July 24 is International Self-Care Day. The term self-care often suggests activities like shopping sprees, massages, and bubble baths. While these are beneficial, they reflect a viewpoint that emphasizes the individual’s responsibility to take care of themselves. Messages like “Take care of YOURSELF” and “Do what YOU need to do to PERFORM your best” place the burden solely on the individual, neglecting the broader context of community and organizational support.
While it is crucial for individuals to prioritize their own well-being, it’s equally important to recognize that humans thrive best when supported by a caring community. This is where the concept of co-care comes into play: redistributing the energy and responsibility of care from the self to the collective. Co-care does not mean abandoning personal responsibility; rather, it emphasizes creating an environment where individuals feel seen and supported by their communities and workplace.
Imagine a scenario where an individual is doing everything we think of as self-care: eating healthily, getting enough sleep, exercising, meditating, and maintaining social connections. They are even doing tasks that might not be considered “self-care” by society, but are crucial for one’s well-being, such as completing chores, making doctor’s appointments, and filtering media consumption. Despite these efforts, if they are in a toxic workplace or surrounded by uncaring people, their self-care practices will likely fall short. Since humans are wired for connection, their environment significantly impacts their ability to maintain well-being.
Organizations play a critical role in fostering employee well-being. When relationships within an organization are healthy, individuals are better positioned to care for themselves. Conversely, when the system is flawed, expecting individuals to “fix” themselves is both ineffective and exploitative. For example, while providing employees with health promotion materials is beneficial, it is problematic if an organization overlooks the systemic issues that may be contributing to their stress.
When the workplace views employee well-being solely through a cost/benefit analysis, it can be limiting and even patronizing– as it places undue pressure on individuals and neglects the organization’s role in supporting their employees. Moreover, there is a compelling case for prioritizing staff well-being from a business perspective. Businesses are increasingly recognizing that a well-cared-for workforce is more productive, with lower absenteeism and higher retention rates. A safe and caring workplace not only enhances productivity, but also makes financial and business sense.
Belonging to a community offers significant mental health benefits. The first step in co-care is to commit to building a sense of community and seeing oneself as part of it. This begins with looking beyond our own perspective and recognizing the experiences and needs of others. Simple actions like listening with compassion, reminding others they are not alone, or buying a co-worker a tea can ease the burden on individuals and help create a sense of belonging.
While self-care is essential, it cannot exist in a vacuum. To truly thrive, we need to foster an environment of co-care—one where communities and organizations create conditions that support the well-being of every individual. By doing so, we create spaces where everyone can perform at their best, not just for their own benefit but for the collective good of the community. After all, we do better individually when we are part of a supportive community, and the whole community thrives when its members are well-cared for. Let’s embrace co-care and build a culture of support and compassion, where self-care is a shared responsibility and a collective pursuit.
