<p>Introduction: A Critical Moment xi</p> <p><b>Part I</b></p> <p><b>1 The Ultimate Driver of Organizational Performance 3</b></p> <p>Defining “Healthy Workplace” 4</p> <p>Knowing versus Doing 5</p> <p>Modeling the Healthy Way 7</p> <p>Demonstrating Care as Leaders 9</p> <p>Why Talk about Health Now? 11</p> <p><b>2 Why Work Isn’t Working 15</b></p> <p>Pandemic Overload and Other Extraordinary Demands 15</p> <p>The Horrible Micromanaging Boss 16</p> <p>No Room for Difference 17</p> <p>Ultimate Betrayals 18</p> <p>The Stress of the Daily Grind 19</p> <p>Social Pollution 21</p> <p><b>3 How Work Can Be the Solution 23</b></p> <p>Thinking About Work in Terms of Energy 24</p> <p>One of Our Biggest Health Decisions 24</p> <p>Finding a Role That Helps You Flourish 25</p> <p>Take the Expert Assessment Quiz 30</p> <p>Wilmar Schaufeli 32</p> <p><b>4 The Evolution of Workforce Health 35</b></p> <p>The Concept of “a Good and Virtuous Life” in Ancient Times 36</p> <p>Well-being Beginnings in Spain and Italy 36</p> <p>Developments in Great Britain during the Industrial Revolution 37</p> <p>Improvements in the Early Part of the Twentieth Century 40</p> <p>Changes in the United States after the World Wars 40</p> <p>Studies and Research from Governments and Universities 41</p> <p>Challenges in the Twenty-first Century 43</p> <p><b>5 Salutogenesis: A New Model for Workplace Health 47</b></p> <p>A Pathogenic Orientation versus a Salutogenic Orientation 47</p> <p>The Ease to Dis-ease Continuum 49</p> <p>Salutogenesis in an Organizational Context 51</p> <p>Georg Bauer, MD, DrPH 55</p> <p><b>Part II</b></p> <p><b>6 Accelerating to Success: Where Some Get It Right and Others Get It Wrong 61</b></p> <p>Knowing What Successful Organizations Do 61</p> <p>Avoiding Common Mistakes 65</p> <p>Ron Goetzel 70</p> <p><b>7 The Symbiotic Relationship of Workforce and Workplace Health 73</b></p> <p>Individual Health Factors 74</p> <p>Organizational Health Factors 77</p> <p>Putting It All Together 80</p> <p><b>8 The Development Scale: Where Is Your Organization? 83</b></p> <p>Leadership 84</p> <p>Ownership 86</p> <p>Investment 86</p> <p>Approach 87</p> <p>Interventions 88</p> <p>Shows Up As: How Managers Think About Organizational Health 89</p> <p>Employer Perception of Employees 90</p> <p>Peter Cheese 92</p> <p><b>9 A New Lens: Individual and Organizational Measures 95</b></p> <p>Unhealthy to Healthy: An Overview of the Journey 96</p> <p>The Crucial Steps to Becoming a Healthy Workplace 98</p> <p>Dave Ulrich 112</p> <p>Jeffrey Pfeffer 115</p> <p><b>10 From Unhealthy to Healthy: A Plan for Success 119</b></p> <p>Characteristics of Effective Change 119</p> <p>Core Considerations for a Healthy Plan 123</p> <p>Mapping the Terrain 130</p> <p>The Journey Continues 133</p> <p>Paul Litchfield 134</p> <p>Susie Ellis 137</p> <p><b>11 Healthy Interventions 139</b></p> <p>Moving from “Normal” to an Equity Lens 139</p> <p>Healthy Interventions Based on the Data 147</p> <p><b>12 Stories of Healthy Success 151</b></p> <p>Centiro, Sweden, Organizational Design 153</p> <p>Thames Water Company, United Kingdom, Workforce Analytics 156</p> <p>Deloitte, United States, Healthy Sponsorship 159</p> <p>Aviva, United Kingdom, Net Positive Work 162</p> <p>IIH Nordic, Denmark, Four-day Workweek 165</p> <p>Takeda, Switzerland, Responding to Presenting Needs 167</p> <p>Cohesive, the Netherlands, Healthy Manager Conversations 170</p> <p>P&G, Latin America, Incentivizing Healthy Behaviors 173</p> <p>SAP, Ireland, Neurodiversity 176</p> <p>RSPCA, United Kingdom, Trauma Support 178</p> <p>Concentrix, Global, Flexible Working 180</p> <p>Futurice, Finland, Healthy Clients 183</p> <p>SAS Institute, United States, Recruit Well-being 185</p> <p>Amêndoas do Brasil, Brazil, A Culture of Well-being 188</p> <p>Leek United Building Society, United Kingdom, Healthy Strategy 191</p> <p>ISS, Denmark, Diversity at Its Core 194</p> <p>PwC, Building a Very Personalized Learning Future 197</p> <p>Kingston Council, United Kingdom, Leading the Way 200</p> <p>Danske Bank, United Kingdom, Podcasting Health 203</p> <p>Dubai Police, United Arab Emirates, Physical Readiness 205</p> <p>Version 1, Europe, a Healthy Strategy 207</p> <p><b>13 A Deep Dive into the Science of Well-being 213</b></p> <p>Purpose 214</p> <p>Mental Resilience 216</p> <p>Connection 221</p> <p>Physical Health 226</p> <p>The Four Pillars and 21 Elements 228</p> <p>Dr. Els van der Helm 229</p> <p>Arnold Bakker 232</p> <p>International Well Building Institute 235</p> <p><b>14 A Healthy Conclusion 239</b></p> <p>A Different Approach 240</p> <p>The Pandemic: Heroes Take a Bow and Workers Deliver Again 241</p> <p>A Need for a Major Shift 243</p> <p>Board Members’ Roles and Responsibilities 245</p> <p>A Legacy in the Making 246</p> <p>Jim Loehr 248</p> <p>Notes 251</p> <p>Appendix: Assessment and Impact 257</p> <p>Acknowledgments 269</p> <p>About the Author 271</p> <p>Index 273</p>