As you can see in Figure 1.4， the f

As you can see in Figure 1.4， the first thing really to consider is if this wellbeing strategy fits into your current descriptions of what your strategic purpose is. If it is totally at odds， you may need to do some serious thinking about what this means for you， your employees and your business. You also may consider that this provides a convenient opportunity for you to revise or update your current strategic goals-a strategic refresh， you could say. For example， thinking about how wellbeing fits into your current context， the current way things happen， your procedures and processes. This leads nicely on to the second point， baseling your current position. Where you currently are can be quite an insightful exercise， and we haveexperienced a lot of businesses gaining knowledge by looking at their operations through a wellbeing lens. As we have already touched on， in terms of productivity and/or performance， a well workforce performs at a much higher level. This may provide you with an appropriate point in which to engage with your workforce， customers， suppliers and soon. Staff surveying，which we will discuss in greater depth later in this book， is a great way of taking the temperature. How do those involved with your organization feel， act and speak? You may also wish to document what is already in existence-what is mandated， legislated or practice norms? Do you already have initiatives that are beyond those which you have to have， and do you understand the impact these have? These baseling activities again provide a great deal of insight to inform your way ahead.