CWHP-A Reflections: Unit WWC02

The biggest thing that stood out to me was the difference between change leadership and change management. Change leadership is about vision, urgency, and inspiring people to move toward a shared goal not just keeping a project on budget and on time. It’s what drives real transformation, and I’ve seen firsthand how much more powerful it is when leaders lead with trust, connection, and clarity.

I’ve also learned that employee well-being must be treated as a business strategy, not an afterthought. When people feel supported, safe, and heard, they show up differently they collaborate, innovate, and take ownership. That’s not about perks; it’s about leadership and culture.

What I’d do differently now is make sure change leaders have a platform where their ideas are heard and acted on. I’d connect the right people, resources, and budget to support those ideas, then keep the momentum going through consistent communication and celebrating…

My takeaway for this unit is based on a keyword from unit #2, integration. Launching a healthier and higher performing organizational culture can be streamlined first through integration, that is, the incorporation of health and performance targets and measurements through corporate policies and procedures, HR protocols, etc. and imbedding psychological safety, occupational health and safety, AND general health and high performance as the mandates of a joint advisory committee. By merging/blending workplace wellness with existing corporate practices, health and high performance become second nature priorities ingrained within the institution. 

My takeaway for this unit is based on a keyword from unit #2, integration. Launching a healthier and higher performing organizational culture can be streamlined first through integration, that is, the incorporation of health and performance targets and measurements through corporate policies and procedures, HR protocols, etc. and imbedding psychological safety, occupational health and safety, AND general health and high performance as the mandates of a joint advisory committee. By merging/blending workplace wellness with existing corporate practices, health and high performance become second nature priorities ingrained within the institution.