Business as a Force for Good Business as a Force for Good

Sustainable Business x Regional Hearth Summits

At the regional Hearth Summits, a dynamic environment of collaboration, innovation, and wellbeing inspires actors in the corporate sector to fully embrace their potential as agents of change.

These gatherings serve as a fertile ground for the growth of a whole new type of business: one that puts the wellbeing of people and planet first, where profit and purpose are one in the same. Here at the Hearth, changemakers in business take in the latest research and insights from leaders and innovators; share best practices and successful case studies; and foster partnerships to drive collective, sustainable progress.

Whether in exploring the wellbeing of employees, in the value chain, or within the company’s social and environmental ecosystem, the Hearth Summits empower businesses to not just learn and share, but to lead and transform as actors of positive social change.

WHEN WELLBEING IS BUSINESS AS USUAL WHEN WELLBEING IS BUSINESS AS USUAL

“How you climb a mountain is more important than reaching the top.”

Yvon Chouinard

How to Build a Wellbeing Economy

Session From Hearth Summit Athens

In its holistic exploration of the future of wellbeing cities, Hearth Summit Athens took a deep dive into the concept of impact economies: how can we transform systems to truly value wellbeing? Watch this debate between Lorenzo Fiaromonti, former Italian Minister of Education and Founding Director, University of Surrey Institute for Sustainability, and Conchita Galdon, Vice Dean, Instituto de Empressa.

How Organizational Wellbeing Inspires Welldoing

LEARNINGS FROM THE WELLBEING PROJECT’S ORGANIZATIONAL EXPLORATORY PROGRAM

The Wellbeing Project, along with eight organizations from around the world, the Tavistock Institute, and the Center for Healthy Minds spent five years researching the value of organizational wellbeing and how to foster it. They learned that any organization, public or private, can benefit from promoting organizational wellbeing: it improves employee performance, which translates into improved organizational performance.

Read People & Culture Elder Ricardo Paz’s summary of the research findings, which he presented at Hearth Summit Bogotá, in English and Spanish.

Understanding the Mental Health of Social Entrepreneurs in Latin America

Research from The Wellbeing Project and the Interamerican Development Bank

In Bogotá, Juan Pablo López Gross from the Interamerican Development Bank Lab (BID Lab) presented the findings of new research conducted with The Wellbeing Project on the mental health of high-impact social entrepreneurs in Latin America, ultimately sharing the business case for wellbeing: if the entrepreneurs are doing well, the ventures will do better. Watch the session (in Spanish) and download the research.

Employee Mental Health: From Burnout to Holistic Wellbeing

Research from McKinsey Health Institute

The findings of an international survey by McKinsey Health Institute were shared with participants in Bogotá, which dive deep into mapping and understanding various factors that influence employee wellbeing, offering employers insight into how to best support their employees’ mental health.

Companies That Impact the Wellbeing of Communities  |  Empresas que Impactan el Bienestar de las Comunidades

Session From Hearth Summit BOGOTÁ

In Bogotá, Gaby Arenas de Meneses, director of the TAAP Foundation, Ashoka Fellow and Co-chair of Catalyst 2030 Latam, invites us to explore how social wellbeing influences our individual wellbeing, and what role companies can play in improving living conditions in their communities. Watch the session (in Spanish).

In Brussels, Isabelle Grosmaitre, founder of Goodness & Co., shared her recommendations on how businesses can transform themselves to make a positive impact; place diversity, equity, and inclusion (DEI) at the heart of their work; and foster of a culture of agency to empower all collaborators towards success and wellbeing.

In Brussels, Eleanor Allen explained B Lab’s ethos for making sustainable business the norm — explaining the B Corporation certification process, its benchmark indicators for positive social and environmental impact as well as employee wellbeing — inspiring changemakers to reflect on how profit and purpose can be one in the same.

In Brussels, Hugues Karemera, Deputy COO of Euroclear Bank, and Michel Mersch, CEO of Nestlé Belgium and Luxembourg, explained their companies’ successful approaches to organizational wellbeing, including the feedback mechanisms used to understand employees’ satisfaction with policies and determine new paths for action.

Sustainable Work: From Burnout to Excellence — Engaging Today’s Employees

Session From Hearth Summit BOGOTÁ

In Bogotá, Eleanor Allen, CEO of Catapult for Change, explores how to move from burnout to work-life balance and integration and how this impacts worker wellbeing and retention in companies. Watch the session (in English).

Meet Five B Corps That Put People and the Planet First

At Brussels, Eleanor Allen highlighted five companies around the world with some of the highest scores in B Lab’s social and environmental benchmark. Read about the following B Corporations and why their models for employee wellbeing, sustainable production and consumption, and positive social and environmental impact can inspire other entrepreneurs:

  • BioCarbon Partners, Zambia
  • Caravela Coffee, Colombia
  • Namaste Solar, USA
  • Seetec Business Technology Center, United Kingdom and Ireland
  • Tridos Bank, The Netherlands

Paving the Path to an Inclusive, Home-Grown Dairy Market in Senegal

The STORY OF LA LAITERIE DU BERGER

In Dakar-Thiès, changemakers learned about La Laiterie Du Berger, the very first B Corporation-certified company in Senegal. Since 2005, the laiterie has been collecting milk from more than 1,400 smallholder dairy farmers in Senegal to collectively sell them under a single brand, Dolima. By integrating them into the mainstream dairy market together, it has been able to revolutionize the Senegalese dairy market, which, in 2005, imported 90% of its dairy products as powdered milk. As a result of the company’s mobilization and collective action, more than 3,000 families have benefitted from a steady income, improving their business ventures, quality of life, and the wellbeing of their community. Furthermore, the support of these smallholder farmers has helped preserve traditional veterinary and agricultural practices as a cornerstone of the Senegalese economy.

Hear from director general of La Laiterie du Berger, Bagoré Bathily, in our Voices of Wellbeing series.

EXPLORE WELLBEING AND BUSINESS FURTHER EXPLORE WELLBEING AND BUSINESS FURTHER

Dive Into Research, News, and Stories on Sustainable Business

Healing From Trauma: The Leadership Skill You Didn’t Know You Needed Healing From Trauma: The Leadership Skill You Didn’t Know You Needed

A CONVERSATION WITH:

Benoît Legrand

Business leader, psychogenealogist, former CEO and Chairman
🌍 Paris, France

As the conversation around the impacts of trauma in the social change sector continues to grow, changemakers can take an opportunity to reflect on how their wellbeing impacts their leadership skills.

Last November, TheMerode Club brought together seasoned executives from the government, business, civil society, and academic sectors to reflect on wellbeing at the individual, collective, and planetary levels.

