See the GLWS^® in action

How others are doing this well

The best way to understand what GLWS makes possible is to see it at work. Here are some organisations putting leadership wellbeing into practice – what they set out to do, how they approached it, and the difference it’s made for their leaders, teams and results. Read on to learn what’s worked for them, and what might work for you.

Heathrow's path to healthy, high-performing leaders

Heathrow, one of the world’s most important and busiest international hubs, recognised growing pressure on its senior leaders and moved decisively to make wellbeing a core part of its leadership and safety culture.

Partnering with us via “GLWS@Heathrow” the organisation introduced a personalised, evidence based approach designed to strengthen leader resilience and build a culture where wellbeing is openly prioritised.

Over the rollout, key highlights included:

Deep individual insight, with senior leaders completing the GLWS survey and receiving confidential, face to face debriefs that translated wellbeing data into practical, personalised actions.
Executive level role modelling, with full ELT participation driving credibility, momentum and a standout 98% engagement rate among senior leaders.
A scalable internal model, as Heathrow invested in internal GLWS accreditation to embed capability, ensure sustainability and align leadership practices with its wellbeing and safety priorities.
A cultural ripple effect, as leaders took greater permission to reflect, recalibrate and have more authentic conversations about wellbeing across the business.

Impact at a glance:

98% participation across senior leaders
Rising demand for proactive annual wellbeing “check?ins”
Leaders reporting clearer insight, greater confidence and meaningful behavioural shifts
Programme scaling to more than 1000 leaders as part of Heathrow’s long-term strategy

“GLWS has given our leaders the insight, the language and the confidence to prioritise wellbeing in a meaningful way. It’s a catalyst for the cultural change we need to sustain healthy, high performing leadership.”

Deb McEwen, Health & Wellbeing Strategic Programme Manager, Heathrow Airport

Australia Post leading the way
in wellbeing leadership

Australia Post was the first large employer to partner with us to proactively measure and improve senior leaders’ wellbeing, setting a new benchmark for progressive corporate wellbeing leadership. Together, we integrated the GLWS into their flagship executive leadership development and coaching program, enabling fast, reliable insights and personalised action plans without relying on any one-size-fits-all solution.

This approach cascaded across the business over multiple years, building capability and creating the conditions for maximum impact and lasting change.

“GLWS quickly shifts leaders’ focus to actions that improve overall wellbeing—such a positive and empowering tool.”

Lauren Jauncey, Former Head of Diversity & Inclusion

“I would highly recommend GLWS for a team or for individual leaders seeking to improve wellbeing, productivity and performance. Personally, GLWS has helped me become a happier person and more effective leader. As a team, we’re more positive, resourceful, and accountable for our wellbeing.” 

Andrea Pearman, Former GM Marketing & Community

Driving individual wellbeing for collective
impact at Mallesons

As a founding partner of the Corporate Mental Health Alliance Australia (CMHAA), Mallesons has played a leading role in elevating the importance of creating mentally healthy workplaces within the legal sector.

An early adopter of GLWS and committed to integrating wellbeing into their approach to leadership and organisational culture, the firm has long understood a core truth, as articulated by Linda Johnston, then Executive Director for People & Development:

“You can be very strategic about systems, but fundamentally behaviour changes individual by individual. You have to do the work person by person to create real change.”

Guided by this insight, Mallesons has progressively expanded its use of GLWS to strengthen a firm-wide “caring for self and caring for others” leadership strategy aligned with mental health as a priority.

Today, GLWS is embedded across multiple touchpoints in the firm’s People & Culture plan, including:

Partner learning and development – aligned to Mallesons wellbeing capability expectations
Executive coaching – offering personalised insights and development plans
Diversity, inclusion and belonging initiatives – supporting the development of protective factors for key talent groups
Mental health and psychosocial risk management – informing proactive and targeted strategies

This integrated approach supports leaders’ individual growth while driving meaningful cultural impact across the firm to benefit all staff.

BHP investing in leadership: How BHP's finance talent built wellbeing into growth

BHP has long recognised that thriving leaders create thriving businesses. Several years ago, the company introduced GLWS to inform the design of high impact wellbeing development sessions as part of a broader leadership development initiative for senior finance professionals.

