JOHN S. RYAN is the Chief Executive Officer at Healthy Place to Work. He formerly led Great Place to Work Ireland and was a broadcast journalist. He is a regular international speaker and media contributor in Wellbeing, Trust, and Organizational Performance.MICHAEL J. BURCHELL, EdD, is an independent consultant and executive coach. He is an expert in organizational change, well-being, team effectiveness, and DEI. He is the co-author of No Excuses: How You Can Turn Any Workplace Into a Great One and The Great Workplace: How to Build It, How to Keep It, and Why It Matters.

• Introduction: A Critical Moment xiPart I1 The Ultimate Driver of Organizational Performance 3Defining “Healthy Workplace” 4Knowing versus Doing 5Modeling the Healthy Way 7Demonstrating Care as Leaders 9Why Talk about Health Now? 112 Why Work Isn’t Working 15Pandemic Overload and Other Extraordinary Demands 15The Horrible Micromanaging Boss 16No Room for Difference 17Ultimate Betrayals 18The Stress of the Daily Grind 19Social Pollution 213 How Work Can Be the Solution 23Thinking About Work in Terms of Energy 24One of Our Biggest Health Decisions 24Finding a Role That Helps You Flourish 25Take the Expert Assessment Quiz 30Wilmar Schaufeli 324 The Evolution of Workforce Health 35The Concept of “a Good and Virtuous Life” in Ancient Times 36Well-being Beginnings in Spain and Italy 36Developments in Great Britain during the Industrial Revolution 37Improvements in the Early Part of the Twentieth Century 40Changes in the United States after the World Wars 40Studies and Research from Governments and Universities 41Challenges in the Twenty-first Century 435 Salutogenesis: A New Model for Workplace Health 47A Pathogenic Orientation versus a Salutogenic Orientation 47The Ease to Dis-ease Continuum 49Salutogenesis in an Organizational Context 51Georg Bauer, MD, DrPH 55Part II6 Accelerating to Success: Where Some Get It Right and Others Get It Wrong 61Knowing What Successful Organizations Do 61Avoiding Common Mistakes 65Ron Goetzel 707 The Symbiotic Relationship of Workforce and Workplace Health 73Individual Health Factors 74Organizational Health Factors 77Putting It All Together 808 The Development Scale: Where Is Your Organization? 83Leadership 84Ownership 86Investment 86Approach 87Interventions 88Shows Up As: How Managers Think About Organizational Health 89Employer Perception of Employees 90Peter Cheese 929 A New Lens: Individual and Organizational Measures 95Unhealthy to Healthy: An Overview of the Journey 96The Crucial Steps to Becoming a Healthy Workplace 98Dave Ulrich 112Jeffrey Pfeffer 11510 From Unhealthy to Healthy: A Plan for Success 119Characteristics of Effective Change 119Core Considerations for a Healthy Plan 123Mapping the Terrain 130The Journey Continues 133Paul Litchfield 134Susie Ellis 13711 Healthy Interventions 139Moving from “Normal” to an Equity Lens 139Healthy Interventions Based on the Data 14712 Stories of Healthy Success 151Centiro, Sweden, Organizational Design 153Thames Water Company, United Kingdom, Workforce Analytics 156Deloitte, United States, Healthy Sponsorship 159Aviva, United Kingdom, Net Positive Work 162IIH Nordic, Denmark, Four-day Workweek 165Takeda, Switzerland, Responding to Presenting Needs 167Cohesive, the Netherlands, Healthy Manager Conversations 170P&G, Latin America, Incentivizing Healthy Behaviors 173SAP, Ireland, Neurodiversity 176RSPCA, United Kingdom, Trauma Support 178Concentrix, Global, Flexible Working 180Futurice, Finland, Healthy Clients 183SAS Institute, United States, Recruit Well-being 185Amêndoas do Brasil, Brazil, A Culture of Well-being 188Leek United Building Society, United Kingdom, Healthy Strategy 191ISS, Denmark, Diversity at Its Core 194PwC, Building a Very Personalized Learning Future 197Kingston Council, United Kingdom, Leading the Way 200Danske Bank, United Kingdom, Podcasting Health 203Dubai Police, United Arab Emirates, Physical Readiness 205Version 1, Europe, a Healthy Strategy 20713 A Deep Dive into the Science of Well-being 213Purpose 214Mental Resilience 216Connection 221Physical Health 226The Four Pillars and 21 Elements 228Dr. Els van der Helm 229Arnold Bakker 232International Well Building Institute 23514 A Healthy Conclusion 239A Different Approach 240The Pandemic: Heroes Take a Bow and Workers Deliver Again 241A Need for a Major Shift 243Board Members’ Roles and Responsibilities 245A Legacy in the Making 246Jim Loehr 248Notes 251Appendix: Assessment and Impact 257Acknowledgments 269About the Author 271Index 273

JOHN S. RYAN is the Chief Executive Officer at Healthy Place to Work. He formerly led Great Place to Work Ireland and was a broadcast journalist. He is a regular international speaker and media contributor in Wellbeing, Trust, and Organizational Performance.MICHAEL J. BURCHELL, EdD, is an independent consultant and executive coach. He is an expert in organizational change, well-being, team effectiveness, and DEI. He is the co-author of No Excuses: How You Can Turn Any Workplace Into a Great One and The Great Workplace: How to Build It, How to Keep It, and Why It Matters.