Benoît Legrand, a visionary business leader with over 25 years of experience in various C-level positions in the European financial sector, joined The Wellbeing Summit Brussels to share reflections from his career in business and newfound venture as a psychogenealogist.

Speaking on a panel about the impacts of intergenerational trauma with The Wellbeing Project’s co-lead, Aaron Pereira, and Katherine Milligan, Director of the Collective Change Lab, Benoît encouraged changemakers to connect the individual with the organizational by asking themselves: how do my traumas impact my leadership style?

We sat down with Benoît to dive deeper into this topic. Drawing on his business and personal experiences, hear from Benoît about why acknowledging and addressing one’s traumas is an essential leadership skill, plus encouragement for leaders to start this important journey.

“It should be part of the essentials of leadership. Because, knowing your own darkness is, I think, the best method for dealing with the darkness of other people. You cannot have change, have people change, and change yourself before you accept that something is really wrong. Right?”

Tell us about the impacts of trauma.

Trauma, for me, is something which we all go through, and something absolutely necessary to be aware of to give the best of yourself and find your place in this world. The idea of “trauma” might give or have a sense of drama, which is of course very true when we think about those very macro-level traumas which have affected large populations or very deep traumas that some individuals can go through. Yet, trauma goes also into more subtle dimensions of things which traumatize you. You can be affected by what happened to you consciously, but also by what happened in your family, school, community, country, continent, or race. These impacts are being inherited, which we see now from an analytical and empirical point of view. So in a way, we are all traumatized. But it’s okay. The point is merely for every one of us to just first acknowledge it, dare to look at it and think beyond everything which we know consciously. 

I’ll always have in my mind what Carl Jung said, “who looks outside, dreams, and who looks inside, awakes.” I’ve learned that from this process. I thought just looking outside would make me smart and intelligent. But the awakening comes from looking inside of myself, not being scared and not being afraid. By facing reality, we can unlock a lot of situations.

Leaders care about so many people and they don’t want to let anyone down. But they should realize that if they go down themselves, they let everyone down.

When leaders do inner work, including healing from trauma, how does it impact their organization’s wellbeing?

It’s just essential to face your trauma as a leader. You will notice anyone who’s just going out there and showing his vulnerability, just making himself more human. As a leader, if you effectively radiate this positive energy, then it diffuses around the organization. It’s a bit like a pendulum: if at the very top, the positive radiation is there, the radiation at the bottom will be just proportionate. And if the organization is big, or you go to a company or a country, then the impact you can have is just immense. So it’s our own responsibility to think for ourselves: What do I want to be in this world? Do I want to be an agent of positive radiation? Or do I still want to keep all this hatred and and violence and fear and negative energy in myself and overload the world with that right? 

Do you think leaders understand the importance of caring for their wellbeing?

Let’s say, okay, we know it’s important to eat. We know it’s important to sleep. We know it’s important to read good things. But do we take, as leaders, the time to step back to sit with someone and just have a conversation? Get a couple of things out, talk and discuss, just to say, “Well, I’m not alone here, right?” and to take care of yourself? It’s fantastic because leaders care about so many people and they don’t want to let anyone down. But they should realize that if they go down themselves, they let everyone down. So having a preventative strike, taking a step back, breathing it, having a discussion and looking at your psychological health is very important. But that can be very hard for leaders, to say, “I need to ask for help.” I personally have been very bad at this.

Can you tell us a bit more about that?

I’ll just testify what I’ve been through. I was having a very intense business life. I was managing teams all over the world and travelling 80% of the time. I was also under heavy stress, with a new CEO that was misaligned with what I was thinking. There was a combination of things, including me having worked like hell for the last 20 years, going all over the place, with pressure from left to right. And at one point, my body – because my brain didn’t want to understand it – sent the signal: stop. My heart gave me a very strong signal that I needed to stop. I stayed in the hospital for four or five days, where I realized that I went over a limit because I was not sufficiently courageous to face my limits and ask for help.

I kept denying reality. I thought, because I’ve been through so many challenges and successes as a leader, I’m going go through it this time also. I’m not going to ask for help or say I’m vulnerable. But the second problem is once you effectively realize you’re not OK and you might not manage to deal with the situation, there’s some kind of taboo. So you just keep fighting on your own. This is what leaders might face. I know that in France, about one out of two leaders or entrepreneurs is close to being in burnout. One out of two, which is just dramatic. 

So what should leaders be doing to care for their own wellbeing, which then will have a positive impact on their organizations?

You, as a leader and manager, have been doing nothing else than daring right? You have been taking risks. This is what you do daily. But there are also risks to take about yourself so you can see a couple of things. It’s okay. You will be more powerful by doing it. And really, what do you have to lose? Even if you’re 40, 50, 60, you still have life to live. What do you want to do with it? So look forward and say, “Is it worth taking the time and challenging myself just to try to be at the best place can be on this planet?” If you take that time, once you’re there, nobody can stop you.

Look forward and say, “Is it worth taking the time and challenging myself just to try to be at the best place can be on this planet?” If you take that time, once you’re there, nobody can stop you.

And the systemic approach is so powerful. We live in systemic environments: whatever changes something which influences something which changes, and so on. Once you start talking about something, you see things happening around you. The power of communication, daring to put things on the table and explain things, starts to unlock a lot of things that can bring a lot of peace.

But do this in a secure environment: bring safety and security around you. It can be hard, but if you do it with the right spirit of care, love, and positivity, it will come right back to you.

About Benoît

Benoît Legrand is a visionary business leader with over 25 years of experience in various C-level positions across multiple countries. Throughout his career, Benoît’s driving conviction has been centered around putting people at the heart of the company. He believes in genuine care for employees and customers to achieve lasting success. Having served as CEO of ING Direct France, Country CEO of ING France, and Chairman of ING France, he demonstrated his dedication to innovation by spearheading ING Ventures, the EUR 300m Corporate Venture Capital arm. After leaving ING in 2021, Benoît now advises organizations on innovation and transformation. He holds degrees in International Relations and Economics. Belgian and based in France for over 10 years, he has lived in 8 different countries and speak 5 languages. 

Want to know more about trauma and its impacts?

Watch the first virtual convening in our webinar series hosted by The Wellbeing Project and the Collective Change Lab. You can also visit our new hub for research and stories on intergenerational trauma. Together, we explore how we can move from trauma-informed to healing-centered ways of working for systemic change.

Discover the Wellbeing Movement in Europe Discover the Wellbeing Movement in Europe

Meet and hear stories from the changemakers championing the wellbeing movement in Europe.

