Small Steps, Big Impact: Everyday Actions That Boost Employee Well-being
By: SALLY RIPLEY, SENIOR ADVISOR, PEOPLE & CULTURE
The world feels heavy right now. People are stretched thin—mentally, emotionally, and physically. In my conversations across workplaces, from senior leaders to frontline teams, the same themes keep coming up: sleepless nights, distracted thoughts, low energy, and the challenge of staying engaged. And while that can be daunting, it also creates a powerful opportunity to talk more openly about wellness at work.
Well-being has always been a personal value of mine. With my background in social work, my career as an HR professional, and my extracurricular activity as a fitness instructor, I believe deeply in the importance of balance. But more than that, I believe in leading workplaces where people are supported to be well, where wellness isn’t a buzzword, but a priority.
Wellness at work is good for your team and your municipality as a whole. It isn’t fluff. It’s foundational and strategic. And looking after your people pays off through retention, engagement, and performance.
Shift in the Conversation
What has been striking lately is the shift I’ve seen in who’s initiating these conversations. Not long ago, a group of senior leaders I support asked me to deliver a session focused on “Managing Stress and Challenging Times as Leaders.” That openness and the honesty of the conversation that followed had a notable impact. One leader shared they were experiencing all the signs of stress listed on one of the slides, sparking a meaningful and comfortable conversation about how these leaders were feeling at work and what they were seeing in their teams. This is the kind of open environment we want to encourage in our workplaces.
Wellness isn’t just a personal issue–it’s a leadership issue. The more we make space for people to share and connect, the more we can foster healthy, productive, and resilient cultures.
The Weight of the World—and What Leaders Can Do
Many leaders I work with want to know what to look for in their teams. Specifically, they want to know what the warning signs are that someone’s not okay.
Sometimes it’s clear, especially when there’s uncharacteristic performance or behaviour issues, such as missed deadlines, sloppy work, or increased irritability. Other times, it’s more subtle and quieter: a general feeling that someone is disengaging, withdrawing from meetings, or losing their confidence and second-guessing themselves.
Leaders shouldn’t try to be therapists, but they do need to be observant, open, and willing to act. Simply checking in and asking, “How are you really doing?” can go a long way towards making that person feel seen and opening up the conversation to helping them feel better.
Of course, if you ask, you must be prepared to hear the answer. Not every leader is comfortable with that. Sometimes the reluctance is about not knowing what to do next. That’s where supports like Human Resources, Employee Assistance Programs, or even a good peer network can help. You don’t have to have all the answers—but you do need to pay attention to how your team is doing.
Psychological Safety: The Soft Stuff That’s Strategic
Beyond creating an environment where there is ongoing support for mental well-being, promoting psychological safety through encouraging your team to have the freedom to speak up, share ideas and admit mistakes is essential. When people feel safe, respected, and supported, they’re more likely to be engaged and productive. And when they don’t? The consequences ripple out into workplace morale, performance, and even turnover.
I always say: “Your staff are your most important asset. Nothing else happens without them.” I encourage leaders to ask their teams for input and feedback and to promote autonomy in how work is carried out. Leaders must pay attention to workloads and expectations to reduce stress on employees and prevent burnout. Prioritizing psychological safety also means promoting civility and respect through ensuring the proper policies and practices, such as Respectful Workplace policies, are in place. When the day-to-day experience of work is grounded in respect and trust, wellness becomes part of the culture — not an add-on.
Build Wellness into the Workday
Promoting wellness means making space for it in everyday work. That might mean encouraging people to take real lunch breaks, get outside, or swap doomscrolling for crosswords (Wordle fans, I see you!). It might mean offering flexibility, like four-day work weeks or remote options. And it certainly means investing in ergonomic workspaces, manageable workloads, and tools people need to perform.
Some employers go even further. I’ve seen some workplaces subsidize healthy meals, host wellness workshops, or promote mental health supports. It can be encouraging space for mental clarity and balance through access to quiet workspaces, shared walks during check-ins or dedicated “no-meeting” spaces in the workweek to allow for more creativity. Promoting the freedom to “disconnect” from the workplace after hours is also a way to signal that your municipality is committed to the wellness of its team. While Ontario is the only province to have this as a legislated right, it is certainly something that other provinces are considering. This and other initiatives are not merely perks – its about creating a culture where people feel cared for.
Final Thoughts: This Work Matters
The biggest misconception I still hear? That this work is “soft.” The truth is, the soft stuff is the hard stuff. It’s also the stuff that matters most.
If you’re a leader feeling unsure about how to start, you don’t need to have all the answers. But you do need to care—and to take that first step. And if you need support along the way, you don’t have to do it alone. There are many HR resources available to assist you in boosting wellness in your municipality.