The Business Case for Training Leaders as Wellbeing Ambassadors
Organisations worldwide are recognising that sustainable success depends not just on financial performance, but on the holistic wellbeing of their workforce. This shift has created a compelling case for training leaders to become Wellbeing Ambassadors, individuals who champion employee health and wellbeing as a core business strategy rather than merely a nice-to-have benefit.
The evidence is clear: investing in wellbeing training for leaders isn't just the right thing to do, it's one of the smartest business decisions an organisation can make. Recent research from leading consultancies demonstrates that when leaders are equipped with the skills and mindset to prioritise wellbeing, the returns are both substantial and measurable.
The £11.7 Trillion Opportunity
The scale of the opportunity before us is unprecedented. Research conducted by the McKinsey Health Institute in collaboration with the World Economic Forum reveals that enhanced employee health and wellbeing could generate up to £11.7 trillion in global economic value¹. To put this figure in perspective, this equates to approximately £880 to £2,800 per employee annually, representing between 17% and 55% of average annual pay.
What makes these figures particularly compelling for business leaders is where the value is created. The largest portion, between £1.6 trillion and £7.2 trillion, comes from enhanced productivity and reduced presenteeism¹. This represents 54% to 77% of the total opportunity, highlighting that the real value lies not in reducing sick days, but in helping employees perform at their best whilst at work.
For organisations, this means that training leaders to become Wellbeing Ambassadors isn't about managing costs, it's about unlocking human potential and driving performance. When leaders understand how to create psychologically safe environments, recognise signs of burnout, and proactively support their teams' wellbeing, they're directly contributing to their organisation's competitive advantage.
The Leadership Imperative: What Employees Really Want
Deloitte's 2024 Workplace Wellbeing research provides sobering insights into the current state of workplace wellbeing and the critical role of leadership². The findings reveal a workforce in crisis, with significant implications for any organisation serious about talent attraction and retention.
The research shows that more than eight out of ten executives believe that a stronger commitment to prioritising positive human impact would increase their company's ability to attract new talent (82%), appeal to customers and clients (81%), and improve profitability (81%)². This isn't wishful thinking, it reflects a fundamental shift in what employees expect from their employers.
Perhaps more telling is what happens when organisations fail to prioritise wellbeing. The research found that 59% of workers, 66% of managers, and 71% of the C-suite would seriously consider taking a job with another company that would better support their wellbeing². This represents a potential exodus of talent that no organisation can afford to ignore.
Conversely, when employees see their organisation genuinely committed to wellbeing, the benefits are substantial. Around seven out of ten workers say that increased commitment to wellbeing would lead to greater productivity and performance (70%), increased desire to stay with their company long-term (70%), and enhanced trust in leadership (69%)².
These findings underscore why training leaders to become Wellbeing Ambassadors is essential. It's not enough for senior executives to proclaim the importance of wellbeing, employees need to see and experience it through their direct managers and team leaders. This requires systematic training that equips leaders with both the understanding and practical skills to champion wellbeing in their day-to-day interactions.
Proven Returns: The ROI of Wellbeing Leadership
Whilst the global figures provide context, many organisations want to see concrete evidence of return on investment. Fortunately, the research provides compelling case studies that demonstrate the tangible benefits of wellbeing interventions led by trained champions.
One particularly striking example comes from sportswear company On, which implemented an employee health intervention across 2,500 employees. The programme provided access to self-care resources, coaching sessions, and wellbeing workshops, all supported by leaders trained to champion these initiatives¹. The results were remarkable:
£2.9 million annual return on an 11.6x ROI
£1.3 million in productivity gains from a 5% improvement in presenteeism-related productivity loss
£1.1 million savings from a 30% reduction in voluntary staff turnover
£0.5 million reduction in HR costs related to managing mental health cases
These figures demonstrate that when leaders are equipped to be Wellbeing Ambassadors, the impact extends far beyond employee satisfaction surveys. The research also reveals that companies with higher wellbeing scores consistently achieve greater valuations, higher profits, and superior returns on assets. A single point increase in employee happiness scores was associated with between £1.1 billion and £1.8 billion increase in annual profits¹.
The Wellbeing Ambassador Difference
What makes a Wellbeing Ambassador different from a traditional manager? The distinction lies in both mindset and skillset. Traditional management often focuses primarily on task completion and performance metrics. Wellbeing Ambassadors, whilst maintaining focus on results, understand that sustainable high performance comes through supporting the whole person.
A trained Wellbeing Ambassador possesses:
Enhanced Emotional Intelligence: The ability to recognise signs of stress, burnout, or disengagement before they become critical issues.
Practical Intervention Skills: Knowledge of how to have supportive conversations, when to refer to professional resources, and how to adjust workloads or expectations appropriately.
Systems Thinking: Understanding of how organisational policies, processes, and culture impact employee wellbeing, and the ability to advocate for systemic improvements.
Personal Wellbeing Modelling: Recognition that leaders' own wellbeing behaviours significantly influence their teams, and the commitment to maintain their own wellbeing as a leadership responsibility.
The research consistently shows that middle managers are particularly crucial to team health and wellbeing, serving as the vital link between senior leadership vision and employee experience¹. Investing in these individuals pays dividends: organisations with top-performing middle managers generate three to 21 times more in total shareholder returns¹.
Building the Business Case in Your Organisation
For organisations considering investment in Wellbeing Ambassador training, the evidence provides a robust foundation for the business case. However, the specific value will depend on your organisation's current state and challenges.
McKinsey's research suggests focusing on four key value drivers when calculating your potential return¹:
Employee Output: Improvements in productivity, reduced absenteeism, and decreased presenteeism
Talent Management: Enhanced attraction and retention, reduced recruitment costs
Healthcare Cost Savings: Reduced claims and improved prevention (particularly relevant for organisations with private healthcare provisions)
Investment Attractiveness: Enhanced ESG credentials and stakeholder appeal
The evidence suggests that the most effective approach involves systematic measurement and targeted interventions. Organisations should begin by understanding their baseline employee wellbeing status, then implement training programmes that equip leaders with evidence-based intervention skills.
The Path Forward
The research is unequivocal: organisations that invest in training their leaders to become Wellbeing Ambassadors will outperform those that don't. The question isn't whether to invest, but how quickly you can begin.
The Wellbeing Ambassador Programme offers a structured approach to developing these critical leadership capabilities. By combining evidence-based training with practical tools and ongoing support, the programme enables leaders to create thriving workplace cultures that drive both employee wellbeing and business performance.
In an era where talent is the ultimate competitive advantage, organisations that prioritise the wellbeing of their people, led by trained Wellbeing Ambassadors, will not only achieve superior financial results but will also contribute to creating a healthier, more sustainable future for work itself.
The investment case is clear. The tools are available. The question now is: when will your organisation begin training its leaders to become Wellbeing Ambassadors?
Bibliography
McKinsey Health Institute. (2025). Thriving workplaces: How employers can improve productivity and change lives. Retrieved from https://www.mckinsey.com/mhi/our-insights/thriving-workplaces-how-employers-can-improve-productivity-and-change-lives
Deloitte. (2024). The important role of leaders in advancing human sustainability: 2024 Workplace Well-being Research. Retrieved from https://www.deloitte.com/us/en/insights/topics/talent/workplace-well-being-research-2024.html