Brussels, workplace wellbeing isn't fruit baskets but realistic workloads

As the vibrant buzz of Brussels returns post-summer, the EU’s policy machinery will crank back to life. With the renewed energy of the new legislative mandate, there will be massive workloads and a frenzy of activity within and around EU institutions.

While this “being back” will include surviving the cocktail season (thanks Politico) and returning to regular duties, it will also mean grappling with the all-too-familiar undercurrents of workplace toxicity.

In the gleaming offices around the Schuman roundabout, perks like fruit baskets will be delivered to show employee benefits, providing (sorry to say) a cosmetic veneer of health. While these well-intentioned gestures, are a welcome perk, they also at times serve as a convenient shield for people managers who excel in policy but falter significantly in people management. #thereIsaidit

Let's be honest: power dynamics and problematic leadership culture are pervasive in Brussels' EU affairs environment. Conversations about what truly constitutes well-being at work are rare, if not entirely absent. So, it's time to have this conversation. Is workplace well-being in Brussels really about fruit baskets, or is it more about ensuring realistic workloads, psychological safety, and mentorship over management?

I'm no expert, but after speaking with a number of people in Brussels who are struggling under toxic bosses, it's clear what genuinely good workplaces value: environments in which employees thrive with clear roles, responsibilities, and boundaries. Outstanding people managers lead these workplaces, excelling not only in policy but also in people management. Being a good boss—especially in important jobs like head of office or director—involves a genuine and deliberate commitment to ensuring connection, collectivism, and compassion as the standard practice.

Employees feel psychologically safe in such environments, knowing that they can express their concerns without fear of retaliation and that their boss has their back. These leaders know how to develop team members' skills and boost their career progression, not just within the organisation but also within the broader Brussels context. They ensure work that work is balance of learning new things and properly carrying out job responsibilities.

What well-being at work is not, is simply delivering fruit baskets in the office and calling it a day. It's not about reading this post and moving on without action. Nor is it about eliminating these perks.

Often, true workplace well-being starts with a simple yet fundamental question to your employees: "What changes would you like to see in your workplace to ensure your well-being?"