Cultivating a Thriving Inner Landscape Where Our Potential Can Bloom: 7 Learnings on How Mental Health Helps Achieve Social Change and PeacebuildingCultivating a Thriving Inner Landscape Where Our Potential Can Bloom: 7 Learnings on How Mental Health Helps Achieve Social Change and Peacebuilding

Guest post by:

Catalina Cock Duque

Co-Founder and President, Fundación Mi Sangre

Growing up in Colombia, a country with an armed conflict, filled with bombings, massacres, and displacement, I always felt the need to heal our wounds of violence and work towards the construction of peace. Fundación Mi Sangre, co-founded with songwriter and singer Juanes, has been my primary vehicle for pursuing this purpose. Since 2006, Mi Sangre has played a pivotal role in fostering systemic cultural change in Colombia by involving youth and the actors surrounding them as key contributors to personal, community, and systemic transformation. This model equips participants with life, leadership, and entrepreneurial skills, empowering them to co-create positive changes in their communities, including solutions towards peace.

Our work encompasses a multifaceted vision of leadership, emphasizing the development of both individual and collective skills. It involves nurturing awareness, empathy, critical thinking, and curiosity while fostering collaboration. We address the challenges young people face due to living in impoverished and violent environments, providing comprehensive mental health support as a valuable resource for personal and collective transformation. With this emphasis on inner work, mental health, and wellbeing, we have seen positive results not only in our participants’ lives but in the systems all around us.

From more than 15 years of service to young people in Colombia, here are some of the lessons from our journey that have now become integral to our work.

1. We can support the individual through the collective.

In dealing with trauma and other mental health challenges, some specific cases require individual psychosocial support. However, our organization and country lack the resources to provide it individually at scale. Therefore, we have integrated mental health skills into leadership programs, to offer support in a collective setting while integrating a preventive approach. These programs blend self-discovery and introspection, with safe spaces, fostering social connections and a sense of belonging. The mental health dimension of our leadership programs holds a special place in the hearts of our participants. From our retreats, I recall with emotion their warm hugs, the tears of healing they shed, and the laughter that set their spirits free, all within the safe space we helped create for them.

2. Holistic wellbeing – connecting mind, heart, body, and spirit – is essential.

Our programs prioritize a holistic approach encompassing the mind, heart, body, and spirit. Engaging the mind fosters critical thinking, self-awareness, and informed decision-making. Emotional aspects, represented by the heart, nurture empathy and meaningful relationships. Physical well-being, supported by the body, ensures energy and vitality, offering valuable wisdom through a strong mind-body connection. Nurturing the spirit, which encompasses purpose and resilience, provides inner strength to face challenges. Collectively, these dimensions empower individuals to lead authentically, while achieving significant change. Our young participants have successfully created more than 1,800 change initiatives, achieving profound systemic transformations in areas such as violence prevention, reconciliation, gender equity, migrants’ inclusion, and prevention of forced recruitment to armed groups.

3. The creative arts and nature are our biggest allies.

Creative arts and nature are central to our programs. We offer creative outlets like painting, music, and writing to serve as therapeutic outlets, hellping to alleviate stress, anxiety, and depression. Art encourages mindfulness, fostering social connections and deep interactions. Simultaneously, nature provides purpose and tranquility and teaches the vital concepts of oneness and interconnection. Whether it’s a simple walk in the park, incorporating plants, or outdoor experiences in natural settings, these holistic approaches significantly enhance our program’s effectiveness. My heart fills with gratitude when I remember a participant who shared that she had discovered the wisest counselor in nature and had never received such profound guidance from anyone else.

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Credit: Fundación Mi Sangre/Alejandro Bonnells

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Credit: Fundación Mi Sangre/Alejandro Bonnells

“My heart fills with gratitude when I remember a participant who shared that she had discovered the wisest counselor in nature and had never received such profound guidance from anyone else.”

4. Mental health and wellbeing have to be cultivated.

From our community engagement, it is clear to us that mental health and wellbeing are not static conditions; they are cultivated over time through a combination of self-awareness, self-care, and positive life choices. To help our communities make these choices, we have developed several strategies, including an open-source library with tools and resources, along with trainer approaches and curriculums for parents and educators, on how to develop 17 different holistic leadership skills. To our surprise, this library, originally created for our team, has more than 2,500 visitors per month, demonstrating its regular use. We also don’t limit our mental health support to our participants: since the pandemic, our full team holds weekly online meetings to share various practices, encouraging us to lead by example and embody the change we want to be in our communities.  

5. We must shift paradigms around mental health. 

Transforming mental health paradigms is a crucial piece to this puzzle, given historical stigma that discourages those who are struggling from seeking support. To help change this dynamic, we have  launched grassroots and national campaigns at Mi Sangre to normalize mental health discussions, emphasizing the importance of open, empathetic, and non-judgmental conversations. Recognizing that change starts at the individual and community levels, we are committed to creating tailored approaches to mental health, considering differences in ethnicity, gender, and age while incorporating local wisdom. We also seek to expand the dialogue on mental health to include wider audiences: inspired by the Wellbeing Summit for Social Change in Bilbao, we co-created the Wellbeing Summit Bogotá in September 2023. Mental health was a central topic at this event, which convened changemakers from the social change, business, academic, and public sectors. We aspire to extend this initiative to other Latin American cities, further advancing this crucial agenda for mental health.

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An example of posters co-designed with local communities, written in Nasa Yuwe, the language indigenous communities of Toribio, Norte del Cauca, Colombia, with an invitation to reach out to mental health support services. Literal translation: “Weaving the good life. Mental health is harmony, source of inspiration and wisdom”. Credit: Fundación Mi Sangre/Alejandro Bonnells

6. Our personal journeys influence our professional work

Leading Mi Sangre has been a profoundly personal journey.My pursuit of inner growth and wellbeing commenced 18 years ago after facing burnout during my first venture. However, this journey evolved recently when I developed a deeper understanding of trauma’s impact on my work, through participation in the Inner Development Program by The Wellbeing Project. In a retreat with fellow change agents, I was transported back to a poignant childhood memory. I overheard the tragic fate of our neighbors, the parents of children my age who were kidnapped and brutally murdered. The re-emergence of this memory unleashed profound emotions, revealing the lasting impact it had on me. This experience unveiled the roots of certain unhealthy patterns in my entrepreneurial drive – a fear of losing what I cherish, an unconscious drive to do everything to survive and protect my loved ones, and a limiting belief that I must accomplish everything now because tomorrow is uncertain. I have undergone profound transformations as a result. When leaders embark on deep explorations of their inner selves, a much deeper layer of meaning emerges about who we are, what we do, how we pursue it, and, more importantly, how we want to pursue it. I have witnessed numerous stories of leaders similarly elevating their modes of operation (and impact!) by embarking on journeys of inner work.

