CWHP-A Reflections: Unit WWC01

Something that stood out is that assessment isn’t really simply the start point of the strategy; it’s the strategy. We are a small but growing non-profit organization and the act of assessment can in itself be a major endeavour. It can be time consuming and costly. However, that isn’t a reason to do it. It’s not something to skip over to get to the “good stuff.” It’s the most important step.

Secondly, workplace well-being is very multi-layered. It’s not just about offer wellness programs or asking how your team is doing. It’s about how we lead, communicate, and respond to our team and to change. In our case, root issues like inconsistent decision-making inclusion, unclear roles, and emotional strain in our work, became evident as issues for us to address.

Thirdly, I view assessment as an ongoing conversation, not just a one-time check-in or survey. There are many tools, almost too many tools, we can use to evaluate the situation. It will be important for me to select carefully and not overload myself and risk my well-being to do this perfectly.

What I intent to do differently it to take small steps and be more intentional about closing the loop on communication and initiatives. In other words, not just asking for feedback, but show clearly how we input the action. Doing so contributes to building trust and demonstrates that assessment is not just performative but foundational to our values and sustainability as an organization.