Championed by organisational psychologist Gerard Penna (CEO and Founder, Xtraordinary Leaders), it’s a program that continues to deliver impact today by ensuring participants understand their own wellbeing and can maintain sustainable high performance, especially when experiencing higher demands on their personal resources.

Over time, BHP has expanded its GLWS capabilities, internally and externally, to ensure the program’s sustainability and build a culture where wellbeing is not an afterthought but a strategic lever for resilience, engagement and performance.

Strength at the helm: Building resilient Navy leaders

When the Royal Australian Navy sought to better understand and support the wellbeing of its O6 leaders, GLWS and nXus People collaborated to deliver a structured, evidence-based program grounded in confidential assessment, expert debriefing and tailored wellbeing resources.

With sponsorship and direct involvement from Commodore Eric Young, Acting Deputy Chief of Navy, the initiative enabled leaders to reflect on their wellbeing, access personalised reports, and participate in a dedicated wellbeing and burnout workshop. The program offered Navy leaders clarity about wellbeing drivers, systemic pressures and the real-world challenges affecting sustained performance. Communications from senior Navy stakeholders emphasized the value of equipping leaders with insight, a shared framework and support to manage “many competing demands” within a highly complex environment.

What shifted:

Greater visibility of wellbeing needs – leaders received individual GLWS reports and access to optional debriefs through GLWS accredited nXus practitioners, helping them interpret their wellbeing data and consider next steps.
Open, supported conversations – Navy leaders highlighted the importance of addressing wellbeing proactively, including clarifying expectations and promoting constructive strategies during the O6 Forum.
Shared language for discussing pressure and resilience – through the workshop and follow up communications, leaders gained a common framework for recognizing the pressures associated with O6 leadership and the importance of personal wellbeing in sustaining performance.
Improved clarity around support pathways – participants were provided with structured guidance for accessing additional wellbeing resources, debrief support, and internal Defense wellbeing channels.

Why it mattered:

The initiative helped the Navy embed a more open, informed approach to leadership wellbeing — one grounded in reliable data, professional support and a commitment to enabling senior leaders to perform at their best in demanding roles. Navy correspondence underscored the organisational intent to ensure leaders are supported to “adequately look after [their] wellness” so they can lead effectively through uncertainty and high responsibility.

Supporting Australia’s for purpose CEOs to lead well: GLWS in the SILA Program

Social Impact Leadership Australia (SILA) is a 10 month, philanthropically funded national leadership program designed specifically for CEOs of Australian for purpose organisations. Delivered by the Centre for Social Impact, SILA aims to strengthen leaders’ capability, resilience and wellbeing so they can drive systems level change across the sector.

A core pillar of SILA is its commitment to improving the wellbeing of CEOs, explicitly identified in the program’s Theory of Change as essential to supporting self leadership, organisational performance and sector-wide impact.

To support its commitment to improving CEO Wellbeing, GLWS has been embedded in SILA from the inaugural cohort onward, providing each participating CEO with a confidential, evidence-based insight into their personal wellbeing patterns and pressures. GLWS forms part of the integrated executive coaching program alongside 360 feedback, personalised coaching and several multi-day leadership retreats.

Every cohort completes GLWS surveys and receives a 1:1 debrief with an accredited GLWS coach. Individual reports are provided to coaches and used to tailor coaching goals, anchoring CEOs’ development work in real insights about stress, energy, emotional resilience, boundaries and leadership sustainability. SILA also draws on de-identified GLWS Group Wellbeing Reports, which aggregate wellbeing data across each CEO cohort to highlight shared strengths, systemic risks and points of divergence, enabling program facilitators to structure retreats, reflective discussions, and coaching themes around the lived wellbeing realities of the group.

We value this partnership highly, with SILAs leadership team also acknowledging the importance of GLWS in strengthening CEOs capacity to lead sustainably. As Professor Kristy Muir expressed following Cohort 1, “…the GLWS really is a fabulous tool” for supporting CEO wellbeing across the program.

