Healthy Mind: Investment, Prevention, or Requirement?

Taking care of ourselves is no longer optional: it is the foundation for living, working, and leading with meaning.

The way we understand well-being has changed profoundly. It is no longer limited to physical care or legal prevention. Today, we know, with data in hand, that mental and emotional well-being is a determining factor for sustainable performance, decision-making, and organizational health.

According to the WHO, every dollar invested in mental health generates a fourfold return in productivity. Deloitte adds that employees with low mental well-being are twice as likely to be absent and 50% more likely to change jobs. And the World Economic Forum places resilience and emotional self-regulation among the key competencies for 2025, along with creativity and critical thinking.

This requires a new way of viewing well-being: as a skill that is trained, measured, and sustained over time. Tools such as emotional pulse surveys, climate indicators, and tracking technologies allow us to adjust dynamics, habits, and environments more precisely.

But the most important thing isn't the tools, but the approach: well-being can't be limited to one-off actions or isolated initiatives. It must be embedded in the culture, reflected in leadership, and present in the way we work and interact.

There is no solid leadership without well-being. Leading in complex times requires people of integrity, connected to themselves and others. Because only from this inner balance can we make clear decisions, sustain teams with humanity, and move forward with purpose.

Therefore, well-being is not an extra. It's a strategic competency and a shared responsibility at all levels of the organization.