• Introduction: A Critical Moment xiPart I1 The Ultimate Driver of Organizational Performance 3Defining “Healthy Workplace” 4Knowing versus Doing 5Modeling the Healthy Way 7Demonstrating Care as Leaders 9Why Talk about Health Now? 112 Why Work Isn’t Working 15Pandemic Overload and Other Extraordinary Demands 15The Horrible Micromanaging Boss 16No Room for Difference 17Ultimate Betrayals 18The Stress of the Daily Grind 19Social Pollution 213 How Work Can Be the Solution 23Thinking About Work in Terms of Energy 24One of Our Biggest Health Decisions 24Finding a Role That Helps You Flourish 25Take the Expert Assessment Quiz 30Wilmar Schaufeli 324 The Evolution of Workforce Health 35The Concept of “a Good and Virtuous Life” in Ancient Times 36Well-being Beginnings in Spain and Italy 36Developments in Great Britain during the Industrial Revolution 37Improvements in the Early Part of the Twentieth Century 40Changes in the United States after the World Wars 40Studies and Research from Governments and Universities 41Challenges in the Twenty-first Century 435 Salutogenesis: A New Model for Workplace Health 47A Pathogenic Orientation versus a Salutogenic Orientation 47The Ease to Dis-ease Continuum 49Salutogenesis in an Organizational Context 51Georg Bauer, MD, DrPH 55Part II6 Accelerating to Success: Where Some Get It Right and Others Get It Wrong 61Knowing What Successful Organizations Do 61Avoiding Common Mistakes 65Ron Goetzel 707 The Symbiotic Relationship of Workforce and Workplace Health 73Individual Health Factors 74Organizational Health Factors 77Putting It All Together 808 The Development Scale: Where Is Your Organization? 83Leadership 84Ownership 86Investment 86Approach 87Interventions 88Shows Up As: How Managers Think About Organizational Health 89Employer Perception of Employees 90Peter Cheese 929 A New Lens: Individual and Organizational Measures 95Unhealthy to Healthy: An Overview of the Journey 96The Crucial Steps to Becoming a Healthy Workplace 98Dave Ulrich 112Jeffrey Pfeffer 11510 From Unhealthy to Healthy: A Plan for Success 119Characteristics of Effective Change 119Core Considerations for a Healthy Plan 123Mapping the Terrain 130The Journey Continues 133Paul Litchfield 134Susie Ellis 13711 Healthy Interventions 139Moving from “Normal” to an Equity Lens 139Healthy Interventions Based on the Data 14712 Stories of Healthy Success 151Centiro, Sweden, Organizational Design 153Thames Water Company, United Kingdom, Workforce Analytics 156Deloitte, United States, Healthy Sponsorship 159Aviva, United Kingdom, Net Positive Work 162IIH Nordic, Denmark, Four-day Workweek 165Takeda, Switzerland, Responding to Presenting Needs 167Cohesive, the Netherlands, Healthy Manager Conversations 170P&G, Latin America, Incentivizing Healthy Behaviors 173SAP, Ireland, Neurodiversity 176RSPCA, United Kingdom, Trauma Support 178Concentrix, Global, Flexible Working 180Futurice, Finland, Healthy Clients 183SAS Institute, United States, Recruit Well-being 185Amêndoas do Brasil, Brazil, A Culture of Well-being 188Leek United Building Society, United Kingdom, Healthy Strategy 191ISS, Denmark, Diversity at Its Core 194PwC, Building a Very Personalized Learning Future 197Kingston Council, United Kingdom, Leading the Way 200Danske Bank, United Kingdom, Podcasting Health 203Dubai Police, United Arab Emirates, Physical Readiness 205Version 1, Europe, a Healthy Strategy 20713 A Deep Dive into the Science of Well-being 213Purpose 214Mental Resilience 216Connection 221Physical Health 226The Four Pillars and 21 Elements 228Dr. Els van der Helm 229Arnold Bakker 232International Well Building Institute 23514 A Healthy Conclusion 239A Different Approach 240The Pandemic: Heroes Take a Bow and Workers Deliver Again 241A Need for a Major Shift 243Board Members’ Roles and Responsibilities 245A Legacy in the Making 246Jim Loehr 248Notes 251Appendix: Assessment and Impact 257Acknowledgments 269About the Author 271Index 273

JOHN S. RYAN is the Chief Executive Officer at Healthy Place to Work. He formerly led Great Place to Work Ireland and was a broadcast journalist. He is a regular international speaker and media contributor in Wellbeing, Trust, and Organizational Performance.MICHAEL J. BURCHELL, EdD, is an independent consultant and executive coach. He is an expert in organizational change, well-being, team effectiveness, and DEI. He is the co-author of No Excuses: How You Can Turn Any Workplace Into a Great One and The Great Workplace: How to Build It, How to Keep It, and Why It Matters.