Through this work, GLWS has helped SILA advance one of its core aims: strengthening the wellbeing, self awareness and leadership effectiveness of Australia’s social purpose CEOs, equipping them to build healthier organisations and deliver greater impact for communities across the country.

Staying on track: Sydney Metro's leadership resilience and wellbeing journey

Sydney Metro, Australia’s largest public transport project by far, has made wellbeing a core part of its leadership and safety culture by seeking to empower and equip its leaders and teams to take a proactive, data-driven approach to wellbeing.

Over a two-year period, program highlights included:

Holistic, evidence-based approach with leaders completing the GLWS survey, gaining deep insights into both their professional and personal wellbeing. Confidential one-on-one debriefs with accredited coaches from Select Wellness translated these insights into practical, tailored actions. Internal capability building by Sydney Metro investing in GLWS accreditation for its own Health & Safety team, ensuring the program’s sustainability and alignment with organisational needs.
Cultural transformation as a result of the ripple effect created across the business by giving leaders and teams greater permission to prioritise self-care, openly discuss wellbeing, and role-model positive behaviours.

Impact at a glance:

90% of participants felt positive about the wellbeing initiative.
95% took at least one positive step to improve their wellbeing.
85% reported feeling better equipped to manage stress and pressure.
80% became clearer about how their choices affect their wellbeing.
75% had more and better conversations about wellbeing with colleagues. Leaders described the program as “extremely worthwhile and insightful”, and as a “valuable opportunity to check in” on their own wellbeing.

”The GLWS program has enabled cultural change, giving leaders and teams explicit permission to prioritize wellbeing. It’s helped us move beyond compliance to create a sustainable, high-performing culture.” Sydney Metro Leadership Team

Leading well to care well: Strengthening
leadership wellbeing at Western Health

Western Health is one of Victoria’s largest healthcare providers, with more than 12,500 staff delivering over 800,000 episodes of high quality, patient centred Best Care each year.

In an environment defined by complexity, constrained resources and high psychosocial load, Western Health recognised that healthy, thriving teams depend on healthy, thriving leaders.

To strengthen the psychological health and safety of the workforce, Western Health committed to better understanding and supporting those with the authority and influence to drive cultural and systemic change, and in 2022, as part of the Victorian Government’s “Be Well. Be Safe.” initiative, it embarked on a structured wellbeing leadership development program.

Led by EeK & Sense in partnership with ValueEdge, a foundational phase laid essential groundwork. The initiative began at the top, with the CEO and Executive Team participating directly. This was a critical first step: helping senior leaders understand the importance of protecting and enhancing their own wellbeing as a core determinant of their ability to lead effectively, safely and sustainably.

Through evidence based diagnostics (GLWS) and facilitated individual and team development sessions, executives were equipped with the insight, skills and behaviours required to model healthier, more psychologically supportive leadership i.e., the foundation needed to drive systemic improvements in mental health and wellbeing across an organisation.

Importantly, this work also secured strong executive sponsorship for future approaches, with the Executive Team expressing clear commitment to supporting broader leadership cohorts where the intent remains unchanged and compelling:

Lift leaders’ wellbeing so they can create safer, more supportive environments for their teams.
Strengthen psychological safety and workplace culture, shifting norms and practices to meaningfully reduce harm.
Reduce mental injuries by identifying and mitigating psychosocial hazards that impact leaders and the teams they influence.
Improve recovery outcomes for staff affected by mental injury by ensuring they are supported by psychologically informed, well leaders.

Leading through crisis: School Principals’ wellbeing and leadership renewal journey

When NSW principals faced unprecedented pressure from natural disasters to Covid-19 to relentless system demands — a pioneering wellbeing coaching program for over 50 school principals between September to December 2021 provided the circuit breaker and reset desperately needed.

Grounded in the GLWS principles of Learn it, Live it, Lead it, Embed it, and delivered by Annette Gray Consulting, the initiative gave leaders confidential, expert coaching to regain clarity, restore energy and strengthen their capacity to lead through complexity with confidence and care.

Here’s what changed:

Principals gained deep insight into their personal and professional wellbeing.
Increased psychological safety, reduced isolation and rebuild of resilience.
Leaders described the experience as “life changing” and “a space to breathe”.
Wellbeing became openly discussed and modelled across schools, sparking cultural shift.

