Wellbeing That Works: Bringing the "Me, We, Us" Model to Life in WA Workplaces

Workplace wellbeing is no longer a “nice to have.” It’s a necessity for sustainable performance, talent retention, and human flourishing at work. But while many organisations are investing in wellbeing, the results don’t always hit the mark. 

Why? 

Because wellbeing efforts often get stuck at the individual level. Meditation apps, lunchtime yoga, or mental health webinars - while valuable - can’t transform a workplace culture on their own. What’s missing is a way to see wellbeing as a shared, systemic responsibility. 

That’s where the Me, We, Us model comes in. 

What is the Me, We, Us Model? 

Developed by Aaron Jarden, the Me, We, Us model provides a simple framework for understanding and designing workplace wellbeing initiatives at three levels: 

• Me – the individual employee 

• We – the team, group, or manager-employee dynamic 

• Us – the whole organisation and its systems, policies, and culture 

  
  

This model is powerful because it gives leaders, HR teams, and wellbeing professionals a shared language to explore what’s working (and what’s not) across the whole system. 

Let’s unpack each level a little more. 

 

Me – Supporting the Individual 

The “Me” level is what most people think of when they hear “workplace wellbeing.” It’s about personal tools and practices that support self-awareness, resilience, and regulation. 

For example: 

• Practicing mindfulness or breathwork 

• Identifying and using your character strengths 

• Accessing psychological support or wellbeing resources 

• Setting boundaries and prioritising deep self-care 

  
  

While these strategies are certainly valuable, they often place the burden of wellbeing on the individual - without addressing the environment they’re working in. 

So, yes: support your people to care for themselves. But don’t stop there. 

We – Strengthening Teams and Relationships 

The “We” level zooms out to look at the relational dynamics within teams or between employees and managers. 

This level recognises that wellbeing is relational. A psychologically safe, connected team will elevate everyone’s wellbeing and performance. On the flipside, team conflict, disconnection, or micromanagement can erode even the most mindful person’s sense of calm. 

Examples of “We” level strategies include: 

• Job crafting and role clarity conversations 

• Team-building and shared values exploration 

• Encouraging high-quality connections at work 

• Leadership development centered on relational intelligence 

This is also where cultural micro-practices come in - things like gratitude, regular check-ins, or shared moments of pause. These seemingly small things help build trust, belonging, and a sense of “we’re in this together.” 

Us – Embedding Wellbeing in Organisational Culture 

The “Us” level looks at the whole system. It’s about what the organisation signals, priorities, and funds. 

Ask yourself: 

• Are your policies supporting or hindering wellbeing? 

• Is wellbeing embedded in your strategy - or siloed in HR? 

• Are senior leaders modelling the behaviours you want to see? 

• How do you measure and track wellbeing across the organisation? 

Examples of “Us” level initiatives might include: 

• Organisation-wide wellbeing assessments 

• Whole-staff Appreciative Inquiry summits 

• A clear and resourced wellbeing policy 

• Alignment of performance systems with sustainable practices 

This is also where you need to resource the “Me” and “We” initiatives properly - not as one-off events, but as part of a larger cultural transformation. 

Why All Three Levels Matter 

Focusing only on one level limits your impact. 

• If you support the Me without shifting the Us, you risk burnout. 

• If you transform the Us without empowering the Me, people may feel disempowered. 

• If you ignore the We, culture change can stall in the absence of strong, healthy relationships. 

By attending to all three layers, you can seed the conditions for real change: where people feel supported, connected, and part of something meaningful. 

The WA Workplace Context 

In Western Australia, many workplaces are facing a unique blend of pressures – from post-pandemic exhaustion, to workforce shortages, to increased expectations around wellbeing and flexibility. 

This model can help local organisations cut through the noise and take a targeted, practical, and inclusive approach. 

Whether you’re a Perth-based professional services firm or a Bunbury health provider, the Me, We, Us framework provides a clear roadmap for sustainable wellbeing initiatives that support both your people and your purpose. 

Putting the Model into Practice 

Here are some simple reflection questions to help get started: 

Me - The Employee

What wellbeing resources do we offer individuals? 

• Are we supporting people to build self-awareness and self-care capacity? 

We - The Team

• How safe and connected do people feel in their teams? 

• Are managers equipped to have meaningful wellbeing conversations? 

Us - The Organisation

• Is wellbeing part of our organisational strategy and language? 

• How do our systems and structures support (or hinder) thriving? 

You don’t have to do everything at once. Start with honest reflection, engage your people, and look for small wins across each level. 

Final Thoughts 

The Me, We, Us model reminds us that wellbeing isn’t just personal. It’s relational. It’s structural. It’s cultural. 

And for workplace wellbeing to really work - to ripple out and transform how we work, lead, and live - we need to act on all three levels. 

If you're curious about how to apply this framework in your workplace or want support mapping out your next steps, I’d love to hear from you. 

Take care, 

 Alexis 

Ready to go deeper? 

Contact me directly at alexis@tlwellbeing.com.au to explore how we can support your organisation through tailored wellbeing strategies that create lasting change.

Reference:

Jarden, A. (2015). Introducing Workplace Wellbeing to Organizations: The “Me, We, Us” Model. Positive Work and Organizations: Research and Practice, December(1).