7. Inner work can help heal systems.

In the pursuit of positive social change and lasting peace, inner work stands as a pivotal force that transcends individual growth to mend the very systems that have been fractured by violence and turmoil. The power of inner work is not confined to self-discovery and personal development; it extends to our collective consciousness and societal structures. Mi Sangre’s  work involves weaving ecosystems, bringing together a wide array of participants from the public, private, and third sectors – sometimes even including former enemies and victims – to co-create solutions. Through our methodologies, we have witnessed the potential to transcend differences, hate, and fear in order to act collectively towards peace. By delving into the depths of our inner selves, we unearth the empathy, resilience, and wisdom required to reshape these systems.

“By delving into the depths of our inner selves, we unearth the empathy, resilience, and wisdom required to reshape these systems.”

Both through my work and personal experience, I’ve learned to embrace pain and struggles as inherent aspects of life. However, I’ve also seen the potential for leading a life filled with profound meaning, even in the face of persistent challenges. Equipping leaders with the skills to address trauma, support their mental health, and enable wellbeing is essential. In doing so, we are able to help them cultivate resilience, enabling them to reach their highest human potential, foster healthy relationships, and serve life with freedom and joy. 

Looking back at the dream Juares and I had 16 years ago – working towards peace – I am convinced that including inner work in our systemic approach has been pivotal in catalyzing extraordinary leadership. Without it, we may have never been able to advance the reconstruction of our social fabric, influence decision-makers, and help heal systems that impact over 2 million people who have undergone profound transformations toward peace-building and social change.  I invite you to explore how mental health, healing, and inner work may transform your work in social change – with a thriving inner landscape, there’s no limit for our how our potential can bloom. 

About the authorAbout the author

catalina-cock

Meet Catalina Cock Duque

Catalina Cock Duque, a seasoned catalyst for systemic change with over 25 years of experience, is a passionate leader in sustainable development, peace-building, and social impact. Distinguished as a Young Global Leader by the World Economic Forum and recognized by Silla Vacía in Colombia, she co-founded Fundación Mi Sangre, impacting over 2 million people in Colombia. As a Co-Founder of Oro Verde and the Alliance for Responsible Mining, Catalina played a pivotal role in establishing the first global certification for artisanal gold mining, expanding its reach to over 10 countries. She holds a BA from the University of Maryland and a Master’s from the London School of Economics, complemented by executive courses in leadership and innovation from top institutions worldwide.

Hear from Catalina's experience on taking part of The Wellbeing Summit Bogotá: Hear from Catalina's experience on taking part of The Wellbeing Summit Bogotá:

Organizational Wellbeing: Transition and Changes + Wellbeing Organizational Wellbeing: Transition and Changes + Wellbeing

Guest post by:

Michelle Arevalo and Ramses Gomez

As I was preparing myself for hosting this interview, I found this quote by Heraclitus that says “There is nothing permanent except change” and when I read it a lot of questions started to come up: Why is it so scary, sometimes? Shouldn’t I be used to it? Why do some people refuse to change, then?

I have to admit that I spent some time trying to answer them (…without feeling any better, actually) before remembering the reason why I started to read about change; so I decided that instead of trying to solve my doubts alone, the interview with Michelle and Ramses was the perfect opportunity to share all these inquiries, both leaders and open people that have transitioned recently and maybe with their help I could find some answers for me and you. 

The first question I asked them was which’s the most important thing they have learned from this moment of transition as a leader, it could be something on a personal and/or professional level. 

Michelle: I have learned that the saboteur voices in our head are always the strongest when we’re going through a transition […] We all have this illusion of progress; that the next thing you do is better than the last thing you did, but it’s actually all cycles. […] So I see myself going into this transition as another cycle, not better, not worse than my last one, but it’s still a cycle and it’s a beginning and at the beginning, wherever you are, no matter if you’re, the CEO of the world […] or starting your own social project […] the saboteur voices take on a very different strength […] Learning that I’m putting my finger on it and saying: “Okay, voices, you’re a bit stronger today, It’s not me”, this “I’m listening to you more” has helped me a little bit more in maintaining peace and calm as I start a new cycle […] because it’s very easy to be hard on yourself when you’re starting something new.

Ramses: One of the most important insights that emerged from the process of transitioning for me was the realization that I work from, I don’t work for. […] The organization, regardless of the role that I play, must provide me with the opportunity to help build the society I want to live in, […] an equitable society, a fairer society, a more caring society for people and the planet. […] I’ll say that knowing that I work from and not for, liberates me in so many ways because taking the transition or the step to transition comes with personal judgment, potentially outside judgment or outside voices […] and just realizing that we are way more than just our roles and titles, it unlocks a beautiful potential for everyone.

After reading several times both answers while I was writing this document, I noticed that in their own way and with the help of each particular process, they increased their awareness about what actually motivated them to transition like the values, in Ramses case; and how they are  living the process,  noticing these unconscious thoughts or saboteur voices, like Michelle accurately called them, that sometimes avoid us of from taking big steps.   

Listening to their learnings made me want to know if there was any recommendation or advice they would like to share with people facing a transition process and here is what they said:

Ramses: ​​It’s important to call things for what they are. And transitions are transitions. In the bigger scheme of things, transitions are also evolution and when you put it like that, it makes things way less scary. […] It becomes more natural. Of course, it comes with challenges and pains and complications, but most of those complications are attached to a mindset that is something that we own and, most of the time, we have built […] If we realize it’s within us, then we can much easily (I wouldn’t say super easily) change it.

Michelle: One thing that you have to start with is just by being kind to yourself because you’re doing something brave. The two things that I would say, one is very practical. Think of your transition as something beautiful and something you need to sit on because we are so used to thinking, “Oh, what’s the next thing? What’s the next thing? I can’t be in a transition for too long”. […] If you sit with yourself and enjoy the transition, you will find out things about yourself that will allow you to take the next step willingly. If you go towards the next step to avoid your transition overall, then you might be escaping from something and you never want to feel like you start something as if you had escaped from something else. […] Nobody likes that feeling. 

The second one is probably the hardest and the one that takes the most courage: Talk about things openly and a lot. A lot like: “if you think you’re done talking about it, talk about it again” because […] sometimes we don’t take chances because of the impact it has on others. […] In my case, I knew that it would impact my business partners, my team, my managing partner […] but once I talked about it […] The conversation that came from the heart was basically, “Wow, this is going to impact me, but I am with you.” […] If there’s something that you need to do, have the open, difficult conversations first, because in the long term, it would be better for sure.