Why it mattered:

This work showed what is possible when leaders are supported, not just stretched: stronger decision-making, healthier boundaries, more constructive leadership behaviours and a more connected, sustainable culture for everyone. In their words: “The coaching gave us permission to stop and reset. It changed how we lead and how we care for ourselves and our communities”.

Wellbeing under the microscope: Powerful wellbeing shifts for senior scientists

When more than 50 senior leaders in an Australian Government agency completed a GLWS wellbeing program, the results were independently evaluated — and they confirm what a short, structured, evidence-based approach can deliver.

This wasn’t a lengthy or resource-heavy intervention. Yet in a practical, time-efficient program, leaders reported meaningful gains across both their own wellbeing and their leadership practice — stronger resilience, sharper self-awareness, and noticeably better wellbeing conversations at every level:

85% felt positive about their organisation’s wellbeing initiative.
81% took at least one positive step to improve their wellbeing.
83% gained a better understanding of their wellbeing and the factors influencing it.
79% became more observant of others’ wellbeing.
72% had more — and better — wellbeing conversations with colleagues.
Nearly 40% reported improved immediate energy or performance.
90% would recommend the GLWS^® and debrief experience to others.
Almost 70% shared their insights, helping wellbeing discussions ripple across teams.

One senior leader summed up their experience by saying: “The GLWS gave me clarity, confidence and a deeper awareness of myself and others, and was a catalyst for healthier, more connected and higher performance”.

No more trading away their wellbeing: Senior leaders reclaim their most valuable asset

120 leaders from across Australia’s most demanding sectors, including Finance, Banking and Professional Services, participated in a GLWS centred wellbeing program designed to help them pause, reflect and reset — without requiring extensive time away from business priorities.

The result: clear, measurable improvements in awareness, confidence and capacity to thrive under pressure. What changed:

86% gained a better understanding of their wellbeing and the factors influencing it.
89% took at least one positive step to improve their wellbeing.
91% would recommend the GLWS program to colleagues.
89% felt positive about their organisation’s wellbeing initiative.
78% reported being more observant of others’ wellbeing.

A simple, efficient program with strong returns – leaders completed the GLWS survey, received their Personal Wellbeing Report, and engaged in a confidential 1:1 debrief with an accredited GLWS coach (i.e. low investment model yet still delivering meaningful behavioural and cultural shifts).

In their words:  ”The GLWS program has been life changing it came just in time. I can see now I was on the verge of burnout”.

“Exceptional, practical and deeply reflective I can’t recommend it highly enough”.

“It’s bias free, powerful and creates genuine openness for leaders to reflect without judgement.”

Six years of impact: Bringing wellbeing to life (and work) for 1,500 women.

For the past six years, Eek & Sense has proudly partnered with a leading professional services organisation to deliver a cornerstone experience in their female-only leadership program.

During this time, 1,500 women were enabled to bring the concept of wellbeing to life in a way that is both practical and deeply personal. Through highly engaging and interactive workshops led by our CEO, Audrey McGibbon, along with streamlined automated GLWS assessment and reporting we’ve helped participants move beyond theory, making wellbeing real, relatable and personally actionable.

Using the GLWS system, participants were guided to explore the key factors influencing their own wellbeing and empowered to take meaningful steps to protect and enhance their wellbeing using an array of resources and support mechanisms. Participants have consistently reported this is one of the best experiences of this flagship program.

Supporting women in STEMM to lead well:
GLWS × Homeward Bound

Homeward Bound is a global leadership initiative dedicated to equipping women in STEMM to lead with influence, impact and visibility on issues that matter for the planet.

As part of this mission, GLWS has been embedded into multiple Homeward Bound cohorts since 2017 to support participants personal wellbeing, self awareness and leadership growth.

Used across several program cycles, the GLWS has helped participants deepen their understanding of their wellbeing drivers and detractors, and to build the psychological resources required for the demanding, high stakes context of global leadership. A large number of Homeward Bound coaches and faculty have also become GLWS accredited to strengthen the program’s internal capability: in one cohort alone, 22 of 40 HB coaches were fully accredited, ensuring a consistent, evidence based approach to wellbeing development across the coaching community.

