Creating a Culture of Wellbeing

When we hear the term “Workplace Wellbeing,” many of us immediately think about personal health, stress management, or self-care. While these individual wellness strategies are valuable, focusing on them exclusively can risk missing a crucial point, namely, that our wellbeing is also deeply social. In this article, I will draw upon two philosophers to examine how our social nature shapes our experiences at work, and how honouring this interconnectedness allows us to foster a more meaningful and sustainable culture of wellbeing. We will see that a sense of belonging and mutual responsibility is essential for meaningful, and lasting wellbeing. To illustrate these ideas in practice, we’ll also explore how the Phoenix Cups framework embodies these principles. By using this approach, individuals and organisations can create supportive environments where everyone can flourish, transforming the workplace into a space that benefits everyone. 

We are political beings.

The first philosopher I want to introduce you to is Aristotle (384–322 BCE). He was an ancient Greek thinker whose work covered just about everything, from logic and biology to ethics and politics. A student of Plato, Aristotle wrote extensively on the nature of reality, knowledge, and what he called eudaimonia (human flourishing). One of his core insights is that we’re inherently social, which makes his ideas really useful for understanding wellbeing in any group setting, especially in today’s workplaces.  

Idea 1. Innately Social Creatures 

Aristotle believed that we are “political beings.” Now, this doesn’t mean we’re all destined for party politics. Rather, he meant that we naturally form communities (polis). Unlike earlier thinkers who saw society as just a “human invention,” Aristotle argued it’s our natural state. Put simply, wherever humans go, we end up creating social norms and structures. For him, this focus on connection is the foundation of our wellbeing, because it acknowledges our deep-seated need for collaboration and belonging. 

Idea 2. Flourishing in Community 

Aristotle’s idea is that ultimately what is good for the hive is good for the bee. This captures his belief that collective wellbeing boosts individual wellbeing. He used the term eudaimonia to describe a state of true fulfillment or flourishing. According to Aristotle, we achieve this most effectively in a social environment. When we share knowledge, learn from each other, and offer support, we grow what he called “virtues”. These are traits like courage, generosity, and wisdom. These virtues aren’t just personal strengths, they’re cultivated through our interactions with others, benefiting both individuals and the broader community. 

Idea 3. Shared Purpose 

Aristotle also believed that a thriving community has a clear, shared purpose. When a society (or any group) is guided by common values, laws, and responsibilities that align with individual goals, people find a deeper sense of meaning and belonging. If we bring this concept into modern workplaces, it suggests the importance of clear mission statements, transparent processes, and collaborative goal-setting. All of these create a unifying framework that keeps everyone moving toward the same big-picture vision. 

Idea 4. Moral Development 

Aristotle believes we don’t just exist among others, we’re shaped by them, too. Therefore, virtues like justice, prudence, and courage are enhanced in relation to other people. By observing and engaging with peers, we refine our moral compass and develop a sense of responsibility. This shared journey toward moral growth means that our personal character is influenced by the character of those around us. In Aristotle’s view, it’s only through living alongside others, seeing their actions, values, and habits, that we can truly cultivate these virtues. It’s a gradual process that involves practicing empathy, critical thinking, and self-reflection in our everyday interactions. 

In the workplace we can learn from each other through open discussions about ethical concerns, or by modelling supportive behaviour. A team that actively encourages honesty, respect, and accountability is more likely to foster individuals who themselves grow to be honest, respectful, and accountable. Over time, this shapes an organisational culture that genuinely values moral development. 

Idea 5. Mutual Dependence 

From Aristotle’s perspective, no one can truly stand alone. Our survival and growth hinge on the support of the community around us. This idea goes beyond physical needs like food and shelter. Aristotle recognised that humans also rely on each other for emotional support, shared wisdom, and social engagement. Our sense of purpose and identity is closely tied to the communities we’re part of, including family, friends, and professional networks. By leaning on each other’s strengths, we not only accomplish more but also experience a deeper sense of connection and belonging. 

In a modern workplace, that might look like recognising how different departments, teams, and roles rely on each other to get things done. Strong relationships and open communication don’t just improve efficiency, they help create a culture where people genuinely look out for one another. A company where team members can ask for help, share insights, and celebrate successes together is far more resilient and adaptable in the face of challenges. 

The Workplace as a Micro-Community 

If you think about it, your workplace is like a mini-society. It has its own culture, rules, and structures. By applying Aristotle’s perspective, we can see that fostering collaboration, emphasising shared goals, and supporting moral development are crucial for creating a culture of wellbeing. In other words, the workplace isn’t just a place you clock into. It is a social ecosystem where your interactions, the values you uphold, and the sense of mutual responsibility all contribute to a collective identity. When teams work together under common goals, celebrate each other’s achievements, and engage in open dialogue about ethical dilemmas or innovative ideas, they’re creating a supportive environment, and one that elevates both individual performance and overall community health. Over time, this not only drives productivity but also fosters a sense of belonging that benefits everyone involved. 

Being-in-the-World.

