The starting point
The request was to run a wellbeing activity because the team looked overloaded and demotivated. The client's initial hypothesis: people lacked recovery and needed to "hear about balance".
What the diagnostic showed
Surveys and workload analysis revealed the key problem was not personal habits but constant urgency, blurred priorities and a sense of losing control over one's own schedule. A talk about sleep would not change that.
What we did
- Ran a wellbeing diagnostic and team survey in an anonymised format.
- Analysed factors of overload, urgency and loss of control.
- Prepared a practical plan with changes to prioritisation, communication and management practices.
- Advised managers on supporting the team without shifting all responsibility onto the employees.
An important boundary
The service is not clinical diagnosis or therapy. Individual answers stayed confidential — leadership received aggregated conclusions, not personal data.
What the client gained
A clear picture of the real causes of overload and a concrete plan to change work practices — instead of a one-off activity that would not have touched the actual problem.