Ramses: What I wanted to share is something that was very valuable for me and much connected to what Michelle was saying and the reason why I wanted to go back: “Being honest in moments of transition and it starts with you being honest with yourself, which is quite challenging” Then it has to do with […] colleagues and very close people and friends that will be affected or impacted by your decision. […] Something that I have constantly made sure that happens in my transitions […] is that for the last two weeks I made sure to book time with absolutely EVERYONE in the organization that I worked with […] I booked time aside, usually it’s outside the office […] and asked them three questions: The first one is, what’s your favorite memory of the two of us? […] then the second question is, what did you enjoy the most while working with me? And it might seem like it’s that you want to hear praise from others, but it’s just a mechanism to prepare them for the last question, which is […] what advice do you have for me before I start my new journey? […] I make sure that I have this conversation with a piece of paper and a pen so they write down the answers and then they read them to me […] I keep those papers in my night table and when I’m going through a difficult situation, it’s usually where I go for inspiration because that’s when people have been the most honest about who I am.

Sometimes when we face difficult or complicated situations, we can forget about taking care of our wellbeing, that is why I asked both members if transitioning affected them in that way, or maybe it didn’t.

Michelle: Caring for my own wellbeing is, in part, what prompted thinking that I needed to transition. […] Many people think of a transition like a breakup […] I think that I needed a different new challenge and that having my identity be so tied to my social enterprise was something that I needed to break up with. […] “I am not my project and my project is not me” and I wanted to prove myself; it was a big part of making sure that my wellbeing becomes whole. […] Going into a transition puts you in situations that are outside your comfort zone and I don’t think that’s bad for your wellbeing. […] Thinking that being outside your comfort zone is bad for your wellbeing is actually not the right way to think of this algorithm; it doesn’t work like that. […] You have to be a little bit outside your comfort zone so that your brain grows in many ways and gets you to places you never thought you could be. […] Transitions are hard, but they’re not necessarily hard because they’re bad for your wellbeing.  

Ramses: In a way it provided me with […] so much clarity about what’s relevant for me and what’s needed in the new phase / organization / role / costs. What is it that I need to be existent in that new opportunity that will get me so excited to the point that will be relevant for me to look after it. […] And of course, that clarity usually is tied to complexity, you have to go through complexity to see the light. So, […] in that sense it was absolutely challenging and I wouldn’t say my wellbeing was affected […] There were many nights awake, many times where my emotions were so confusing and different and, in many cases, new and unexpected that… […] I was honestly going through a very vulnerable time, when things affected me or impacted me in ways I wasn’t expecting. But I think the beauty of the process is that, […] it provided me and forced me to bring clarity to my thinking by being in connection with what’s relevant for me.

The last two questions are  more personal. Before doing this interview, I had a little context of Michelle’s transition process and I matched it with one of the ideas that came out from the Wellbeing Summit feedback session with the Ecosystem Network. Therefore I asked her: ​​When did you know or how did you know when to step aside? How did you know that your personal project is ready to fly without your direct guidance?

Michelle: I think you have to start from an earlier question, which is: Not when, but why. Why would you want to step aside? […] in my case I had a very good clarity that someday I would step aside and that my project will transcend me […] I’ve seen a lot of people take sabbaticals and take breaks because it’s important to take a step aside, even momentarily. […] It’s not always the answer but, in my case, it was and I knew it for a couple of reasons: first I started thinking even more long term than the usual manager would. […] One day, really out of the blue, (maybe it was deep in my heart) I just answered: “My biggest dream is that IMPAQTO transcends me in whatever shape or form”. And that’s when I knew in my mind that I was thinking way longer term and my everyday actions after that started to change; I started to delegate more, I started to think less about the day to day indicators and I started seeing my team flourish[…] And there was a day when I just felt like, “Wow! this is right, this place can actually continue on without me”. Of course, there were also outside voices that were not very nice, a lot of people called me and said: if you step back, your business partners or investors are going to be angry, they invested in you […] I would just take that as feedback and that told me that I’m doing the right thing because that’s not what I was looking for.

I also knew I needed my identity to be more than just this specific project and, in my case, I already had the privilege of having gone through a previous transition before. I used to be a Human Rights lawyer; I worked with refugees in Asia, in Africa, in Latin America; I worked in Geneva, in Switzerland so I already have taken a big lead in a transition in a different way in my career; back then I also knew that the death of my dog prompted it, that grief prompted it.

And I knew it when I started listening to a voice deep down that was telling me to move on but also, I knew it because it was important to my wellbeing along with many things that I learned from The Wellbeing Project itself. […] in my case, TWP means that the social impact we’re doing with IMPAQTO now has a tremendous opportunity to continue growing and that it doesn’t depend on me, and that I can continue doing IMPAQTO in other places. It all comes from this awareness of me being a person separated from my project and all that awareness came from conversations with Xyme, with my colleagues and feeling that this is not something that I made up, you all put words to what I was feeling.

Finally, I also knew that Ramses had transitioned in the past, so my personal question to him was if he had faced any special challenge in his most recent process.

Ramses: This transition was the hardest and the easiest at the same time. It was the hardest because I had been at Sistema B for over 5 years and the organization was perfectly aligned with my values, with what I want to build for the world, the people, the colleagues, everything was a perfect match. So, in that sense leaving an organization that it’s so aligned is quite challenging. But when I say that this transition was the easiest, it’s because I could also see that the same values, vision and spirit was there, yet what was new and different, is the scale of the impact through the lense of a tech company. 

I think that also what’s powerful with every transition is that it opens up the opportunity for new leadership to emerge and flourish. The more conscious the leaders happen to be about that aspect, the more they can catalyze it. So, I think all of us having meaningful, very honest and sometimes raw conversations with team members about how potential can be unlocked by an opportunity like this, but it has to be a co-construction; […] just to make sure it goes beyond the romanticism of the idea, but actually, one has to be very involved in the process of leading and making sure that there are the right conditions for everyone to take on it.

When the time of the interview was coming to its end, both members expressed some beautiful words about it:  

Michelle: At least for me, such a welcome break… to have someone ask you deep questions and to think through the answers and to put your thoughts into words is very powerful. It’s a good format to think through different challenges. Thank you so much for asking thoughtful questions.

