In this edition of Master Talk, we sat down with Előd Solti, President of the Hungarian Wellbeing Association, to discuss why true organisational change starts with people. He shares his thoughts on building a holistic approach, the challenges of shifting corporate culture, and how wellbeing project management can stay relevant in the age of AI.
Q: Could you tell us a little about your background and what sparked your interest in well-being in the context of project management?
Előd Solti: I have been involved in organizational development and business development for 25 years. I graduated from the Budapest University of Technology and Economics as a mechanical engineer in 1995, and I completed my MBA there in 2007. In 2008, I obtained the international certification of Certified Management Consultant from the Hungarian Association of Management Consultants. I started my career as an SAP consultant and project manager. Later, I also gained international experience in the field of business process management. As a management consultant, I became increasingly curious about why stress-related issues were so common and what could be done about them. Eager to learn more about wellbeing and how to address it, I dived deeper into the subject. Initially, wellbeing was mainly considered in terms of stress management or mental health. Over time, I realised that it had to be much more than that.
In my work as an organisational development consultant these days, I often come across the same situation: people are stressed, constantly tired and struggling with the early signs of burnout. As an IT project manager, I had noticed this before, but in consultancy, it was impossible to ignore. So, around 2015–16, wellbeing became the obvious next step for me.
And since training has always been important in project management, in 2021, I was among the first in Hungary to complete the Workplace Wellbeing Project Management program, becoming a certified Wellbeing Project Manager. This qualification helped me combine my previous knowledge.
Q: What does “wellbeing” mean to you, especially in a high-pressure role like project management?
Előd Solti: For me, wellbeing means taking a human-centred approach. I believe that without treating people properly, you can’t achieve real results.
When I started managing SAP projects about 30 years ago, we were already saying this wasn’t just about installing an IT system, it was a cultural change. You can’t do it the other way round, because people won’t know what to do with the tools if they aren’t part of the process. It’s the same with wellbeing. It needs a holistic approach, and that’s where project management skills really help. You can’t implement wellbeing projects without structure. This thinking led us to create the Association in 2020.
Q: What are the main goals of the Wellbeing Association?
Előd Solti: The Hungarian Wellbeing Association works to improve the wellbeing of individuals and communities. Our main goal is to promote a balanced, healthy quality of life and strengthen people and teams across Hungary. We aim to integrate wellbeing into company cultures and support organizations on that journey. Wellbeing goes beyond mental and physical health – it includes environmental, social, financial, and nutritional aspects. Our training programs combine all these.
Education is at the heart of what we do. I often say our mission is to “socialise wellbeing” – to spread the idea that it’s not a luxury but a necessity for human, organizational, and financial sustainability.
Q: So, project management knowledge continues to be incorporated into your training courses?
Előd Solti: Yes. Project management is a core part of our 50-hour course. We want to show that success doesn’t depend on individual effort alone, it’s about teamwork and thinking in terms of projects.
I’m a corporate wellbeing expert. That means I can bring together the right professionals, build a strategy and identify what an organisation really needs. But all of that must be implemented through projects.
Q: How was it received by the Hungarian corporate sector? What has changed since then?
Előd Solti: A lot. Time has forced companies to face these issues. Employees have changed, too, especially with new generations entering the workforce. As a member of Generation X, I was taught to “work, work, work.”
That mindset doesn’t fit anymore, and that’s a good thing. It started mainly in larger organisations, often under external pressure, but what matters most is tailoring it to each company’s needs.
Q: What are the biggest differences in requirements compared to when you started?
Előd Solti: The change has been huge. Back in 2017–18, a bit of stress management training was enough. Nutrition wasn’t even on the table. Today, that’s far from enough. You can’t just add beanbags and a foosball table and say, “ok, we’re done.” If someone’s grieving or facing layoffs, a fruit basket won’t help. You need open communication and clear reasoning behind every action.
The key is to address real problems. We don’t make assumptions, we ask people. Sometimes the issues are small, like a poorly placed printer. In other cases, financial stress dominates. If people can’t pay their bills, they won’t care about yoga classes. Many organisations still struggle to recognise these connections.
Q: What is the process for making enquiries, and what is the Association’s mission from the perspective of its members?
Our mission is to represent a holistic view of wellbeing and connect professionals who share this approach. As a non-profit organisation, our message is simple: if we can support you, we will.
Sure, our training has a cost, but along the way, members get to exchange ideas and build partnerships. You might be an expert in one area but not in others – that’s fine. Together, we build a shared understanding and practical development path.
Q: When did you realize that wellbeing would become your main focus?
I’ve been deeply committed to this cause for years. I’ve carried the Association on my shoulders for about 18 months, but teamwork is essential. I’m lucky to have a strong core group beside me. What drew me in was realizing that organizational wellbeing only works when employee wellbeing comes first.
The path to a healthy organization always runs through the individual. Since wellbeing isn’t yet mainstream, education is key.
Q: In your IT projects, how do you bring in wellbeing if it’s not part of the brief?
I used to lead wellbeing projects, but lately I’ve returned to IT. Even when wellbeing isn’t on the agenda, I can’t switch it off. I focus on social wellbeing – making sure teams feel connected. That can mean simple gestures, like saying thank you or putting a couple of beers on the table. You don’t always need a formal wellbeing program. Small, human moments build trust and motivation. When common sense meets wellbeing knowledge, the results are very different.
Q: There’s often resistance in corporate culture. How can this mindset be changed so wellbeing isn’t reduced to fruit baskets and movie tickets?
Education, education, education.
You need to understand where the company stands before you act. We don’t force anyone, but we can make the case financially, most budgets spent on random perks could fund something truly useful. For example, one company introduced on-site physiotherapy after employees requested it. These initiatives also help employer branding. So yes, awareness is everything.
Q: The rise of AI, where performance dominates, seems to be at odds with work-life balance and humanity. So, how does wellbeing fit into this picture?
Change is constant. People have always feared new technologies. Thirty years ago, we worried that data warehouses would replace our skills. Now AI helps us summarise meetings. It’s a tool, not a threat. We can’t care for robots, but we can care for people. If we find balance between what’s asked and what’s given, wellbeing remains relevant. People who feel well perform better.
Q: What are the most common sources of stress for project managers?
Pressure from all sides and tight deadlines, lack of resources, also cultural differences. The real challenge is spotting burnout early. It can show as constant fatigue or lack of motivation. If you know your team well, you can act before you lose good people.
Q: What are some practical ways to manage stress while meeting deadlines?
Do what helps you recharge – if that’s sport, do sport. Leaders need to model this. Show your team that managing stress is normal and necessary. It’s not always easy, but it matters. We’re human, not robots. Just as we charge our phones, we need time to recharge ourselves. Clear boundaries are also essential. Talk about them, agree on them, and respect them.
Q: In closing, what do you do for your own wellbeing?
I fight for it… and I mean that. As a project manager, I still carry that “work, work, work” mindset, which makes balance tricky. But I know what works for me: getting on my bike. Sport clears my head. Time with friends helps too.
Everyone needs to find their own starting point: nutrition, exercise, relationships, environment. For some, it’s carrots. For me, it’s cycling.
Q: Instead of helplessness, is a down-to-earth attitude the answer?
Exactly. Awareness is key – but to be aware, you need knowledge. That’s where the Association comes in: helping people see the connections and find their own solutions.
There’s no one-size-fits-all. Every person and organization must find their own way. And I’ll end on this – organizational wellbeing starts with individual wellbeing. If I’m not okay, I’ll only pass that on.