scenario where employees know they can talk openly about challenges without fear of judgment. This helps create trust and meaningful connections. Your vision might include employees collaborating in ways that make them feel supported, recognized, and appreciated. Rather than pushing people to improve themselves through pressure, think about gently guiding them. Show them through your vision how different aspects—like eating better, being active, managing stress, and enjoying small moments of rest—fit together into one beautiful picture of workplace wellness.
When you link all these elements into a grand vision, you encourage everyone to step outside their daily routines and imagine what could be. By having a clear picture of a more supportive and caring environment, people can rally around common objectives. They begin to understand that wellness isn’t just about forcing themselves to go to the gym or skipping dessert. It’s about feeling proud to be part of a company that values their health, mood, and personal growth. Such a vision makes the effort feel meaningful. Instead of talking only about rules and targets, you talk about possibilities, transformations, and building a workspace that people truly enjoy. In other words, a well-crafted vision is like a beacon of light guiding everyone toward a brighter, healthier future.
Chapter 3: Delving Deep into Organizational Culture to Uncover Hidden Pathways to Well-Being.
Think of organizational culture as the personality of a company. It’s shaped by the shared beliefs, traditions, values, and behaviors that play out every day. Just like understanding a person’s personality helps you know what makes them laugh, cry, or feel safe, understanding the culture of your workplace helps you figure out how to improve people’s well-being. Are employees encouraged to speak up, or do they stay quiet? Do they celebrate small victories or ignore them? Do they care about each other’s well-being, or is everyone focused only on deadlines? By asking these questions and observing what’s really happening inside your organization, you can identify which parts of the culture help wellness efforts—and which parts hold them back.
Cultural awareness can be as simple as noticing everyday patterns. Some companies place a huge emphasis on being upbeat and playful. For example, certain workplaces might have a fun committee that plans costume parties, quick trivia games, or popcorn breaks. Others might emphasize teamwork by encouraging everyone to collaborate on projects, share compliments, or provide support during stressful periods. On the other hand, some workplaces feel tense, with people afraid to show vulnerability or admit mistakes. To bring wellness initiatives into such a setting, you must first understand why it’s tense. Perhaps it’s because employees rarely receive positive feedback. Or maybe everyone is so busy that no one has time to take a deep breath. Once you know these underlying reasons, you can better tailor your wellness program to truly connect with people.
One creative way to gauge the emotional temperature of your workplace is through simple experiments. For instance, set up jars where employees can drop colored marbles at the end of the day—green if they had a good day, yellow if it was okay, and red if it felt terrible. After a week, look at the jars. If you find mostly red marbles, it’s a strong sign that something must change. This small exercise helps reveal hidden feelings that might not come up in daily conversation. By understanding the cultural backdrop, you’re better equipped to introduce changes that resonate with people. You learn to speak their cultural language, presenting wellness ideas in ways that feel natural, rather than forced.
Armed with insights into your culture, you can now build a wellness strategy that meets people where they are. If your organization values community service, weave volunteering opportunities that also encourage physical activity—like neighborhood clean-ups—into your wellness plan. If your culture prizes creativity, tie mindfulness exercises into brainstorming sessions. If teamwork is already a major theme, incorporate group wellness challenges, like friendly step-count contests or collective goals to cut down on sugary drinks. On the other hand, if your culture is competitive, consider wellness games where departments earn points for healthy habits. By understanding what your workplace values and how it functions day-to-day, you make sure every wellness effort fits like a puzzle piece into the larger picture. This approach greatly increases the chance that your ideas will stick and thrive.
Chapter 4: Starting from Strengths: Identifying and Amplifying Bright Spots Within Your Workforce.
Imagine you have a garden with many different types of plants. Some are already flourishing, blooming with vibrant colors and sweet scents, while others struggle in the shadows. If you want the whole garden to look beautiful, a logical first step would be to focus on the plants that are doing well—understanding why they’re thriving and then helping them spread their healthy traits. The same idea applies to workplace well-being. Start with what’s working well—the bright spots—and use that positive energy to encourage improvement in other areas. When people focus on their strengths, they feel more confident and engaged. They become more open to tackling weaker spots because they know success is possible.