GLWS has been used in several ways throughout the program:

Leadership wellbeing diagnostics – participants completed the GLWS to gain insights into their personal wellbeing patterns, enhancing their readiness for the intense expedition-based component of the program and the reflective leadership work that occurs during the journey.
Accredited coaching and debriefs – participants engaged in GLWS debriefs, sometimes paired with fellow cohort members through structured peer-debriefing models, to deepen insight and translate findings into actionable personal practices.
Faculty training and integration into leadership content – GLWS frameworks and foundation concepts were incorporated into wellbeing modules delivered by Eek & Sense, enabling participants to build a shared language around sustainable leadership, wellbeing, and resilience.
Group-level insights for voyage based cohorts such as Island Sky and Ushuaia – GLWS Group Wellbeing Reports provided aggregated data on participants’ wellbeing, equipping facilitators to tailor program delivery and support.

Through the partnership, GLWS has helped Homeward Bound elevate wellbeing as a core leadership capability, not an afterthought, equipping women leaders with deeper self understanding, stronger personal resources, and the ability to lead in a psychologically healthy and sustainable way.

Thrive Advisory: Championing executive
wellbeing for thriving organisations

For almost a decade, Thrive Advisory has partnered closely with GLWS to help leaders, teams and organisations flourish.

With a shared passion for creating cultures where wellbeing drives performance, Thrive has embedded GLWS into its executive coaching, leadership development, and team effectiveness programs that support CEOs, Directors, and senior leadership teams to unlock potential and accelerate sustainable growth.

What sets Thrive apart is how, since inception, they have deployed GLWS through the lens of their unique approach:

Evidence-based and practical – by combining strong academic credentials and research rigour with real-world client-side experience. GLWS aligns perfectly with Thrive’s commitment to best-practice leadership, global trends, and risk management.
Passion and pragmatism – by balancing ambition for what’s possible with practical solutions that work, Thrive ensure every GLWS engagement is customised to their client’s context to deliver personalised wellbeing insights for senior leaders and their teams.
Empathy and edge – by accrediting every consultant in GLWS, Thrive’s commitment runs deep, ensuring candid and constructive feedback is delivered with care and challenging conversations achieve meaningful impact individually and organisationally.

As Dr Órla NicDomhnaill, CEO of Thrive Advisory, explains:

“We’re seeing unprecedented need for a focus on executive wellbeing. More and more, our clients are exploring how they manage their energy and attention to address the acutely real challenges of balancing personal, family, and work commitments. GLWS gives us and our clients invaluable clarity and focus.”

Our collaboration extends beyond service delivery. Together, we’ve partnered on white paper research into thriving cultures, leading for wellbeing through COVID-19, gendered wellbeing and burnout, helping shape strategies that reduce psychosocial risk and foster inclusion, succession, and executive transition support.

Healthy teams start with healthy leaders:
BDO's partner wellbeing journey

To sustain high-performing, resilient teams and a growing business, BDO partnered with GLWS across both their Sydney and Melbourne leadership teams to focus on leadership wellbeing through a series of confidential, evidence based wellbeing initiatives for senior Partners.

BDO’s Partner Wellbeing Program provided leaders with a structured opportunity to pause, reflect and reset by combining the GLWS diagnostic, one to one confidential debriefs, optional individual follow-up coaching with personalised nudges, and whole-of-leadership team development sessions — all designed to help Partners understand the specific work, personal and systemic factors shaping their wellbeing and performance and that of their teams.

During the second and third years, the program was cascaded to include other partners, and extended to intact teams within the business where all team members at every level of seniority completed GLWS surveys and received personal wellbeing reports, followed by individual debriefs, a team wellbeing session and robust follow up process to flag wellbeing risks requiring confidential support through tailored pathways. Across both states, these initiatives have helped BDO build a deeper understanding of wellbeing across their leadership cohort — identifying strengths to leverage and pressure points to address — and equipping Partners with practical insights to sustain themselves and their teams.

