Designing Work Around Individual Strengths and Needs
The Challenge
Leeds Mind recognised that a one-size-fits-all approach to work does not enable everyone to succeed. Differences in working styles, health, caring responsibilities and individual strengths mean that people may need different ways of working to perform well. The organisation wanted to move beyond making adjustments only when difficulties arose, towards designing work that better supports people from the outset while maintaining high standards and clear expectations.
Approach in action
Leeds Mind encourages managers and colleagues to work together to understand the conditions in which people do their best work. Rather than expecting everyone to work in the same way, managers are encouraged to consider individual strengths, working preferences and support needs when discussing how work is organised and delivered.
This includes considering flexible ways of working where appropriate, autonomy over how work is completed, reasonable adjustments, assistive technology and changes to working practices that enable people to perform at their best. Managers use Wellness Action Plans to support conversations about what helps individuals stay well at work, recognise early signs that someone may be struggling, identify practical support and review these discussions as people's needs change.
Adapting work is viewed as an ongoing process rather than a one-off adjustment.
Regular one-to-one conversations, quarterly performance and development reviews, and reviews of Wellness Action Plans provide opportunities to reflect on workloads, responsibilities and support needs over time. By focusing on outcomes rather than expecting everyone to work in the same way, Leeds Mind aims to create working environments where people can contribute effectively while maintaining their wellbeing and feeling able to perform at their best.
Impact and learning
Leeds Mind has found that adapting work around individual needs has helped create a more inclusive and sustainable working environment. Alongside its wider approach to inclusive leadership and workplace culture, the organisation has seen reductions in sickness absence and staff turnover, while more colleagues have felt confident disclosing disabilities, mental health conditions and neurodivergence at work.
These measures have provided greater insight into colleagues' experiences and helped shape ongoing improvements across the organisation. This strengths-based approach forms part of Leeds Mind's wider commitment to creating an inclusive workplace, recognised through being named one of the UK's Best Workplaces™ and UK's Best Workplaces™ for Wellbeing 2026.
Leeds Mind has learned that adapting work is not about lowering expectations or creating one-off adjustments. Regular conversations, reviewing support over time and making practical changes where needed help people remain engaged in their work while enabling the organisation to retain talented colleagues, respond to changing needs and create the conditions for people to perform at their best.
Key takeaway for other employers
Adapting jobs to support good mental health is an ongoing process, not a one-off adjustment. Regular conversations, practical tools such as Wellness Action Plans and a willingness to review how work is organised can help create healthier, more inclusive workplaces where people are supported to contribute and succeed.