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Well-being is emerging to be the performance metric of the modern era, with leadership no longer able to posture to meet current and future paradigms of success without considering well-being, culturally and strategically.

Developing a business strategy that manages the polarities of well-being with commercial success is essential for organisations today. Corporate social and environmental responsibility need to be considered and fostered in parallel with the development and execution of corporate strategy.

Leaders need to understand what well-being is, internally within the organisation, but also in an external context relating to stakeholders. Societal expectations are shifting to new value systems, governments and community leaders have demanded the acknowledgement and adoption of well-being as a key performance indicator.

The expectation then for organisations and their leaders is to no longer operate in strictly commercial terms, the change in stakeholder sentiment has influenced the relationship dynamics of internal and external stakeholders.

The value proposition and value generation responsibilities of leaders have been transformed to focus with parallel priority on well-being to support their people and deliver on customer expectations and experiences.

How can leaders improve the well-being of their stakeholders?

Leaders who can embark on the journey of self-discovery can improve the well-being of their stakeholders. Leaders who can understand themselves and the polarity between self and the world can posture themselves to transform their thinking by elevating their consciousness to lead well-being value generation.

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