Thriving under pressure: How wellbeing became contagious at a leading law firm

The legal profession is renowned for its intensity – but what if leaders had the tools to not just cope, but thrive? That’s exactly what we delivered for 30 Partners at one leading law firm. And the result? Every Partner took action, 75% saw their wellbeing improve, and individual insight became the start of a cultural change.

Using the GLWS to conduct a rigorous yet engaging and psychologically safe, confidential wellbeing assessment, the firm was able to identify at a macro level what personal and professional factors were most influencing their Partners’ feeling and functioning. What followed was a short tailored coaching experience and evidence based support that met each Partner wherever they were at on the wellbeing continuum from unwell to thriving.

The impact? Every single Partner walked away with a deeper understanding of their wellbeing, the drivers behind it, and – most importantly – the confidence and clarity to take action. Every Partner reported taking at least one proactive step to enhance their wellbeing, and 75% stated their wellbeing had improved.

But the real shift came next: as these leaders prioritised their own wellbeing, they became more attuned to the wellbeing of others. The program was lauded internally as not just an intervention, but the beginning of a cultural shift.

And it’s not just one firm — at another global legal practice, 19 partners trialled the GLWS and 91% highly recommended it to their colleagues. Not bad for a tough jury!

Personal recovery and restructuring from within: Prioritizing partner wellbeing at McGrathNicol

McGrathNicol engaged Eek & Sense to deliver a comprehensive wellbeing check-in for its national partnership program, designed to illuminate the realities of partner wellbeing, strengthen the firm’s understanding of risks and protective factors, and inform future leadership and cultural priorities.

The initiative formed part a broader focus by the firm on partner health, sustainable performance, organisational resilience and psychosocial risk management.

With 80% of partners participating, the project delivered one of the most detailed, data-rich insights into partner wellbeing ever undertaken by the firm.

Combining confidential GLWS assessments, one to one debriefs facilitated by experienced psychologists, follow-up wellbeing resources, tailored tips, personalised post-debrief summaries and extra duty of care confidential support where appropriate for individuals, the program achieved strong traction and deep engagement across the partnership with positive increases recorded for:

Awareness of personal wellbeing drivers
Ability to articulate wellbeing issues and concerns
Motivation to take constructive action
Taking at least one positive step following their GLWS debrief

For the firm, aggregated de-identified reporting of partners’ wellbeing offered the Executive and Governance Committees unprecedented visibility into the lived experience of its partnership, with data-driven and evidence-based insights not only about the demands partners face, but the personal, relational, and systemic factors shaping their wellbeing.

These insights directly informed recommended next steps, including follow up assessments, targeted partner feedback and development, wellbeing capability building, gender-specific trends, strengthening role clarity, prioritising recovery and sustainability rituals, and other cultural initiatives to embed wellbeing as a strategic driver, not merely as an individual partner responsibility.

The 2016 Atlassian wellbeing pilot that was years ahead of its time

As far back as 2016, Atlassian piloted an approach to employee wellbeing that feels just as progressive – and even more relevant – today. At the Work2.0 Wellness@Work Conference, the company shared results from a trial program designed to meet the needs of staff in high pressure roles.

Partnering with its EAP provider at that time, Select Wellness, Atlassian used a beta wellbeing survey and reporting system to assess both work and home life for six influential employees. Each participant received a personalised debrief and was connected to tailored interventions.

The outcomes were striking: better sleep, reduced anxiety, improved productivity, higher engagement and greater resilience.

This early trial highlighted a truth that many organisations are only now embracing: generic wellbeing programs often fall short, while individualised strategies deliver meaningful impact. And that beta version of the wellbeing survey? Yes, you guessed it, it has since evolved into today’s refined GLWS, delivering even deeper insights and clearer pathways for thriving at work and in life.

Source: OHS Alert, 26 Oct 2016 (www.ohsalert.com.au).

Testimonials

The GLWS is the best in its class, not just for measuring the wellbeing of leaders, but giving them strategies to be consistently at the top off their game, both at home and at work. Every leader deserves the transformational power of a GLWS survey and debrief.