To identify bright spots, you might try a simple activity. Create a large wheel divided into different dimensions of well-being: career fulfillment, physical health, emotional resilience, social connections, financial stability, and community involvement. Ask employees to place green dots in areas where they feel strong and red dots where they feel weak. Seeing these results gives everyone a clearer picture of existing strengths. Maybe your team is great at supporting each other emotionally but struggles with finding time for physical activity. Or perhaps they’ve mastered healthy eating habits but need help managing stress. Recognizing these bright areas inspires people to believe in their ability to improve the red zones, building momentum for overall workplace wellness.
Don’t stop at the individual level. Seek out organizational strengths as well. Maybe your company already offers flexible working hours that help reduce stress, or maybe there’s a small but enthusiastic group dedicated to weekly group runs or bike commutes. Celebrate these successes and share stories about them. When people realize that certain wellness strategies are already making a positive difference, they see that it’s not a pipe dream—it’s happening right under their noses. This drives them to join in, learn from each other, and push the movement forward. Over time, small bright spots can grow until they illuminate the entire company culture, making it easier to introduce new initiatives and inspire everyone to participate.
Approaching wellness from a strengths-first perspective helps ensure that changes are fueled by positivity rather than fear or guilt. Think about it: Would you rather work out because someone shouts at you that you’re lazy, or because you’ve discovered a fun activity you genuinely enjoy? When employees engage in activities that align with their interests and abilities, their motivation skyrockets. They feel good about what they’re doing, and that good feeling spreads. Positive energy encourages more positive energy, creating a ripple effect. This means your wellness movement grows stronger over time, as more and more people feel inspired to try something new, share what works for them, and support each other’s progress toward a healthier, happier workplace.
Chapter 5: Assembling an Interdisciplinary ‘Da Vinci’ Team to Power Your Wellness Movement Forward.
Think about Leonardo da Vinci, who excelled in so many fields: painting, engineering, anatomy, and more. He knew that great ideas come from combining multiple areas of knowledge. For your wellness initiative, building a Da Vinci team means gathering people from different departments—like IT, marketing, facilities management, finance, and human resources—so each can bring their unique perspective. Just as a band needs a guitarist, drummer, and singer to create a full sound, your wellness program needs various skills to succeed. The facility team could arrange spaces for yoga classes, marketing folks can craft engaging messages, and the IT department might develop a cool wellness app. Everyone’s talents blend together to form something greater than any single person could do alone.
This interdisciplinary approach encourages creativity and adaptability. When people from different backgrounds collaborate, they challenge each other’s assumptions. Maybe the marketing team thinks bright posters are enough to promote a new walking club, but HR might know that personal invitations from managers are more effective. Maybe IT can suggest quick online polls to get immediate feedback on wellness activities, while finance can help measure the long-term benefits. Combining these viewpoints ensures your wellness plan covers all bases and addresses the unique needs of your workforce.
Additionally, consider bringing in voices from outside the company. Partner with local health organizations, community groups, or even experts from the American Heart Association to add credibility and fresh ideas. Health insurers might offer free screenings or workshops to help employees learn about nutrition. By tapping into external resources, you strengthen your movement’s foundation. People see that these efforts aren’t just a passing trend but part of a larger, trusted network of well-being experts. This expands the reach of your initiative, making it feel bigger, better, and more meaningful.
Over time, as these diverse team members work together, they become your wellness champions, spreading enthusiasm throughout the organization. Managers who were once skeptical might join in when they see IT and HR collaborating so smoothly. Executives might support bigger budgets for wellness activities when they understand how all the pieces fit together. Your Da Vinci team serves as an engine, driving ideas forward, solving problems, and making sure everyone’s voice is heard. By leaning on this collective brilliance, you ensure that your wellness initiatives are built to last, adapt, and flourish in the complex landscape of a modern workplace.
Chapter 6: Subtle Introductions: Renaming, Reframing, and Sneaking Wellness Into Everyday Workplace Life.
Some people cringe when they hear the word wellness, imagining boring lectures or forced activities. To bypass that resistance, consider renaming and reframing. Instead of calling it stress management, try building resilience or mindful living. Instead of saying exercise, you might say energizing breaks or active fun. Simple word changes can remove negative stereotypes and make people more open to trying new things. It’s like slipping healthy vegetables into a tasty dish. People enjoy the meal without feeling like they’re being forced to eat something they hate. By using friendlier, more inviting language, you can help coworkers accept well-being activities more willingly.
