Mental wellbeing is a smart investment

A higher level of mental well-being strengthens people’s resilience and makes them less vulnerable to burnout.

The real question is: how do you make this work in practice?

You sense that mental wellbeing deserves attention within your organisation, not only to prevent burnout, but to sustainably strenghten your organisation for the long-term.

You don’t want to get stuck in one-off initiatives or isolated workshops with little impact. You’re looking for something that fits, is truly supported, and creates lasting change.

My approach

At AUWA Limitless, we don’t see mental well-being as a standalone project or a quick fix.

Real change emerges through dialogue, by listening and by making choices that correspond with the lived reality of the organisation.

I work with organisations that are willing to look beyond policies or good intentions alone.

Not imposed from the top down, but built from within, with respect for the people who carry the work.

What’s included in each two-month block

1. Substantive intervention

Each two-month block includes at least one full day of intervention. This can be delivered as one continuous day or divided across multiple days, depending on the audience, group size and focus.

The content and format are each time tailored to what is most helpful at that moment, whether the focus is on teams, managers or the organisation as a whole.

2. Presence and conversations within the organisation

Within each two-month block, I am present on site for three full days. During these days, I move through the organisation and engage in spontaneous, informal conversations with people across teams and levels.

These conversations are not planned or structured. They create space for people to speak openly about how they experience their work, where pressure is felt and what supports them. Individual input remains anonymous; recurring themes and signals are captured and fed back where relevant.

3. Working with a core team

Each two-month block includes two meetings with a core team, one before and one after the intervention. This core team is intentionally composed of people from different levels, roles, seniority and age groups within the organisation.

These sessions create space to reflect on what is happening in the organisation, what has become visible through the interventions and where, from the perspective of employees, the next focus should lie. Together, we evaluate what is emerging and determine what is needed next.

4. Reflection with leadership

Each two-month block includes two reflection moments with the executive team. These conversations are intended to share what I see and hear, which signals require attention, and to decide whether and where adjustments are needed.

These are not reports, but honest conversations that help ensure we stay on course.

5. Feedback and interpretation

After each block, a concise feedback summary is provided, outlining the key themes, tensions and points of attention.

No names, no quotes, clear insight into where we stand.

Why this works

Change around mental wellbeing, especially in the context of burnout prevention, cannot be forced and never fits into a single fixed model. What is needed and what an organisation wants to achieve differs from one context to another and is closely tied to organisational culture.

We therefore work with interventions that connect to what is actually happening. Sometimes within teams, sometimes with managers or leadership, sometimes organisation-wide. Not everything at once, but always aligned with what will have the greatest impact in that specific context.

By combining interventions with presence within the organisation, reflection with a core team and conversations with leadership, coherence is built. What becomes visible in conversations gains depth in sessions and provides direction for the next steps.

This creates an approach that moves with the organisation and continues to have an effect even after my work has ended.