Table 1. Key implications of the model.

Well-being needs to be a priority

Both inputs (stressors) and processes (adaptation) are important

Data on both well-being and performance are needed to drive improvement

Motivation and energy are required

Growth, improvements and systems thinking mindsets enable adaptive behaviours

Learning to be well involves being, believing, feeling, doing, interacting and adapting

Doing/practicing more efficiently is a win for both well-being and performance

Organisational leadership is critical