CWHP-A Reflections: Unit WWC00

What stood out in Unit 1 – or most accurately, deeply solidified for me - is the need for leadership buy-in at all levels and effective job design for well-being. Every reputable workplace well-being framework place senior leader support as one of if not the most critical success factor for workplace health and performance. However, I still viewed it as a "nice to have" instead of a "need to have." I wasn't ready nor prepared to face the mountain of change ahead of me to get leadership on board – outside of supporting a standalone program. And I was fooling myself into thinking I could make a meaningful impact and shift culture without leadership support. This work is 100% a shared responsibility – as it should be and must be.

Based on this insight, what I will do differently is encourage and embrace support and put the business case first. It will take time, but strategically planting seeds of well-being throughout the university is meaningful work that will eventually lead to fruitful outcomes. As Graham Lowe states, “this is long-term cultural change and not a quick-fix program." So, as I build a library of holistic well-being resources and implement tools such as The National Standard for Psychological Health & Safety in the Workplace, I'll always leave room to prioritize work on Pillars 1 and 2: Assess and Inspire (Wellness Works Canada, 2022) to stay focused on what will make the most impact, why it matters, and for whom.