The Nature Conservancy

In response to their yearly all-staff survey results, the CEO and the Chief People Officer partnered to experiment with ways to improve well-being throughout the organization. 

Our initiative, the Well-being Learning Network, piloted a multi-track program to understand, educate, and evolve the current state of well-being at TNC. 

We structured an immersion research phase for listening to the community and synthesizing insights. We established a durable knowledge-share environment with an intranet resource library, office hours, and a speaker series. We added a design research track on “Return to Office/Future of Work”, delivering recommendations for an executive well-being strategy.

The centerpiece of this initiative was a community of practice cohort model for the cross-pollination of wisdom and experience across silos.

Through these interwoven opportunities, TNC staff were able to co-design new ways of working that improved effectiveness and reduced burnout. Through our interactive engagement, we were able to provide structural and philosophical recommendations to leadership. 

This process enabled executives, managers, and staff to transform their community, as well as improve business goals. 

Well-being investment has a broad positive impact on strategic priorities, staff attrition costs, recruiting and succession planning, employee health compensation expenses, as well as nurturing optimal mission outcomes through purpose-driven career management, intrapreneurship, and diversity of perspective.

COLLABORATORS

When we talk, remind me to tell you about…

• The Chain Reaction framework
• Designing Valuable Interactions
• Return to Office fallacy
• Micro-Cohort design
• Organizational biomimicry
• childreninscotland.org.uk/introducingwellbeing