Another trick is to blend wellness elements into existing routines instead of presenting them as a separate program. For example, if your team has a weekly meeting, add a short mindfulness minute at the start. If you have a monthly training session, include a brief talk about healthy snacks or a quick stretch break. Integrating wellness into familiar activities makes it feel natural, not like an extra chore. Employees may not even notice at first that they’re improving their habits because it feels so effortless.
Consider what already matters to your company. Maybe there’s a strong tradition of community outreach. By tying wellness to volunteer activities—like organizing a local park clean-up that involves physical movement—you merge a valued goal (helping the community) with well-being. If your organization prizes professional growth, add workshops on balancing mental health with career advancement. If it values problem-solving, include short sessions on improving focus through breathing exercises. The idea is to hitch wellness onto something people already appreciate, making it feel like a natural extension of your organization’s mission rather than a strange new add-on.
Sometimes you might even pretend to step back from pushing wellness, only to slide it in quietly where people least expect it. For instance, if mentioning health initiatives makes employees roll their eyes, just call it team-building or skills enhancement. Imagine a manager’s workshop that focuses on sustainable leadership, which happens to include tips for reducing stress and encouraging employees to take more active breaks. Before long, employees realize they feel better and more supported without having felt pressured into a so-called wellness program. This stealthy approach can win over skeptics and help everyone see that enhancing well-being is not just about lectures on diet and exercise—it’s about weaving healthier choices into the fabric of everyday work life.
Chapter 7: Addressing Basic Human Needs: Fostering Competence, Autonomy, and Connection for Lasting Change.
At its core, human behavior often revolves around meeting basic psychological needs: feeling competent, having control over choices, and connecting meaningfully with others. When your wellness program supports these needs, people are far more likely to stick with it. Imagine learning a new skill at work—like preparing a balanced lunch. When you feel competent (confident you can do it well), you feel proud and motivated. When you have autonomy (the freedom to choose your own approach to healthy living), you’re not just following orders, you’re owning the changes. When you have opportunities for connection (like joining a friendly walking group), you have others cheering you on. Together, these three needs work like a strong glue, holding your wellness movement together for the long haul.
To nurture competence, invite employees to share what they know. Everyone has something to teach—maybe a coworker is a whiz at preparing quick, healthy breakfasts or has advice on handling afternoon energy slumps. By encouraging people to learn from each other, you make everyone feel valued and smart. Autonomy can be supported by offering flexible options. Instead of mandating a specific workout, provide a menu of activities—yoga, walking, online fitness videos—and let employees pick what suits them best. When people have choices, they’re more likely to find something they actually enjoy, making the habit easier to maintain over time.
Connection is key, too. Humans are social creatures, and we thrive when we feel part of a team. Encourage small groups that bond over shared goals, like a lunchtime cooking club or a step-count challenge between departments. Display pictures of employees’ families or pets to remind everyone of who they’re ultimately staying healthy for. One company, for example, placed family photos on safety helmets, making employees more careful and engaged because they felt connected to their loved ones while at work. This sense of belonging boosts motivation and makes wellness feel meaningful rather than like an isolated task.
When these needs are met—when people feel capable, independent, and part of a caring group—motivation flows naturally. Add elements of fun, like turning stairwells into musical steps or offering puzzle breaks to reduce stress. Encourage reflection by starting meetings with a quiet moment of gratitude or positive thinking. Let people find their purpose by linking wellness activities to something larger than themselves—like supporting a local charity through a fundraising fitness challenge. By meeting these basic needs and weaving in purpose and play, you lay a strong foundation for long-lasting behavioral changes that benefit both the individual and the whole organization.
Chapter 8: Nudges, Cues, and Gentle Pushes: Transforming Daily Habits Through Smart Environmental Tweaks.
Sometimes even small, almost invisible changes can steer people toward healthier choices. These nudges don’t force anyone to do anything; they simply make the better choice easier or more appealing. Think of a cafeteria line where fruits and water are placed at eye level, while sugary drinks are tucked away on a lower shelf. Most people will reach for what’s in front of them, improving their eating habits without even realizing it. Similar nudges could include putting a bowl of apples near the printer or placing motivational signs by the stairs to encourage skipping the elevator. These environmental tweaks gently guide behavior, helping employees make smarter choices by default.