• Introduction: A Critical Moment xiPart I1 The Ultimate Driver of Organizational Performance 3Defining “Healthy Workplace” 4Knowing versus Doing 5Modeling the Healthy Way 7Demonstrating Care as Leaders 9Why Talk about Health Now? 112 Why Work Isn’t Working 15Pandemic Overload and Other Extraordinary Demands 15The Horrible Micromanaging Boss 16No Room for Difference 17Ultimate Betrayals 18The Stress of the Daily Grind 19Social Pollution 213 How Work Can Be the Solution 23Thinking About Work in Terms of Energy 24One of Our Biggest Health Decisions 24Finding a Role That Helps You Flourish 25Take the Expert Assessment Quiz 30Wilmar Schaufeli 324 The Evolution of Workforce Health 35The Concept of “a Good and Virtuous Life” in Ancient Times 36Well-being Beginnings in Spain and Italy 36Developments in Great Britain during the Industrial Revolution 37Improvements in the Early Part of the Twentieth Century 40Changes in the United States after the World Wars 40Studies and Research from Governments and Universities 41Challenges in the Twenty-first Century 435 Salutogenesis: A New Model for Workplace Health 47A Pathogenic Orientation versus a Salutogenic Orientation 47The Ease to Dis-ease Continuum 49Salutogenesis in an Organizational Context 51Georg Bauer, MD, DrPH 55Part II6 Accelerating to Success: Where Some Get It Right and Others Get It Wrong 61Knowing What Successful Organizations Do 61Avoiding Common Mistakes 65Ron Goetzel 707 The Symbiotic Relationship of Workforce and Workplace Health 73Individual Health Factors 74Organizational Health Factors 77Putting It All Together 808 The Development Scale: Where Is Your Organization? 83Leadership 84Ownership 86Investment 86Approach 87Interventions 88Shows Up As: How Managers Think About Organizational Health 89Employer Perception of Employees 90Peter Cheese 929 A New Lens: Individual and Organizational Measures 95Unhealthy to Healthy: An Overview of the Journey 96The Crucial Steps to Becoming a Healthy Workplace 98Dave Ulrich 112Jeffrey Pfeffer 11510 From Unhealthy to Healthy: A Plan for Success 119Characteristics of Effective Change 119Core Considerations for a Healthy Plan 123Mapping the Terrain 130The Journey Continues 133Paul Litchfield 134Susie Ellis 13711 Healthy Interventions 139Moving from “Normal” to an Equity Lens 139Healthy Interventions Based on the Data 14712 Stories of Healthy Success 151Centiro, Sweden, Organizational Design 153Thames Water Company, United Kingdom, Workforce Analytics 156Deloitte, United States, Healthy Sponsorship 159Aviva, United Kingdom, Net Positive Work 162IIH Nordic, Denmark, Four-day Workweek 165Takeda, Switzerland, Responding to Presenting Needs 167Cohesive, the Netherlands, Healthy Manager Conversations 170P&G, Latin America, Incentivizing Healthy Behaviors 173SAP, Ireland, Neurodiversity 176RSPCA, United Kingdom, Trauma Support 178Concentrix, Global, Flexible Working 180Futurice, Finland, Healthy Clients 183SAS Institute, United States, Recruit Well-being 185Amêndoas do Brasil, Brazil, A Culture of Well-being 188Leek United Building Society, United Kingdom, Healthy Strategy 191ISS, Denmark, Diversity at Its Core 194PwC, Building a Very Personalized Learning Future 197Kingston Council, United Kingdom, Leading the Way 200Danske Bank, United Kingdom, Podcasting Health 203Dubai Police, United Arab Emirates, Physical Readiness 205Version 1, Europe, a Healthy Strategy 20713 A Deep Dive into the Science of Well-being 213Purpose 214Mental Resilience 216Connection 221Physical Health 226The Four Pillars and 21 Elements 228Dr. Els van der Helm 229Arnold Bakker 232International Well Building Institute 23514 A Healthy Conclusion 239A Different Approach 240The Pandemic: Heroes Take a Bow and Workers Deliver Again 241A Need for a Major Shift 243Board Members’ Roles and Responsibilities 245A Legacy in the Making 246Jim Loehr 248Notes 251Appendix: Assessment and Impact 257Acknowledgments 269About the Author 271Index 273