A leadership cohort
The most common shape: a group of managers, in one room, for half a day. Everyone leaves with a personal plan and a set of things to change on Monday.
EnquireLeadership wellbeing training
The managers set the weather.
Running a wellbeing session for the whole floor and nothing for the people who set the conditions is a familiar and expensive mistake. This is the version aimed at the managers, and it is about retention as much as it is about wellbeing.
Half day or full dayIn person, at your venueHealthcare and corporateStandalone or part of a programme
Why start here
This work came out of a management job, not a certification.
Leah managed a mental health care home throughout the pandemic and maintained zero COVID cases, through compassionate leadership, teamwork and a deliberate focus on staff wellbeing. Nature Awareness exists because of what those two years demonstrated about what actually keeps a team standing.
So this is not a wellbeing session with the word leadership added to the title. It is the part of the work that came first, and it is taught by someone who has done the job under conditions most managers will never face.
“I did not arrive at staff wellbeing through a certification. I arrived at it by holding a team together through the hardest two years the sector has had.”
NMCRegistered Nurse, NHS Liverpool, 2013 to 2026
20+ yrsHealthcare: oncology, elderly care, research, mental health
10 yrsWithin mental health nursing
PandemicManaged a mental health care home, zero COVID cases
2022Founded Nature Awareness Consultancy
Two decades in healthcare, ten of them in mental health nursing.
Read Leah's full background ›The honest framing
A manager cannot fix the workload. They can change almost everything around it.
Training that pretends otherwise gets dismissed in the first ten minutes, and rightly. The session starts by separating the two, because the second column is where a day of training can actually move something.
What a manager does control
- Whether it is safe to say out loud that you are struggling, and what happens the first time somebody does
- Whether breaks are real or notional, and whether the manager visibly takes theirs
- How a return from stress-related absence is handled, which is where most re-absences are made
- Whether the team ever hear what went well, or only what did not
- What happens to the person who quietly absorbs everything nobody else picks up
What they do not
- The size of the list, the rota, or the funding behind either
- National workforce shortages
- The decisions made two levels above them
- Whether the sector is under pressure this year
The session says all of this out loud in the first ten minutes. Managers have generally sat through the version that did not.
Recognise your management layer in either column?
Have a quick conversation ›What it covers
Six things, and all of them are practical.
Spotting it early
What burnout looks like before an absence, in someone who is still performing. Presented as the physiology rather than a checklist, so a manager can recognise it in a person the checklist would have missed.
The conversation itself
How to open it, what makes people close down, and what to do when someone tells you something you cannot fix. Most managers avoid the conversation because they have no plan for that last part.
The manager's own load
Leaders are usually the least supported people in a wellbeing programme and the most watched. The same 5 Bodies work the team receive, applied to the person delivering it.
Retention, specifically
Which leadership behaviours raise or lower burnout in a team, and what that has to do with who resigns in the next twelve months. The outcome a board recognises.
Returns and phased returns
The return from a stress-related absence is the fragile point, and it is usually managed by someone with no training in it and a rota to fill.
Modelling it
A team reads what their manager does with their own breaks, their own leave and their own evenings. That is the wellbeing policy, whatever the document says.
The 5 Bodies Model is the spine of this session too.
See the framework ›
Which of the six sounds like your team?
Most organisations already know. A short call is usually enough to work out whether that is a day of training, a coaching referral, or something a workshop cannot fix.
How it is delivered
Three ways to run it.
Leadership plus the team
The full day training, with the managers in the room alongside the people they manage. Harder to arrange, and it changes how the team talk about pressure afterwards.
EnquireInside a programme
Leadership training as the first cycle of a rolling programme, so the managers are ready before the wider workforce sessions begin rather than after.
EnquireWhere a single manager is the concern rather than a cohort, coaching is the better answer.
1:1 coaching ›Get in touch
Start with the people who set the conditions.
A short conversation about your management layer, what they are being asked to hold, and what a day of training could realistically shift.