The Power of Putting People at the Centre

In an ever-changing corporate world, organizational happiness and mental health are not just accessories but pillars of any organization’s success. For a long time, productivity was seen only as the result of targets and operational efficiency.

Today, fortunately, we know that employee well-being is the greatest asset of any company.

Throughout my career, I’ve been fascinated by how the work environment influences people’s motivation, performance, and creativity. This curiosity led me to invest in an MBA in Organizational Happiness and Mental Health, an experience that gave me not only practical tools but also an even clearer vision of the impact of caring for people on achieving extraordinary results.

What did this MBA teach me?

1. Conflicts are opportunities in disguise.

Conflict is often seen as negative. However, I learned that, when managed well, it can trigger innovation, growth, and stronger relationships. Knowing how to listen, understand different perspectives, and turn tensions into productive dialogue is essential for any leader or professional who works with people.

2. Happiness at work is not a luxury; it’s a success strategy.

Many studies have already proven that happy teams are more productive, creative, and committed. Companies that invest in organizational happiness significantly reduce absenteeism, increase talent loyalty, and create more resilient and innovative company cultures. Happiness isn’t an extra benefit—it’s a real competitive advantage.

3. Mental health and well-being are everyone’s responsibility.

Promoting a psychologically safe environment is not just the responsibility of the Human Resources department. Every leader, manager, and teammate has a fundamental role to play in creating a space where everyone feels valued and respected. Small gestures, such as recognizing work well done, empathy in daily interactions, and flexibility to balance a personal and professional life, make all the difference.

How has this MBA changed the way I work?

Since completing this training, I have become even more capable of doing the job I love: helping people create environments where they feel motivated, safe, and inspired to give their best.

• I help teams turn challenges into growth – Mediate conflicts, and promote a culture of mutual respect.
• I work to create well-being spaces – implementing practices that reinforce organizational happiness.
• I encourage more humane and conscious leadership – Because leaders who care for their people build stronger and more successful organizations.

If this journey has reinforced one thing, it’s that sustainable success is only possible when we make people the center of our strategies.

The Great Challenge? Leaders Who Don’t Understand Their True Role

Unfortunately, many CEOs, Directors, and General Managers still don’t recognize the importance of organizational well-being. Companies, where fear, devaluation, and extreme pressure are still common practices, tend to erode talent, increase turnover, and, paradoxically, reduce productivity.

The truth is that many leaders don’t understand their own mission. They are so focused on numbers and immediate results that they forget that managing a company is, first and foremost, about leading people. This lack of vision often comes not from a technical problem but from an emotional and human deficit.

• Managers who lack love create companies that lack humanity.
• Leaders who are aware of and aligned with their purpose build sustainable companies and committed teams.