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Constant disruption and accelerated change create significant stress on employees at all levels of an organization. The human brain and body are not designed to handle the pace and volatility of today's markets. This constant "fight or flight" response has real impacts on mental and physical health over time if not properly addressed.

As experienced change consultants, we have seen how neglecting workforce wellbeing during periods of uncertainty leads to decreased engagement, innovation, and overall performance. Employees who feel overwhelmed and unsupported will not be able to perform at their best.

However, organizations that make workforce wellbeing value a priority can build resilience and adaptability in the face of disruption. By providing resources for physical and mental health, encouraging social connections, aligning work to purpose, and giving employees a voice, companies empower their people to thrive amid uncertainty.

When you invest in workforce wellbeing value, employees feel valued and cared for. This leads to stronger loyalty, better retention, and a willingness to go the extra mile for the organization. Highly engaged, healthy employees directly contribute to a company's ability to quickly sense changes in the market and respond effectively.

In our experience, the most successful companies in volatile markets are those that recognize their people are their most important asset. Making workforce wellbeing a core value signals to employees that the company cares about more than just profits. It's about creating a nurturing culture where everyone can bring their best selves to work.

Leaders who embody compassion and invest in supporting their people will build an adaptive, resilient workforce able to constantly evolve. By caring for your employees as humans first, you empower them to care for your customers and drive innovation, ultimately fueling sustainable growth. Workforce wellbeing value is not just a "nice to have"—it's a competitive advantage in turbulent times.

For more detailed information about them, check Enterprise Agility Fundamentals, Chapter 8.