Cues, on the other hand, are cultural signals that tell us what’s normal. Consider how smoking was once widely accepted, but over time, cultural cues changed, and now lighting up in public places feels odd. You can create positive cues around wellness, too. Maybe start a ritual: every morning, employees gather in a sunny spot for a quick stretch before work begins. After a while, this becomes the normal thing to do. If everyone is standing up during a brief meeting, that becomes the norm, and sitting still for hours begins to feel unusual. By establishing these patterns, you help shape a culture where well-being is the default setting, not an exception.
To apply nudges and cues effectively, think about how people move through their workday. Are there moments when they’re likely to feel tired or stressed? That might be a good time to nudge them toward a walk outside or a brief meditation break. Is your meeting room dark and stuffy? Maybe rearranging furniture and letting in more natural light encourages people to feel alert and positive. Consider signage that leads employees to healthy resources, like arrows pointing toward a relaxation lounge or a poster that reads, Take the stairs for an energy boost! The point is to design the environment so that making a healthy choice requires less effort than making an unhealthy one.
Over time, as these nudges and cues accumulate, people find themselves making better choices almost on autopilot. It’s like training a vine to grow along a trellis. The vine can still grow its own way, but the trellis helps guide it upward toward the sun. Similarly, when you set the stage with subtle hints and friendly reminders, you create a work environment that naturally nudges employees toward well-being. This reduces the need for constant lecturing or rewards. Instead, wellness becomes woven into everyday life, building healthier habits that stick, even if no one is actively pushing them anymore.
Chapter 9: Launching, Learning, and Iterating: Fine-Tuning Your Wellness Program with Adaptable Strategies.
When it’s finally time to launch your wellness program, remember that perfection isn’t the goal. Just as you wouldn’t wait until you’ve practiced a song a thousand times before playing it for friends, you shouldn’t wait forever to start your wellness initiative. The key is to begin and then learn from what happens. Maybe your first fitness class is half empty because people are shy, or your healthy snack station needs more variety. Treat these hiccups as information, not failures. By observing and asking employees what they think, you gather valuable feedback to shape the next round of improvements. This attitude of trial and error—sometimes called a growth mindset—keeps your program flexible, evolving to meet real needs rather than sticking to a rigid plan.
As the program unfolds, look for signs of engagement beyond simple numbers. Sure, counting how many people join a walking group or sign up for a yoga session is useful. But also pay attention to the atmosphere. Do employees seem more relaxed? Are teams interacting more positively? Ask people how they feel about changes. Listen closely and encourage honest feedback. You can chat informally in the lunchroom or send out anonymous surveys. Every insight helps you refine your approach, making small adjustments that boost participation and enjoyment. Instead of scolding people for not joining in, ask what would make them excited to try. This approach ensures your wellness activities resonate with your unique workplace community.
Measurement matters too, but remember that well-being is about more than just one metric. You could track outcomes like fewer sick days, lower stress-related claims, or even smoother collaboration between departments. If productivity edges up or people report feeling more energetic, that’s a sign you’re on the right track. Maybe customer satisfaction improves because happy, healthy employees deliver better service. Over time, these changes paint a clearer picture of what’s working and what needs tweaking. Don’t be afraid to experiment. If a certain approach doesn’t lead to progress, try something new. Wellness is a journey, not a single destination.
By viewing your program as a living, breathing project, you keep it adaptable and fresh. This not only encourages employees to stay interested, but it also shows that you’re committed to meeting their needs. If something isn’t working, own up to it and adjust. When employees see that their feedback leads to improvements, they feel respected and more willing to contribute new ideas. Over time, this cycle of launching, learning, and iterating creates a continuously improving environment that supports health, happiness, and meaningful engagement—a place people truly want to be.
Chapter 10: Spreading Well-Being Across Borders: Expanding Your Movement Globally with Fairness and Inclusivity.
If your company operates internationally, your next big challenge might be to bring wellness to every office, no matter where it’s located. Cultivating a global mindset means acknowledging differences in culture, work style, and local norms, then finding ways to promote well-being that feel fair and inclusive. Maybe in one country, employees value long lunch breaks and socializing, while in another, punctuality and efficiency are paramount. Offering a consistent baseline of wellness opportunities—like paid time off or access to counseling—helps establish a sense of fairness. Everyone, everywhere, knows the company cares about their health, not just employees in one lucky location.