Ramses: It resonates with me a lot, thank you so much for the space, as Michelle and I always discuss how much we love the concept of “holding the space”. Thank you for holding the space for us because many wonderful things emerge when the space is curated well, when we realize that everyone has something valuable to say and even if the 2 of you are not speaking, the value comes from you having created the space. It wouldn’t happen if it wasn’t because of you. We all have to realize this is the contribution of everyone for beautiful things, valuable things have emerged and I’m just grateful for having the space where I can share things that are very personal but also that I feel very confident sharing outloud.

Michelle: This space that you are holding for us is also accessible for so many other people.

By the end of the interview I felt very inspired and motivated for changes; I thought about the future and the new beginnings I would face. But I think more important was that listening to them gave me the opportunity to reflect about my own processes and the way I am living them. I hope you have enjoyed this interview as much as we did.

Success Story: Theory of Change. The journey towards wellbeing Success Story: Theory of Change. The journey towards wellbeing

Guest post in collaboration with:

Muhammad Imran Kazmi, Senior Finance Manager in Khwendo Kor

Muhammad Imran Kazmi is the Senior Finance Manager in Khwendo Kor (KK), a well reputed local-based non-for-profit organisation in Peshawar, Pakistan. In 2019 KK was one of 8 social change organisations chosen to participate in  The Wellbeing Project’s Organisational Exploratory Program (OEP). The purpose of the OEP was  to support the organisations through a learning journey to build wellbeing into the heart of their cultures.

Consistent with its vision to build a society where women and girls live with dignity and self-reliance, organisational wellbeing within Khwendo Kor would be defined by a participatory culture and supportive community giving opportunities for every staff member to learn and grow.

Whenever there is change, there will be some resistance to that change: it is a normal human response to uncertainty. Imran explains his own resistance: “At first, I could not accept the idea of wellbeing in the context of Pakistan, where we have such challenges with education, with electricity, with so much. And I did not like the idea of sharing my learning with staff, with connecting with more people.”   

He goes on to say: “I have a stammer tongue by birth and before joining the wellbeing project I was not accepting this problem. All the time I was crucially blaming myself and complaining to GOD for this given. It was always a big challenge for me to accept when I was given a chance to speak in a meeting or a public gathering. Only the thought of it brought always fear in my mind that if I stammer, I would be embarrassed and thus lose self-confidence.”

The OEP was, from the beginning, framed as a learning journey. Everyone came to understand that there were no one-size-fits-all answers. This was an exploration by the participating organisations to define what organisational wellbeing meant to them and identify how they might work to improve it. Learning would come whether the impact was as expected, or not. And learning would be shared among the 8 organisations.

Imran says: “Since I joined OEP in 2019 I had several check-in sessions with our organisational coach. I have a learning attitude, so I have positively learnt a lot from this journey. Since joining the OEP, I slowly and gradually started accepting it.”

“I worked on myself and learned through various session. I did research in internet to found ways to address my stammering and YouTube videos to learn on how to overcome stammering. Once I started accepting my stammer problem, it really worked out and now I don’t feel shame if stammer. This has really built my self-confidence and now sometimes when I speak, I don’t even stammer anymore. For this I feel very grateful first to myself because I’ve learned to change and to The Wellbeing Project /OEP team and Khwendo Kor (KK) for providing me with this beautiful platform not only for organisational wellbeing but also for my personal wellbeing.

Based on my experience I developed some powerful wellbeing indicators which has not only bought miracle change in my life but also a positive attitude. I recommend everyone to apply these in their life.

Regular practice meditation.

Acceptance.

Believe in yourself.

Expressing gratitude.

Calm and peace to have healthy mind.

Be happy and stay positive.

Exposure to nature.

Focus on yourself.

Be aware of the present moment.

Don’t think about your past and future that has yet to come.

Let the ego go.

Having said that, one indicator ACCEPTANCE from the above list has changed my life.

Last year, in 2022, one of our senior Board of Director Dr. Salma Masood Khan and myself have attended The Wellbeing Summit for Social Change in Bilbao, Spain. There we learnt from different sessions and met with beautiful souls across the world. This was an extraordinary experience for me as it was my first ever experience to travel abroad in an airplane. This international exposure was also an additional booster for me to learn and share mutual experiences. Upon our return, we have prepared a PowerPoint presentation and successfully conducted a one-day session on wellbeing to all our staff.”

As for powerful organisational wellbeing indicators, KK is currently heading into its mid-term Strategic Planning Review Process with organisational wellbeing top of mind. Initially Imran was primarily responsible for the KK wellbeing work. Now the KK Human Resource function is taking the lead -reviewing policies through the lens and perspective of wellbeing, looking at salaries, providing interest-free loans to staff, and offering retirement benefits to which the organisation and the staff members contribute.

Imran offers his own powerful wellbeing guidance. “Last but not least my humble submission is: Love yourself, care yourself so that you are able to love and care others as well”.   

Inspiring Change through Wellbeing: Insights from Fundación FEMSA’s Breakfast in Mexico City Inspiring Change through Wellbeing: Insights from Fundación FEMSA’s Breakfast in Mexico City

Guest Post by

Alejandra Garza & Fernanda Martínez

Last week, on July 27th, we had the honor of attending a remarkable breakfast organized by Fundación FEMSA in Mexico City. The event brought together more than 100 participants working in the field of social change in Mexico, making it an inspiring and timely occasion.

Since 2008, Fundación FEMSA has been working on the premise that “a sustainable company can only exist with sustainable communities.” Over the years, they have made significant strides in Sustainable Development, Early Childhood, Arts & Culture, Circular Economies, and most recently, Wellbeing, which was the focal point of this enriching event.The session was inaugurated by Sebastian Viramontes, Global Wellness Manager at FEMSA, who shared FEMSA’s wellbeing model, integrated by 5 areas: Healthy Body, Psychological Wellbeing, Workplace Wellbeing, Financial Wellbeing and Social Connection. He highlighted the far-reaching impact of this model, not only on FEMSA’s workforce, but also on their families and the broader community.

After this presentation, Dr. Rosalinda Ballesteros, Director of Instituto de Ciencias del Bienestar y la Felicidad of Universidad Tecmilenio, México, elaborated on the challenges of work-related stress and the implications of this in social change work. Drawing on her expertise in positive psychology, she shared practical strategies for promoting personal wellbeing, emphasizing the importance of curiosity in exploring one’s own emotions, needs, as well as unique perspectives, and learning how to do this in normal everyday life.

Both presentations highlighted the link between personal flourishing and the sustainability of collective efforts, affirming that only by taking care of ourselves and each other can we hope to build a future where transformative change becomes a reality.

The event ended with a psychodrama exercise led by David Ordaz, Social Psychologist and Master in Political Sociology. Through role-playing and embodiment exercises, participants connected with their emotions and shared their visions for the future of the social change sector in Mexico.

