1. The team’s baseline
A short, anonymous survey shows how the team experiences demands, resources, support and psychological safety. We report per team and protect anonymity, even in small groups.
Sustainable teams · Talk, workshop and measurement
Sustainable teams – keep the forward drive over time
A team performs sustainably when demands and resources are in balance, when the work feels meaningful and comprehensible, and when it is safe to say that time is running out. We help you understand where the team stands and act on it.
Why teams
Wellbeing is created together, in the team
Individuals can practise recovery and prioritisation, but workload, support and the conversation climate are shaped in the team. With a shared language, problems can be raised early, before they turn into sick leave or someone leaving.
- Demands and resources in balance: you see what gives and takes energy
- People experience the work as meaningful, comprehensible and manageable
- Prioritisation becomes a shared responsibility, not an individual’s impossible equation
- Psychological safety, appreciation and joy at work grow in everyday life
How we work
Measure, understand and act
2. Talk or workshop
The Sustainable teams talk gives a shared language. In the workshop the team interprets its own results and chooses what to change first.
3. Action and follow-up
Managers get support to lead the change. After a few months we measure again and see what has moved.
The models behind it
Established research, turned into tools
The content builds on research on the psychosocial work environment and health, and on Miriam Sundholm’s university studies in the field. The models are used to ask the right questions, not to label people.
- The job demands–resources model (JD-R): high demands without resources wear people down, good resources build engagement and can offset demands
- Sense of coherence (Antonovsky): work should feel meaningful, comprehensible and manageable
- Psychological safety (Edmondson): the team’s belief that it is safe to speak up and take interpersonal risks
- Prioritisation: a simple matrix of what is important and what is urgent
What we follow up
Impact the team and management can see
The team’s experience
Change in questions about workload, recovery, support and psychological safety, before and after.
The manager’s capability
How confident the manager feels leading conversations about workload and priorities.
The organisation
Selected indicators, such as short-term absence and staff turnover, followed over time together with you.
Anchoring: The work supports systematic work environment management and the organisational and social work environment (AFS 2023:2, Sweden) and builds on the principles of ISO 45003 on psychological health and safety at work.
Who it is for
Who it’s for, and when
- Teams and managers who want to keep their drive without wearing people out
- HR and leadership who want to understand how teams feel and what needs to change
- Organisations where the employee survey does not lead to action in the teams
- Ahead of a kickoff, a reorganisation or a new strategy period
Outcomes
What you can do afterwards
- A shared language for demands, resources and priorities
- A picture of the team’s baseline, grounded in the team’s own answers
- Two or three concrete changes the team chose itself
- Managers who feel confident leading the conversation and following up
Hover over a step to read moreTap a step to read more
We map the team’s baseline with a short anonymous survey and talk to the manager about goals and expectations.
A talk or workshop where the team interprets its results and chooses what to change first.
Follow-up with a new measurement and support for the manager, so the change sticks in everyday work.
Related cases
How it works in practice
Strategy & measurement
NCAB Group – from ambition to a global wellbeing strategy
NCAB Group wanted a clearer, more coherent direction for wellbeing across the organisation. Aumla supported NCAB in developing a global wellbeing framework with clear goals, KPIs and a shared structure for mental, physical and social health – moving from a broad ambition to a concrete, strategic way of working integrated into existing People and HR work.
Read the case →Global consulting firm
Implementation & activation
Global consulting firm – a data-driven programme for health and recovery
A 100-day programme combined measurement, workshops, individual analysis, coaching and digital activities to strengthen health and recovery in an organisation of more than 1,000 employees.
Read the case →
Keynotes & workshops
Bro Health Centre – from individual to team
Aumla delivered an interactive talk and workshop on stress, self-leadership, social health and the work environment. Through Menti, reflection and dialogue, the group made visible both strengths and areas for development in their working day.
Read the case →FAQ
Frequently asked questions
What is a sustainable team?
A team where demands and resources stay in balance over time, where the work feels meaningful and comprehensible, and where it is safe to say that time is running out. Sustainable means the team can perform without wearing people out.
What is the job demands–resources model?
An established model in work and organisational psychology (JD-R). It says job demands cost energy and can lead to burnout, while resources such as support, clarity and influence give energy and engagement and can offset high demands.
How do you measure how a team is doing?
With a short, anonymous survey on workload, recovery, support and psychological safety, among other things. We report per team and protect anonymity, even in small groups, and follow up with a new measurement after a few months.
Does it suit small teams?
Yes. In small groups we report at a higher level to protect anonymity, and spend more time on the conversation in the workshop.
How is it different from an ordinary talk?
The talk gives a shared language. Together with a survey and a workshop where the team interprets its own results, it becomes the start of a change that lasts.
How long does it take?
A talk takes 45–60 minutes. A set-up with survey, workshop and follow-up usually runs over two to four months, adapted to your organisation.
Book a strategic conversation
For HR, People & Culture and leadership teams. Tell us where you are today. Together we’ll review your situation, your data and the steps that will have the greatest impact – for both people and results.