The work of leading the professional well-being efforts within an organization is critically important. Different structures for that leadership may make the most sense depending on the type and size of your organization, but a few key functions must occur:

  1. Measurement of population well-being and drivers
  2. Communicating that information with key stakeholders
  3. Advocating for how that information should be acted upon.

Let’s take a moment and discuss each of these before going into different possible structures.


It is important to know how your population is doing and what issues are impacting them. Depending on your organization, it may make sense to have a separate well-being measure for your workforce or you may be able to include measures of well-being as part of a separate initiative.


Bringing together these data in a report or dashboard helps to tell a story about the state of professional well-being within an organization. This can be easier said than done, but can start with already available data such as turnover and recruitment. The dashboard should eventually include all relevant leading and lagging measures, including measures of worker well-being.

Advocacy for Improvement

Leaders must also advocate for changes within the organization including additional personal support resources and operational improvements that impact the clinical workforce. Leaders should be connected to national best practices for organizations interested in a healthy workforce and are able to explain how those best practices can be implemented within their organization.