Can Too Much Focus on Employee Wellbeing Lead to Reduced Performance Due to Lost Accountability?

In recent years, employee wellbeing has become a major focus for many organisations. From mental health support and flexible working arrangements to wellness programmes and health benefits, businesses are striving to create healthier, more supportive workplaces. While this focus is undoubtedly positive, I’ve experienced first-hand the potential downside: if we prioritise wellbeing without maintaining accountability, we risk becoming a ‘go-to’ for every little issue, which can ultimately reduce performance.

The ‘Agony Aunt’ Trap

At my own organisation, we worked hard to be as supportive as possible. We created an open-door policy, expanded mental health initiatives, and offered flexibility to help our team thrive. The intention was to build a culture of support where people felt valued and cared for. But over time, we noticed something unexpected: people began bringing every minor issue to management, looking for immediate solutions.

It wasn’t that the issues weren’t important, but the constant reliance on management to fix even the smallest problems started to affect performance. Employees were losing their sense of responsibility and problem-solving ability. As a result, productivity suffered, and we spent too much time dealing with non-critical issues. We had effectively turned into the 'agony aunt' for the workplace.

Encouraging Solutions, Not Dependence

This situation led me to rethink how we handled wellbeing and accountability. While we wanted to remain supportive, I knew we needed to shift towards encouraging employees to take ownership of their challenges. My strategy became focused on empowering people to develop solutions themselves.

Instead of immediately stepping in to solve issues, we began guiding employees to think through their problems, come up with potential fixes, and take responsibility for their decisions. This approach not only encouraged accountability but also helped people build resilience, creativity, and independence. In short, we stopped being the 'agony aunt' and became more of a coach, supporting individuals in developing their own solutions.

Balancing Support and Accountability

Employee wellbeing initiatives are crucial for fostering a positive work environment, but they need to be balanced with clear expectations for performance and personal responsibility. Organisations can avoid the ‘agony aunt’ trap by creating a culture where support is provided, but employees are encouraged to take ownership of their work and develop problem-solving skills.

Here’s how we found that balance:

Setting Clear Expectations: From the outset, employees understood that wellbeing initiatives were there to support—not replace—their responsibility to deliver quality work. We reinforced performance goals alongside wellbeing initiatives.

Encouraging Ownership: Employees were empowered to take ownership of both their wellbeing and their work. Instead of relying on management for every solution, they were encouraged to propose ideas and solve problems on their own.

Open Dialogue with Solutions in Mind: We continued to foster open dialogue but shifted the focus. Instead of just listening to complaints, we asked questions that prompted employees to think of solutions. This created a more proactive approach to problem-solving.

Framing Wellbeing as a Performance Enhancer: Wellbeing programmes were positioned as tools to help employees perform better, not as excuses for underperformance. When people feel good, they’re more likely to work well—but accountability for their results remained.

Regularly Monitoring Impact: We made it a point to regularly assess how our wellbeing initiatives were affecting performance. If we saw a decline, we reviewed our approach to ensure that accountability remained a priority.

Realigning the team with Key Metrics: In healthcare, we have to balance patient care with KPIs but ultimately KPIs are about patient care. Reminding the team of the KPIs help being back a focus on performance.

Wellbeing and Accountability Must Go Hand in Hand

Wellbeing and accountability are not opposing forces—they can complement each other if managed correctly. A supportive workplace where employees feel cared for is crucial, but so is maintaining a culture of personal responsibility and high performance. By encouraging employees to take ownership of their challenges and develop solutions, we can create a more empowered workforce without sacrificing productivity.

Ultimately, wellbeing should enhance, not hinder, performance. It’s about ensuring that employees feel supported but also accountable for their contributions. When we find the right balance, both the organisation and its employees will thrive.