Creating and Sustaining Wellness Cultures for Faculty, Staff, and Students to Thrive

Campus stakeholders at all levels—top leaders, employees, and students—have a crucial role in fostering a strong wellness culture and environment. This collaborative effort requires leadership that is invested in the health and well-being of their community and actively promotes and embodies healthy behaviors. Additionally, successful wellness programs should be both readily accessible and easy for participants to join. Clear communication regarding these programs and services is essential. Ultimately, a thriving wellness culture fosters a sense of care and belonging through which individuals feel valued and experience an overall improvement in well-being due to their connection to the campus.

Leadership is key to creating a culture of wellness. Campus staff and administrators must invest in the well-being of their campus community, and faculty need to promote wellness in their academic curriculum and courses. Investment in wellness is not a nicety; it is a necessity that yields a positive return on investment and value of investment.

One step that leaders can take is to gather data on the experiences of their campus community. Very few academic institutions in the United States collect annual perceived wellness culture data, yet this information is crucial for implementing effective interventions in the specific areas that need improvement. The Wellness Culture and Environment Support Scale is a valid and reliable resource for campuses from the National Consortium for Building Healthy Academic Communities (see healthyacademics.org)..

Campus stakeholders at all levels can support a culture of well-being by modeling healthy lifestyle behaviors and actively participating in wellness events. They can also share regular doses of “Vitamin G” (as in gratitude) with colleagues and members of the campus community to demonstrate their appreciation and convey that they matter.

Academic leaders should be empowered to take strong actions to support a culture of well-being. A key recommendation is to not only appoint a chief wellness officer at the executive level but then to ensure that they have the necessary resources to lead and foster a robust wellness culture across campus. Academic leaders can also incorporate well-being into the institution’s strategic plan. The plan should not just set goals; it should also establish a system for evaluation that will provide valuable data, in turn allowing leaders to follow an evidence-based quality improvement approach. It also should go beyond a singular program and instead offer diverse options for evidence-based wellness and mental health resiliency programs. Finally, addressing the stigma surrounding mental health is crucial.

Administrative and academic leaders and department heads have a critical role in nurturing a culture of well-being within their institutions. Staying informed about campus wellness resources and actively promoting their use among faculty, staff, and students is a foundational step. To build a supportive environment, leaders should facilitate open discussions about well-being during departmental meetings and create safe spaces in which everyone feels valued and heard.

A culture of trust and empathy is central to fostering well-being in academic settings. Leaders can demonstrate genuine care and understanding and inspire others to do the same, which fosters a collaborative and inclusive atmosphere. This encourages faculty and staff to embrace practices that support their own and their students’ well-being.

It’s important to design a work environment that enhances autonomy, encourages cross-functional collaboration, and promotes sustainable workloads. These elements not only improve the well-being of individuals but also contribute to a more productive and resilient academic community. By adopting these strategies, higher education professionals can create a thriving culture of well-being that benefits everyone at the institution.