Wellbeing champions can be one of the most powerful forces for embedding a culture of health and wellbeing – connecting strategy with employee needs. But many organisations struggle to keep their champions engaged and energised, especially when they’re volunteers juggling these roles alongside their day jobs.
During a recent Make A Difference Summits webinar, this question was raised. To explore further, I asked my LinkedIn network:
“How do you engage your wellbeing champions or network across the business — especially if they’re mainly volunteers?”
The responses from experienced wellbeing, HR and culture leaders came thick and fast. Here I’ve summarised nine of the practical ways suggested to keep your wellbeing champions motivated, connected and thriving across your organisation.
You can view the whole LinkedIn discussion here.
1. Treat the champion role as part of the day job
Matt Wilson, UK Wellbeing Lead, Computacenter, believes in accountability.
“I believe to be of paramount importance is to have the champion role reviewed and appraised in their 1:1s and performance reviews”, he suggests. “Setting SMART goals aligned with their work means it is likely to be a higher priority on their to-do lists”.
When champion activity is recognised by their managers and reflected in objectives and performance frameworks, it signals that the organisation takes health and wellbeing seriously – not as an optional extra.
You can hear more about Matt’s approach to workplace culture, employee health and wellbeing in this episode of the Leaders Podcast for Make A Difference.
2. Choose the right people – and set clear expectations
Make sure you have enough champions, with a good ratio of champions to workforce. But remember, just because someone volunteers doesn’t mean they’re the right fit, cautions Paul Caudwell, Senior Customer Success Manager with Telus Health and formerly Co-op’s Health Wellbeing Manager.
“‘Hire’ the right people” he says. “Just because someone volunteers doesn’t mean they are the right person. Clarity of role expectations and matching people based on that is foundational”.
Selecting champions for their communication skills, empathy and credibility ensures the network has genuine influence. Clear onboarding and transparent expectations prevent misunderstandings later down the line.
He adds: “Don’t be afraid to change the team. Some champions will need to step back at times; having a pipeline of champions is important to keep a solid cohort so you don’t lose momentum”.
You can read more about the forward thinking approach that Paul was already advocating back in 2020 in this article on taking a data-driven approach to employee health and wellbeing.
3. Support their wellbeing as much as they support others
Champion networks can only thrive when members feel supported themselves. Caudwell adds:
“Support them emotionally and be in tune with risks. You should know your champions, they should be managed like any team, and supported well with supervision and considered top up emotional support if they’re engaging in peer-to-peer mental health conversations”.
Polly Joseph, former Talent and Wellbeing Partner, Hollywood Bowl, echoes this sentiment:
“Upskilling, supervision, recognition, thanking them, sharing stories, giving them respite from it when needed, sharing their impacts on the business publicly, being their biggest cheerleaders, team building with them” – all help sustain their energy.
4. Keep communication steady – but not overwhelming
Providing a steady, but not too heavy flow of information helps champions stay engaged without feeling overloaded, says Matt Wilson.
Regular updates, useful resources, and suggested content for them to share saves time and ensures consistency – while leaving space for champions to add their own creativity and human touch.
Scott Wright, Global Wellbeing Manager at BP, agrees structure helps. Tips he recommends include:
- Invite a champion to your leadership team meetings to offer visibility, influence, and insight into business priorities.
- Hold regular quarterly meetings dedicated to the champions team.
- With global health projects, involve champions early to gain buy-in, local insights, and a sense of ownership in the journey.
This rhythm helps maintain connection and purpose.
5. Build confidence and capability – with clear parameters
Whilst it’s essential to be clear on what champions are and what they are not, according to Maria James, Culture Transformation and People Experience Expert, champions thrive when they have the skills and confidence to make an impact.
“Build confidence through practical learning on topics like psychological safety, active listening, and signposting support,” she advises.
Continuous development (or CPD) keeps champions learning and growing. Caudwell also recommends ensuring they have clear escalation routes and the “tools and permissions to act”.
6. Celebrate, recognise and reward their impact
Recognition is one of the strongest motivators – and it doesn’t have to mean big budgets. Maria James highlights the power of storytelling:
“Recognise contribution and celebrate through internal stories, leader shout-outs, and wellbeing awards. Where possible, reflect their impact in performance goals.”
Kris Ambler, Workforce Lead with BACP and Chair of their Staff Wellbeing Group adds:
“Recognise and reward contribution – increase visibility, offer CPD, small perks.”
Feeling seen and valued keeps enthusiasm alive.
7. Build community and purpose
Champions who feel part of a connected, purposeful community are more likely to stay engaged.
Ambler recommends creating “a clear purpose and identity”, with shared vision, branding and regular connection points.
“Build community and connection – regular meetings, peer support groups, and open, informal communication channels,” he says.
US-based consultant Ian Shea agrees:
“In our work we call this group – Culture Champions or Culture Committee and make the group something that is sought after to be a member of”.
Creating belonging transforms volunteering into a meaningful experience.
8. Empower, listen and adapt
Champions often have the clearest insight into what’s really happening on the ground. Caudwell advises leaders to stay agile:
“Listen to them and be prepared to pivot. Champions often know what works locally.”
Ambler also emphasises empowerment over instruction, whilst reminding us not to overload:
“Keep asks realistic, provide resources, and let them shape the agenda.”
AXA Health’s Arlette Wright adds: “This role shouldn’t just signpost, they should be able to challenge decisions and behaviours at grassroots level which might have an impact on wellbeing”.
Giving champions agency shows trust – and in turn, fuels motivation.
9. Measure and evolve your approach
As with any employee health and wellbeing initiative, data and feedback are essential to ensure effort translates into impact.
Maria James recommends using feedback and engagement data to understand what’s landing and where to focus next.
“Measure what matters to them,” she says. “If they’re not engaged, it’s often down to the pressures of leadership and prioritising delivery in their day-to-day role.”
Stuart Mace, Assessor with the Wellbeing Lead Academy and former Occupational Health and Wellbeing Lead, and Mental Health and Wellbeing Network Chair with Skanska suggests drawing on behavioural science for structure, referencing Susan Michie’s COM-B model:
“Give champions the Capability (resources and skills), Opportunity (time and support), and Motivation (recognition and development) to succeed.”
This evidence-based approach helps keep networks effective and evolving.
The bottom line
Keeping wellbeing champions engaged and energised isn’t about grand gestures – it’s about balance. Clarity and accountability must sit alongside empathy and flexibility. When champions feel equipped, recognised and supported, they don’t just promote health and wellbeing – they live it.
And when that happens, the ripple effect can energise an entire organisation.
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