The second philosopher I want to introduce is Martin Heidegger (1889–1976), a German thinker whose ideas fundamentally changed how we understand human existence. While Aristotle underlines our social nature by showing how we form societies, Heidegger goes further, arguing that we’re never truly separate to begin with. From his perspective, we exist within a tapestry of relationships, history, and cultural contexts right from the start. This is a condition he calls being-in-the-world. 

Idea 1 - Being-in-the-world 

Heidegger’s concept of being-in-the-world means we’re not just detached observers navigating a world full of objects. Instead, we’re deeply intertwined with our surroundings, so much so that “we are a ‘we’ before we are an ‘I.’” In other words, your sense of self is shaped by your family, culture, historical moment, and physical environment. You’re part of the world, not separate from it. It’s a big shift from the idea that we stand apart from the world, looking in. For Heidegger, our identities and choices are wrapped up in everything from our relationships, to our social and historical contexts. This viewpoint encourages us to see ourselves as participants rather than mere spectators. 

Seeing your workplace as part of your being-in-the-world means recognising that every aspect of your work environment, such as roles, tasks, and even the building itself, shapes how you think and act. When organisations acknowledge this interconnectedness, they can design policies, team structures, and workspaces that genuinely support wellbeing. Instead of treating employees like isolated individuals, they can embrace the fact that each person is deeply influenced by, and also contributes to, the whole. 

Idea 2 - Care  

Another core idea in Heidegger’s philosophy is care. For Heidegger, care is a fundamental state of concern and involvement that underpins all our actions and relationships. In other words, whether you’re aware of it or not, you care about how you spend your time, the people in your life, and the projects you undertake. It’s part of being a human who’s always invested in something, including our careers, our loved ones, or our personal growth. This approach highlights that we’re never neutral bystanders in our own lives. Our sense of care influences our emotions, our priorities, and how we handle challenges. It’s what keeps us engaged and connected, even with mundane tasks or day-to-day routines. 

When people feel genuinely cared-for, meaning  they’re part of the workplace care-structure, and that their wellbeing and growth truly matter, they’re more engaged, creative, and resilient. Organisations can foster this by recognising each person as integral to the broader community or “bigger picture,” encouraging open communication, and acknowledging employees’ individual circumstances. This helps create an environment where everyone feels valued, supported, and inspired to put forth their best work. 

Idea 3 - Authenticity  

Heidegger also places a big emphasis on authenticity. Rather than merely conforming to what “everyone else” is doing, authenticity involves recognising that you have the freedom to choose your own way of being-in-the-world. However, although we are free to choose our way, because we are in-the-world-with-others, we are also responsible for those choices. Therefore, it’s also about taking responsibility for your existence instead of passively following norms, routines, or expectations. This means engaging with your life and its possibilities in a deliberate, self-aware way, even when it feels uncomfortable or goes against the grain. 

Achieving authenticity isn’t about rebelling against society. It is more about self-awareness and honesty. It’s realising that while we’re influenced by our world, we still have a choice in how we respond. For Heidegger, this willingness to engage deeply and deliberately with our lives is a key part of what makes us human. 

Bringing authenticity to work means creating an environment where people can be ‘themselves’, share ideas freely, question assumptions, and align their work with their values. That could look like employees open to utilising their strengths, or open forums where fresh perspectives are encouraged. When individuals feel safe to be authentic, the entire organisation can benefit from greater innovation, collaboration, and a stronger sense of purpose. 

The Workplace as a Shared Existence 

If you think about it, your workplace isn’t just an assembly of separate individuals. It is a shared existence. It has its own rhythms, norms, and challenges that shape everyone involved. By applying Heidegger’s perspective, organisations can recognise that employees are fully in-the-world together, caring about what they do and how they do it, and bearing responsibility for their choices. This interconnected view emphasises that workplace wellbeing is co-created with each person’s sense of purpose, care, and authenticity contributing to the collective environment. 

Over time, nurturing these elements (being-in-the-world, care, and authenticity) creates a culture where people aren’t just clocking in and out, but actively participating in an environment of mutual respect and shared responsibility. When teams understand that their everyday tasks and interactions shape the collective experience, they’re more likely to collaborate, innovate, and look out for one another. Ultimately, this sense of shared existence not only drives better outcomes for the organisation, but also fosters a deeper feeling of belonging and fulfillment for everyone involved. 

 Bringing It All Together 

By exploring Aristotle’s emphasis on our social nature and moral development, and Heidegger’s focus on being-in-the-world, care, and authenticity, we’ve seen that workplace wellbeing is as much about how we connect and engage with each other, as it is about individual self-care. Whether we’re talking about virtues and shared purpose (Aristotle), or a deeper recognition of our interwoven existence and sense of responsibility (Heidegger), both philosophers remind us that humans thrive when supported by genuine, meaningful relationships. 

The workplace is not just a space where we complete tasks, it’s a micro-community and a shared existence, one where our collective attitudes, structures, and values profoundly influence individual and team wellbeing. When an organisation intentionally cultivates these insights, it can nurture a more resilient, collaborative, and empathetic culture. And that’s where the Phoenix Cups framework comes in. It offers a practical way to apply these philosophical insights, helping individuals and organisations create environments where everyone feels cared for, connected, and capable of authentic growth. 