Paul Mitchell MAPS,Founder of the Human Enterprise and Interest Group in Coaching Psychology

The GLWS has empowered our leaders to identify the key ingredients and actions within their control to build a sustainable and successful career - one that not only thrives in a high-pressure environment, but also fosters meaningful relationships at work and aligns with the life they truly value.

Louise FerrisChief People Officer, McCullough Robertson Lawyers

We've been using the GLWS in our Senior Leader Wellbeing Programme for all senior leaders and their teams. The feedback has been consistently positive, showing that GLWS effectively provokes insights, awareness and clarity about wellbeing with strong evidence that leaders are making important changes both individually and collectively as a team. I highly recommend any organisation to use GLWS and see the benefits that will truly unfold.

Deb McEwenHealth & Wellbeing Strategic Programme Manager, Heathrow Airport

What has been so powerful for the participants is how tangible the outcomes are. The GLWS allows you to fast-track the coaching conversation and immediately identify which aspects of wellbeing need attention. The conversation very quickly becomes about brainstorming actions that will improve overall wellbeing. It’s such a positive and empowering tool.

Lauren JaunceyFormer Head of Diversity & Inclusion, Australia Post

This accreditation is invaluable for any leader serious about creating a thriving, resilient workplace culture. The evidence-based framework, insights and tools have given me the confidence to integrate into my service offerings and quickly see the positive impact and value for my clients.

Penny Ward,Executive Coach

The GLWS is a game changer for anyone implementing a wellbeing framework in an organisation or providing wellbeing coaching. As with any organisational change management, it all needs to start at the top.

Joelle BlackburnGM Talent & Culture

The learning was really easy to navigate, and the approach was a good balance of theory and practise. Marisa and the team provided great support throughout the process, and I feel confident of their ongoing support as I begin to use the GLWS.

Bri Hayllar,Psychologist, Transitioning Well

I recently completed the accreditation and found the whole program very valuable. The learning activities, feedback and support embedded my learning and built my confidence to use the GLWS in my coaching practice. It has changed the way I view my own life and the approach I take with my clients.

Bernadette Durrell,Coach, Amalfi Coaching

I would highly recommend GLWS for a team or for individual leaders seeking to improve wellbeing, productivity and performance. Personally, it has helped me be a happier person and more effective leader. As a team we are more positive, resourceful, closer and more willing to take personal accountability for addressing things that affect our wellbeing.

Andrea PearmanFormer General Manager, Marketing & Community, Australia Post

There are absolutely lots and lots of things in the system that we can look at, and you can be very strategic about how you do that, but fundamentally behaviour changes individual by individual. And so, you have to do the work individual by individual in order to affect that change.

Linda JohnstonFormer Executive Director for People & Development, Mallesons

We are witnessing a huge increase in the need and demand for executive wellness. More and more my clients and I are discussing how they spend their time and energy and the difficulties they are experiencing with balancing personal, family and work commitments. The GLWS is invaluable.

Dr Órla NicDomhnaillCEO, Thrive Advisory

“The GLWS program has been life‑changing… it came just in time. I can see now I was on the verge of burnout” .... “Exceptional, practical and deeply reflective — I can’t recommend it highly enough” .... “It’s bias‑free, powerful and creates genuine openness for leaders to reflect without judgement”

Leaders own words,Banking & Finance Organisation

By using the GLWS survey to inform the design of high impact wellbeing development sessions, the value for participants and their organisations is increased, especially when participating leaders are experiencing higher demands on their personal resources.

Gerard PennaCEO, Xtraordinary Leaders

The GLWS program has enabled cultural change, giving leaders and teams explicit permission to prioritise wellbeing. It’s helped us move beyond compliance to create a sustainable, high-performing culture.

Sydney Metro Leadership Team

“Life‑changing” ... “A space to breathe” ... “The coaching gave us permission to stop and reset. It changed how we lead — and how we care for ourselves and our communities.”

Leaders own words,School Principal Pilot Program

Working with GLWS was an absolute game changer for our project. They were proactive in suggesting improvements we hadn't even considered, balancing creativity with a oractical, business-focused approach. Our team couldn't be happier, and our company work environment is thriving.

David TennenbaumHR Director, Woolworths

See the GLWS® in action