It was a real honor and pleasure to attend this wonderful event. We are inspired to see wellbeing as a topic that is growing strongly in this region and to have witnessed how everyone present was genuinely interested in exploring ways to incorporate and enhance wellbeing on both a personal and organizational level. The enthusiasm and commitment shown by all attendees and speakers was wonderful and it is heartwarming to see a growing community that values the wellbeing of individuals and organizations alike. 

We are very grateful to have been part of such an uplifting experience and are excited to witness the continued growth of a community that values the wellbeing of all its members.

Guest post by Sara Taggart, Global Grassroots

Dear Friends,

Over the years, and increasingly so, folks interested in Global Grassroots have asked, “How does your work connect to the issues of climate change?”

With Earth Day approaching, we have been thinking a lot about this question. While Global Grassroots did not start as an “environmental” organization, we certainly believed (and continue to see) that the root causes of so many issues faced by the grassroots women we ally with are intertwined with their ecological contexts.

This became increasingly clear as teams began to focus on sustainable access to clean water as a strategy for addressing multiple barriers to wellbeing, from health and hygiene to gender-based violence to childhood nutrition to economic and educational inequality.

At our recent Wisdom Lab presentation, Women, Water & Wisdom: Mapping the Ripple Effects of Conscious Social Change in Rural Rwanda, we shared different ways that women changemakers are creating sustainable solutions to the challenge of water scarcity in their villages.

As the chart below illustrates, when teams create a water source that is clean, close to home, safe to access, affordable and available in the dry season, the interdependent processes by which community members experience positive changes in health, nutrition, gender equality, education, family harmony, economic well-being, and even infrastructure development are profound.

Conscious Social Change in Action – Principle #4: Engage Mindfully

Last month we looked at the importance of ensuring balance within ourselves, so we can be more present in the moment and more effective in our interactions with others.

As we cultivate the capacities of mindfulness, we become adept at setting aside ego, assumptions, and bias to inquire and listen. We are less likely to think our way is the only viewpoint, less likely to create division and blame, and more likely to seek out understanding across difference so as to identify common ground.

Drawing from a broader set of perspectives and inviting greater participation across whole eco-systems gives us a more comprehensive understanding of an issue and stakeholder needs, ideas, and priorities, which we can use in collaboratively designing for change.

Mindfulness trains us to look at reality with greater curiosity.

Instead of seeing failure, mindfulness encourages us to examine circumstances with an eagerness to learn so that we evolve our solutions for greater efficacy. Rather than getting fixated on pushing forward our own narrow agenda or thinking it is all up to us to fix, mindfulness drives us to lead with more openness, question our thinking, seek out more diverse expertise, and be willing to compromise as a strategy towards progress.

This fuels innovation and drives sustainability, informed by all voices who are more likely to feel a level of ownership in a creative solution’s outcomes, rather than an unwilling subject of its implementation.

The goal of conscious social change should really be the sustainable wellbeing for all, including quality of life, economic, social, mental, spiritual, physical, and material wellbeing, as defined by the person themselves.

It is thus critical to ensure the poor, vulnerable, marginalized, and exploited should come first and lead the process of defining and achieving wellbeing for themselves. We ask what is helpful and determine our unique way to serve as an ally – not overly control, not abdicate control, but partner.

We use presence to stay attuned to the changing needs of those we aim to serve, so we do not stay stuck on our own agenda or abuse our power. This transformational paradigm is inner-driven with a focus on serving the highest common good. Finally, conscious social change invites us to examine our role in the systems that uphold the status quo too.

What we didn’t know for sure – or at least didn’t have the words to explain – was how Global Grassroots’ mindfulness-based model might be having an additional impact on the inner qualities of the women changemakers and their community members, particularly in nurturing the kinds of mindsets we may all need in order to navigate increasingly daunting climate crises, wherever we happen to be born or live.

Participants in our Ripple Effects Mapping inquiry pointed to powerful changes — such as an increased sense of agency, compassion, individual and community resilience, collaboration, solidarity and a sense of belonging — all of which seem to be contributing to the sustainability of their efforts and a recurring theme of optimism and hope for the future.

While we cannot yet prove that Global Grassroots’ Conscious Social Change model is causing these shifts, participants’ reflections on their lives over the past six years gives us real reason for HOPE as well!

Over the coming week on social media, leading up to Earth Day on April 22, we will share key insights, photos, and mindfulness practices to help illuminate the connections between the work of these amazing women and our collective global responsibility to secure a healthy, safe, vibrant and sustainable planet for ALL of our children’s children, and beyond.

Practices to Help Us Engage Mindfully

Deep Listening – One of the most powerful practices we can develop is learning how to listen, really listen, to others. This can be much harder than it sounds. It can require that we set aside the many possible distractions outside of ourselves (devices, noises, etc.). But the real work comes in setting aside the distractions within ourselves as we tune into what another is telling us. Try this during your next important conversation:

  • Take a deep breath in, and an even longer exhale
  • Relax the muscles of your face and jaw
  • Allow your breath to slow as you begin to absorb what someone is saying to you
  • As they speak, notice when your mind has wandered away. Are you thinking about what you will say next?
  • Without self-judgment, gently lead your mind back to the present moment (feel your feet on the ground, or press two fingers firmly together)
  • Recommit to deeply absorbing what is being said

When the other person has finished, perhaps say, “Thank you so much for sharing this with me. I want to take a moment to let it all sink in before I say anything more.” Then do this! Take your time before speaking or moving forward. See what happens.

Guest Post by Alejandra Garza

I had the privilege to represent The Wellbeing Project in the Latin American Impact Investment Forum (FLII) a few weeks ago (Feb 28th – March 2nd, 2023) in Mérida, Mexico and am still reminiscing over all the shared encounters, stories, people, music and color that I got to meet and experience during this inspiring event.

It is with deep admiration and gratitude that I remember each person I met, each story I heard, and each dream that was shared with me so kindly during this wonderful event. It was a short pause for all of us who care so deeply for our region, to meet, share and explore our possible collaborations and hopes towards creating positive change in Latin America today and in the future.

I am especially grateful for being invited to share about The Wellbeing Project’s work in the region in a shared discussion titled “Burnout in the era of Wellbeing.” I had the privilege to share this beautiful space and conversation with Juan Carlos de la Hoz from the Inter-American Development Bank, Nicolas Demeilliers, founder of &you, Anna Corona from ayam, and Daniela Peralvo from IMPAQTO. Through our engaging conversation and Daniela’s key questions, we shared about the importance of wellbeing for social changemakers in Latin America, and the key characteristics that make this region so special and unique.

