Leader-driven corporate wellness emphasizes the pivotal role leaders play in fostering a culture of health and well-being within the workplace. When leaders actively champion wellness initiatives, they set the tone for the organization, signaling that employee well-being is a priority. This proactive leadership not only enhances morale and engagement but also strengthens organizational performance and resilience.
In this exciting interview, Corporate Wellness Magazine sits with Sanita Pukite as she shares deep insights into leadership-driven corporate wellness and how transforming the mindset of leaders can shift the paradigm of wellness in the workplace. Sanita has more than two decades of Leadership experience across several industries, and is currently Founder, CEO, and Lead Executive Leadership Coach for Across & Beyond Leadership Consulting.
How important is well-being to you personally?
Well-being is at the core of everything I do, both personally and professionally. It’s not just about maintaining physical health—it’s about emotional resilience, mental clarity, and overall fulfillment, not to mention the critical importance of close human connection and social networks to support us through navigating life’s ups and downs. I’ve experienced how prioritizing well-being can transform how I lead, perform, and connect with others. It’s the foundation for thriving in both life and work, which is why I advocate for well-being as an integral part of leadership and corporate culture.
What change have you noticed over the last year with corporate wellness?
Over the last year, I’ve noticed a significant shift in how organizations view wellness. It has evolved from being a “nice-to-have” to an essential component of organizational strategy. The focus has expanded beyond just physical health programs to include emotional and mental well-being. With the rise of hybrid work models, there’s been a strong emphasis on creating flexible, supportive environments that prioritize psychological safety, connection, and engagement. I see more companies embracing “holistic wellness”, recognizing that employee well-being directly impacts productivity and overall business success.
Where do you see the industry headed?
I see corporate wellness continuing to evolve towards a more “human-centered approach”. The industry is shifting from traditional wellness programs to integrated well-being strategies focusing on resilience, mental health, emotional intelligence, and fostering genuine team connections. With increasing global uncertainty and rapid changes in work environments, wellness will also become a key driver of organizational agility and leadership development. Soon, I expect well-being to be embedded into leadership training and organizational design, focusing on thriving through uncertainty and supporting employee well-being as a long-term strategy.
I believe that we will see a greater shift from one-off events and solutions towards a holistic approach that will lay the foundation for how employee wellness is being done. We have more and more data to support the direct relationship between employee productivity and the impact of business “bottom line” when employees feel like they belong, are engaged, and feel genuine appreciation from the leadership teams.
What are the most important focus areas for you in corporate wellness for the upcoming year?
The key focus areas for me in corporate wellness next year are centered on upskilling leadership teams with a well-being-first mindset. This means helping leaders understand the crucial connection between their leadership style, team engagement, and productivity levels. When leaders enhance their emotional intelligence and resilience while embedding well-being into their leadership approach, teams move from simply surviving to thriving. This shift also results in reduced employee turnover and an overall healthier organizational culture.
Research shows that over 70% of employees are disengaged, negatively affecting not only their well-being but also the organization’s bottom line. However, when human-centered leadership is integrated into an organization’s framework, everything changes. Companies see 23% higher profitability and 17% greater employee engagement when well-being is prioritized in leadership practices.
(Source: Gallup, State of the Global Workplace 2022 Report; The Relationship Between Engagement at Work and Organizational Outcomes: 2020 Q12® Meta-Analysis.)
I believe emotional resilience will be essential for both leaders and employees to navigate the ongoing challenges and uncertainties in the workplace. Another critical focus is fostering well-being-centric leadership, where leaders not only drive performance but also prioritize the health and happiness of their teams. Finally, I aim to raise awareness of the importance of mental health support systems in organizations—encouraging open dialogue about well-being and providing resources for ongoing support.
If you could give our readers one piece of advice regarding wellness programs, what would it be?
My advice would be to focus on authentic engagement and ensure that wellness programs are not just tick-box exercises. It’s critical to create wellness initiatives that resonate with employees' actual needs and are accessible to everyone, regardless of their work environment. Programs that are flexible, inclusive, and that empower employees to take ownership of their well-being will have a far greater impact. Ultimately, wellness is about fostering an organizational culture where people feel supported, connected, and encouraged to prioritize their health.
Why did you go through the CCWS program?
I pursued the CCWS program because I wanted to deepen my understanding of the strategic implementation of wellness programs in corporate settings. As someone deeply invested in leadership development and well-being, I saw this as an opportunity to align my passion with best practices in corporate wellness. The program provided valuable insights into how organizations can structure their wellness initiatives to create lasting impact for employees and the company as a whole.
What was the most valuable takeaway of the CCWS program for you?
The most valuable takeaway from the CCWS program for me was understanding the critical link between wellness and organizational performance. It highlighted how employee well-being directly impacts everything from productivity to retention, and how strategic wellness initiatives can drive long-term success. The program also reinforced the importance of integrating wellness into the culture, making it a sustainable part of the organization’s DNA rather than just a standalone program.