In the next section, we’ll see how the Phoenix Cups takes these ideas, and translates them into everyday practices that truly transform the workplace into a community where everyone can flourish. 

The Phoenix Cups framework 

If you’re new to the Phoenix Cups, think of it as a simple yet powerful way to understand human needs and motivations. We refer to these human needs as Cups. Each “Cup” represents a basic human life need that needs to be “filled” for us to feel balanced, engaged, and fulfilled. These Cups include the Safety Cup, the Connection Cup, the Freedom Cup, the Mastery Cup, and the Fun Cup. The difference, however, is that although we all have the size five needs (same five Cups), we all have different sized needs. Or as we would say, different sized Cups. Furthermore, every behaviour we choose is to fill a Cup. 

When a person has full Cups, they feel good and have a strong sense of wellbeing and fulfilment. When their Cups are emptying, however, a person feels unease and is driven to choose behaviours that will fill their Cups. 

 The Phoenix Cups and Creating a Culture of Wellbeing  

The Phoenix Cups framework ties neatly into Aristotle’s ideas about human flourishing in a community, and Heidegger’s emphasis on care and our shared existence. In essence, the Phoenix Cups provide a practical lens for seeing how deeply connected we are to one another, and how our individual wellbeing is woven into the fabric of the workplace. 

By using the Phoenix Cups as a guide, organisations can see their employees as whole beings who are connected. Addressing these Cups helps cultivate a culture where employees feel safe, supported, and motivated. In turn, a workplace is created where belonging and individual responsibility naturally flourish. 

Below are some practical steps we can take to ensure everyone needs are met, so that we can create a culture of wellbeing.  

Practical Steps  

​1. Identify Your Teams Cups 

Begin with an open dialogue about the different Cups and how they might resonate with each person on your team. The Phoenix Cups website offers a short quiz to help individuals discover their own Cup profiles, highlighting which Cups are largest, and which are smallest. In a staff meeting, consider having everyone share their findings. This not only increases self-awareness but also helps team members understand each other’s perspectives and priorities.  

​2. Create Individual Cup Filling Plans  

Encourage each person to reflect on which Cup(s) require extra attention and why. Rather than prescribing one-size-fits-all solutions, invite team members to propose their own ideas for how they can keep these needs front-of-mind. The goal is to help individuals feel empowered to fill their Cups in ways that are personally meaningful. 

​3. Create Cup Filling Plans for the Workplace  

Look beyond individual needs and consider the team as a whole. Are there common Cups that many people have identified as being empty? Brainstorm collective approaches or activities that could address these shared challenges. The aim is to integrate Cup-filling into the broader workplace culture. Through collaboration with the team, try and find ways in which the workplace can meet each need (fill each Cup). Essentially, we need to promote a Cup filling environment, where all our needs are met.  

​4. Illustrate How Different Cups Profiles Bring Different Strengths to the Team 

Remind everyone that variety is a source of strength. A team comprised of diverse Cup profiles can offer a more balanced approach to problem-solving, creativity, and support. Some individuals may excel at forging connections, others may bring structure and security. Highlight how these differences complement each other, fostering an environment of mutual respect and collective growth. Each Cup brings different strengths to the team.  

​5. Align Cups with Broader Goals 

Remember that the Phoenix Cups framework doesn’t exist in a vacuum. Look for ways to connect Cup-filling practices to your organisation’s mission and values. By weaving Cup awareness into your organisational DNA, you make it easier for everyone to see the bigger picture and rally around shared objectives. 

​6. Regular Check-Ins 

Plan periodic “Cup Check” meetings where team members can comfortably discuss what’s working, what’s not, and which Cups might be running low. These sessions are less about formal reporting and more about open dialogue. What small changes have helped? Where do we see growth? Where do we see room for improvement? By normalising these conversations, you create a culture of continuous reflection and shared accountability. 

​7. Celebrate Small Wins 

Finally, remember to acknowledge and celebrate progress, however minor it may seem. When a team member finds a way to keep their “Connection” Cup from running dry, or a project successfully meets someone’s need for “Mastery,” share it with the group. These small victories highlight how filling a single Cup can generate positive ripple effects for the entire team, reinforcing the notion that everyone’s wellbeing is intertwined and worth nurturing. By consistently revisiting these steps, you create a dynamic workplace environment. 

Conclusion  

The Phoenix Cups framework offers a clear, actionable approach to nurturing a culture of wellbeing. Tying these ideas back to Aristotle and Heidegger, we see that it’s not just about individual strategies like stress management or self-care. It’s about recognising our inherently social nature, caring for each other, and embracing authenticity in how we collaborate. 

By filling our Cups, and embracing a Cup filling environment, organisations set the stage for a community where individuals feel truly supported and valued. In turn, employees can bring their best selves to work, fostering innovation, collaboration, and a genuine sense of purpose. Over time, this collective attention to wellbeing transforms the workplace into a thriving, dynamic community, one that benefits both individuals and the organisation as a whole.