As you expand, ask questions that make people think about well-being on a larger scale. How do stress, anxiety, and depression show up in different cultural contexts? Are there unique community traditions that can inspire global wellness solutions? Maybe one office celebrates its culture through group dances or outdoor festivals—could these ideas transfer elsewhere, adapted to local tastes? Encouraging offices to share their best practices can spark creativity worldwide. For example, if your team in India has a custom of mid-afternoon stretches adapted to their language and setting, perhaps your team in Brazil can adopt a similar idea, suited to their environment. By learning from each other, offices can borrow the best, discard what doesn’t fit, and continuously improve.
Creating global standards—like making sure everyone gets a certain number of vacation days or access to a wellness hotline—also helps unify employees. Feeling that everyone is treated equally builds trust and loyalty. It sends a message that your company doesn’t just talk about well-being; it invests in it across the board. This global fairness can also reduce tensions or feelings of inequality. By treating well-being as a core value, not an afterthought, you encourage everyone to feel part of a larger, caring family, no matter where they live or work.
As your wellness movement travels across continents and oceans, it gains strength and adaptability. Different regions contribute unique flavors, activities, and cultural approaches, broadening the movement’s appeal. Your organization becomes a place where employees learn from each other’s experiences, forming connections that cross borders. Over time, this global exchange enriches everyone’s understanding of health, happiness, and engagement. It proves that wellness is a universal language—no matter where we come from, we all thrive in environments that respect our needs, celebrate our strengths, and help us grow.
Chapter 11: Sustaining Momentum: Nurturing Long-Term Engagement, Celebrating Wins, and Cultivating Continuous Growth.
Once you’ve made progress, how do you keep the spark alive? Sustaining momentum is about making sure your wellness initiative isn’t just a one-time event but an ongoing journey. Think of it like planting a tree: it’s not enough to water it once; you must keep nurturing it. Celebrate even small successes. Did more people choose fruit over candy this month? Did a few employees mention feeling more energized? Shine a light on these wins. Recognize employees who embraced new habits or contributed fresh ideas. By acknowledging progress, no matter how small, you show everyone that their efforts are making a real difference. This positive reinforcement encourages continued participation.
Keeping things interesting is also key. Introduce new activities every now and then to avoid boredom. Maybe host a seasonal wellness challenge, rotate different fitness classes, or invite guest speakers to share inspiring stories. Keep asking for employee input on what they’d like to try next. The more they feel involved in shaping the program, the more invested they’ll be in its success. Over time, your wellness program can become a fixture of your company’s identity, something people look forward to and feel proud of. Even new hires will quickly catch on that this is a workplace where health and happiness matter.
As the program matures, focus on continuous improvement. Remember that as people’s lives and the world around them change, their needs evolve too. Stay curious and open-minded, ready to adapt your wellness offerings. If employees show growing interest in mental health support, bring in experts or offer meditation workshops. If remote work becomes common, think of ways to encourage healthy habits at home, like online fitness sessions or virtual cooking classes. By staying flexible, you ensure that your initiative remains relevant, meaningful, and engaging, no matter what challenges arise.
Ultimately, sustaining momentum is about creating a self-reinforcing cycle. Successes inspire more participation, which leads to more successes. Employees become ambassadors, spreading the word that this is a workplace that genuinely cares. Over time, everyone grows together—learning, improving, supporting, and celebrating well-being. This lasting approach means you don’t have to start from scratch whenever conditions change. Instead, your program evolves naturally, guided by employees’ needs and fueled by their enthusiasm. In the end, what began as a simple push for better health and engagement turns into an enduring culture of well-being, a gift that keeps giving to every person involved.
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All about the Book
Discover effective strategies to enhance workplace wellness with Laura Putnam’s insightful guide. Transform your organization into a thriving environment where employees flourish and productivity soars, promoting a culture of well-being and engagement.
Laura Putnam is a leading expert in workplace wellness, combining her passion for health with years of experience to empower organizations to create healthier, more productive work environments.
HR Managers, Corporate Wellness Coordinators, Occupational Health Specialists, Team Leaders, Organizational Development Consultants
Health and Fitness, Mindfulness and Meditation, Nutrition and Healthy Cooking, Outdoor Activities, Work-Life Balance Strategies
Employee Burnout, Workplace Engagement, Mental Health Support, Organizational Culture Change
Wellness is not a destination, but a continual journey that requires commitment, accountability, and action from us all.
Michelle Obama, Tony Schwartz, Brené Brown
Best Workplace Wellness Book 2021, Healthiest Workplace Award 2020, Wellness Impact Award 2019
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