It was particularly inspiring to hear a collective awe from the audience when sharing that at The Wellbeing Project we truly believe that Wellbeing Inspires Welldoing. I could feel that the phrase clicked with everyone present, and they too recognized the importance of inner wellbeing, as it relates to the success of their projects and work. The conversation ended with a shared mindfulness meditation imparted by Anna from ayam, and we all got 5 minutes to pause, give thanks and reset, amid this lively and exciting event. This helped all of us present to recognize that it is something we have in us and that we can do every day. No matter the situation, it just takes a minute to pause and connect with our breath in the present moment. We all have that superpower within us.

Thank you, New Ventures for organizing this amazing event, and for this opportunity. Thank you everyone in the audience for attending, for your passion, your commitment, and your willingness to be a part of this important conversation for our region. I am honored to have connected with each and every one of you, and I look forward to continuing this amazing journey of inner wellbeing together.

COMMUNITY SPOTLIGHT: RECIPES FOR WELLBEING COMMUNITY SPOTLIGHT: RECIPES FOR WELLBEING

Location: Geneva, Switzerland

Recipes for Wellbeing was set up as a not-for-profit association with the intention of shifting the culture of changemaking from one that leads to burnout to one that includes a focus on wholebeing.

Can you share the intention behind creating Recipes for Wellbeing and what communities the Recipes for Wellbeing serve?

Recipes for Wellbeing first emerged in 2016 as a spontaneous collaboration between changemakers interested in exploring practices to cultivate their wellbeing. Two years later, three of these changemakers – Alessia Cervone, Greta Rossi, and Tariq Al-Olaimy – decided to set up a not-for-profit association with the intention of shifting the culture of changemaking from one that leads to burnout to one that includes a focus on wholebeing and enables changemakers and their teams to thrive and to create positive change in the world. The communities we serve are changemaker communities.

Changemakers are those acting for a purpose that serves other people and the planet. They often sacrifice their wellbeing to change the world. Changemakers are driven by an intrinsic motivation to improve the lives of others and to be stewards of our planet. They choose purpose over pay-checks – The Possibilists 2021 Report.

We believe that their changemaking work should no longer come at the expense of their wellbeing. If you wonder whether this is an issue at all, we invite you to check out the results of The Possibilists in-depth study on changemakers, which highlight that “59% of young changemakers have experienced some degree of burnout since they started work on their initiatives” (The Possibilists 2021 Report, P17). What’s more, “66% of young changemakers cannot compensate themselves at all or can only pay themselves a small token amount” (P13), “59% say they are juggling various responsibilities and are stretched too thin” (P12).

MIND, BODY, SOUL & HEART MIND, BODY, SOUL & HEART

Recipes for Wellbeing focuses on four categories: Mind, Body, Heart, and Soul – can you share the intention behind focusing on these aspects and their role in deepening our understanding of wellbeing?

We know there are both internal and external conditions influencing our wellbeing. For instance, The Possibilists study in 2021 revealed how young changemakers “do not perceive their broader (national) contexts as being particularly supportive of their work and efforts to grow their initiatives” (P19). In particular, systemic inequalities (64%), the state of the economy in their home country (62%), and the financial opportunities in their country (61%) were the issues most cited as negatively affecting their work (P19).

At Recipes for Wellbeing, we focus mainly on the internal conditions to transform them into leverage points to change external conditions. We have identified the following four internal wholebeing dimensions: Mind, Body, Soul & Heart.

Mind: Wholebeing for the mind concerns the well-functioning of our minds so that we can cope with stressful situations and work fruitfully, whilst also realising our creative potential to make a contribution to the world. It is not about an absence of mental disorder or ill-health, but about acknowledging and accepting all thoughts.

Body: Wholebeing for the body is about cultivating a kind relationship with our body and supporting its well-functioning by developing healthy eating habits, engaging in regular physical activity, and avoiding preventable diseases. It is not about an absence of physical disorder or illness, but about embracing and appreciating our body as it is.

Heart: Wholebeing for the heart is about fostering compassionate, balanced, and supportive relationships with ourselves, other people, and the world to cope with the emotional burden of our changemaking work. It is not about an absence of difficult feelings or emotions, but about experiencing and integrating the full range of human emotions.

Soul: Wholebeing for the soul is about discovering and nurturing a strong connection with our unique and deepest identity, as well as with the larger consciousness that animates the cosmos and everything in it. For some, wholebeing for the soul is deeply connected with religious affiliation, whereas for others it is about surrendering to the flow of the universe.

However, we do not stop there.

In fact, in the past couple of years, we started to look at the intersection between wellbeing and specific systems and topics, ranging from community wellbeing to digital wellbeing and gender & wellbeing.

INDIVIDUAL, COMMUNITY & NATUREINDIVIDUAL, COMMUNITY & NATURE

Finally, it is important to stress that we do not focus on individual wellbeing alone (like many other wellbeing initiatives do), but we look at the intersection of three interconnected and interdependent ecologies:

  • Individual: Wholebeing comes from a deepening centre, a clarity about who we are, what we need, and what is required for us to survive and thrive in our environment. As individuals we only exist in community, and we are also Nature.
  • Community: Wholebeing comes from expanding our circle of compassion to accept and embrace that we are not isolated from others and that when our community thrives, we can thrive too. Our human communities only exist in community with the more than human world.
  • Nature: Wholebeing comes from re-discovering and re-kindling a more harmonious relationship with the human world, and a reconnection back to the Earth community of which human communities are an intrinsic part of.

Can you share more about your recently launched recipes?

One of the main wellbeing offers we have for changemakers is our Online Wellbeing Commons – a freely accessible library with over 210 “wellbeing recipes”. These are activities for individuals and teams to cultivate wellbeing across the various dimensions, systems, and ecologies. This library has benefitted from numerous donations from wellbeing experts and practitioners all over the world, and in the past few weeks, we have added over 40 new recipes (marked by the “new” badge next to them).

Among the new recipes, you can find a variety of wellbeing practices, from activities related to burnout such as “4 tips to avoid WFH burnout” to tips for financial wellbeing with “Healthy money habits”; from ways to support LGBTQIA2S+ folks with “LGBTQIA2S+ allies in the workplace” to tips for the perfectionists amongst us with “Coping with unhealthy perfectionism”; and from creative activities to process emotions such as “Catharsis through clay” to practices to be more mindful parents such as “The parenting plate”. Not to mention our newest category, already featuring seven activities for community wellbeing.

If you would like to donate a wellbeing recipe, please reach out to the team at Recipes for Wellbeing at info@recipesforwellbeing.org.