Skip to main content

Małgorzata Czernecka: long-term wellbeing strategies

Why are people so tired and stressed out at work? How do they sabotage their productivity and efficiency?

Małgorzata Czernecka: long-term wellbeing strategies

Short Bio

Business psychologist, coach, manager. Specialist in leaders and employee’s energy management, mental resilience and mental health. The founder of Human Power. I create and support the implementation of long-term wellbeing strategies aimed at optimizing work style and increasing productivity in large companies. I am co-author of Learning Battle Cards Method, and a book author.


I have been reading the EPALE blog from time to time but increasingly so in the last few months. I particularly enjoy reading practical blog articles about digital education. I have found many inspirations and ideas in the field of adult learning as well as some practical texts and tools to deal with the digital learning education.

My Story

For many years I struggled to answer questions that came to me as a manager and psychologist dealing with fatigue, lack of energy and wellbeing every day. Why are people so tired and stressed out at work? How do they sabotage their productivity and efficiency? Do they work in accordance with their own biological capabilities? Is it possible to make them work in a smarter, rather than harder, way? I started the Human Power company in 2014 to answer such questions and to help organisations define key mechanisms for increasing personal daily effectiveness on the physical, emotional and mental level and implement small changes to have high levels of vital energy and inner wellbeing. After years of studies, research and working with experts from different areas from sport medicine to behavioural psychology, we have built a solid approach to creating organizational solutions to influence employees and management effectiveness and efficiency. Most of our services took the form of in-class training. In 2019, after years of investing in building market awareness we had quite a stable position, a slowly growing client base and a fully booked calendar of training days.

And then March 2020 happened. In the space of one day, the whole training day filled calendar became only a memory.

We had to cancel all of the projects. My psychology background helped me control the panic and create a mindset for me and my team relatively quickly:

  • There will be no in-class activities in the predictable future. We need to find another way.
  • Forget about the training projects we have lost as soon as possible. Thinking about how unfair it is that we lost them is a waste of time and only makes us frustrated.
  • Clients faced new challenges during the lockdown. They may have even more training needs. They want to talk about them instead of being disappointed about the cancelled projects.

Many traditional training companies tried to deliver the same services, just online, in order to survive the hard times. During the first days of the lockdown, we struggled to work with Zoom and Teams, we didn’t know which camera, lighting and microphone would be best for our temporary home studios. But I knew that this was not the right way. We had to forget about lost incomes and focus on designing and implementing good digital products for our clients' actual needs. We knew that in a few months’ time, the pandemic crisis would have either killed us or made us stronger and more digital-ready. It was a good moment to reach when considering my previous experience.

Years ago, I had been managing the e-learning business. In 2011 I started a Learn-Tank XY Learning Team with some other e-learning experts to make the digital learning reality much better. With time our research and conceptual work resulted in a solid model for a better L&D process design and the learn-tank became the Learning Battle Cards company. As a matter of fact, I am an active LBC method user and trainer.

So, we abandoned the short and easy path of temporary adaptation and we decided to start on a new long-term strategy: designing new products from scratch to deliver new digital programmes rich with well-selected and composed sets of learning methods to our customers.

We designed processes where webinars and online workshops are not an imitation of in-class activities but are logical and important parts of a process. With such an approach the lockdown became a strong driving force to build more digital products.

At the end of the day, we perceive it as a great game-changer.

Now we have a variety of products like Wellbeing Academy for HR specialists, online diagnostic tools with individual feedback, a mobile app and a solid offer of webinars and online workshop sessions in the wellbeing, energy management and mental health area. Today, summer 2021 in-class activities are coming back to reality, but we have found a new place on the market with our digital education. Our income is much higher than in the best periods before the lockdown and we know that whatever happens, we are not going back to the good old times.



Share your Story!

Did you get inspired by this story? Let us know below in the comments and get the chance to win an EPALE unique gift!

5 users per month (May-November 2021) from those commenting a 2021 Community Story will be picked at random and will receive a gift. Comments must be relevant and related to the topic to be eligible.

Login (3)

Users have already commented on this article

Login or Sign up to join the conversation.

Want another language?

This document is also available in other languages. Please select one below.

Want to write a blog post ?

Don't hesitate to do so! Click the link below and start posting a new article!

Latest Discussions

What kind of job description for an adult education centre manager?

It is lonely at the top of an adult education centre. This feeling is not formulated in the job description for the position of manager of an adult education centre.
This is a call to share your job description - whatever the format is- and an invitation to share feelings about loneliness, or others, at the top of an adult education centre.


Say No to Substance!

The main objective of the project was to increase the competence of youth workers in preventing addiction.
Specific objectives of the project were:
To inform youth workers about counseling for adolescents and addiction illness and monitoring young people at risk.
To reduce trial, start and use rates of drug in partner regions.
To teach youth workers ways of early intervention in risk groups.
To increase cooperation between local and transnational institutions on substance addiction prevention.