Let’s cut to the chase—the answer is an overwhelming no.
In fact, a growing body of research provides compelling evidence that whole-employee well-being is a critical factor in optimizing performance. While establishing direct causation is challenging, the correlation is difficult to ignore. Organizations that invest not only in the competence of their employees but also in their capacity to thrive consistently outperform those that do not. One study found that organizations with higher levels of employee well-being experienced stronger stock market performance and greater organizational growth (Krekel et al., 2019).
Despite the compelling evidence linking employee well-being to organizational success, only 18% of leaders strategically prioritize well-being within their organizations. Interestingly, 89% of leaders acknowledge that employee well-being provides a competitive advantage (Lessig-Schenerlein, n.d.). While the reasons behind this disconnect are complex and multifaceted, one conclusion is clear: prioritizing employee well-being is not only beneficial for individuals—it is also good for business.
Employee well-being encompasses far more than compensation and benefits. It includes cultivating a healthy workplace culture, supporting work-life balance, and ensuring employees can work hours that allow them to maintain a meaningful quality of life. This means having the time and energy to invest in relationships, engage in physical activity, pursue spiritual practices, develop hobbies, and participate in activities that promote overall health and fulfillment. These factors also directly impact an organization’s bottom line. Healthy, engaged employees are more likely to remain with their organizations, demonstrate higher productivity, collaborate more effectively, and contribute to stronger organizational outcomes (Adams, 2019).
At this point, it may sound as though the responsibility for employee well-being rests entirely with organizations. The truth, however, is more nuanced. Comprehensive, ongoing well-being initiatives require significant investments of time and financial resources, and measuring their long-term impact can be difficult. Organizations must balance these efforts alongside traditional investments such as competitive compensation, benefits packages, paid time off, and other incentives that contribute to employee satisfaction and organizational culture.
Make no mistake—I believe these investments are worthwhile. The long-term benefits often outweigh the costs. However, I also believe there is more than one way to address this challenge.
Like most multifaceted problems, improving well-being requires a multifaceted approach. Individuals also play an important role in cultivating their own health and well-being. Gaining clarity about how you want to feel—in both your work and your personal life—helps you establish boundaries that align with your values. Identifying your non-negotiables enables you to advocate for the conditions necessary to achieve the work-life balance and quality of life you desire.
This is where health and wellness coaching can make a meaningful difference. Coaching helps individuals define their vision of optimal health and well-being with greater clarity. Once that vision is established, it becomes easier to seek out professional opportunities and personal environments that align with those values and support long-term health-related quality of life.
We often dismiss workplace stress or toxic organizational cultures by saying, “It is what it is.” I would argue that this mindset is not only inaccurate but ultimately harmful to both employees and organizations. You have choices. You have the ability to advocate for yourself. And you have the power to intentionally cultivate greater well-being.
Whether you are considering a career transition or seeking to improve your quality of life within your current role, coaching can help illuminate the path forward. What better investment could you make than one that enhances both your professional performance and your personal fulfillment?
To bring this full circle, prioritizing your health-related quality of life and overall well-being does not diminish productivity—it enhances it. While we cannot control every variable that influences organizational or individual success, the evidence increasingly suggests that organizations that prioritize the health, happiness, and well-being of their employees are more competitive, resilient, and successful. At the same time, individuals share responsibility for actively cultivating their own vision of optimal health. Productivity and performance do not have to come at the expense of whole well-being. In fact, the evidence suggests that sustainable high performance is difficult to achieve without it.
The question, then, is this: What are you willing to do today to cultivate your best state of health and well-being?
References
Krekel, C., Ward, G., & De Neve, J.-E. (2019). Employee well-being, productivity, and firm performance: Evidence and case studies. In Global Happiness and Wellbeing Policy Report 2019 (pp. 99–140). Global Happiness Council.
Lessig-Schenerlein, K. (n.d.). The strategic imperative of well-being: A guide for organizational success. Nonprofit Leadership Center.
Adams J. M. (2019). The Value of Worker Well-Being. Public Health Reports (Washington, D.C. : 1974), 134(6), 583–586. https://doi.org/10.1177/0033354919878434
