About Will Clower, MD, Founder and CEO
Dr. Will Clower is the founder & CEO of Mediterranean Wellness and works with companies to improve the well-being of their employees by providing the tools they need to incorporate healthy behaviors into their daily lives.
Dr. Clower is also an award winning author who applies his neuroscience doctorate to create the programs that help our own culture enjoy this lifestyle in a way that leads to lower weight, healthier hearts, and longer lives.
After sailing 18,000 miles across two oceans, the covid pandemic pinned him and his family down in New Zealand where he secured a position in the faculty at the Victoria University in Wellington to help create the Wellness@Work hub. This international group combines academic research with program delivery to improve the health of the workplace. In addition, he is a Wellness Ambassador to help “improve the way we deliver care” in New Zealand.
By bridging the US and Kiwi cultures and best practices, Dr. Clower opens a window to a truly unique perspective that can leverage the best possible solutions for both.
About Mediterranean Wellness
Since 2003, Mediterranean Wellness has provided a full wellness portal for client companies, brokers, and resellers. The content is comprehensive and built to easily adapt to the needs of every client.
Customer service is not just what we do, it’s who we are. Let us show you what it is like to have the full attention of your vendor, even after the contract is signed.
The underlying philosophy of all our work extends from the principles of the Mediterranean approach to nutrition, diet, stress, and activity. This content is based on the published works of founder Dr. Will Clower and woven into the fabric of every program you receive with us. Visit https://www.mymedwellness.com/
Medical Travel & Digital Health News (MTDHN): In our last interview, you mentioned you’re excited about upcoming workforce activities. Can you tell our readers more about what these are and how they work?
Will Clower (WC): One of the exciting upcoming workforce activities is called Café Well. It’s a platform within our system where employees can engage in well-being topics like nutrition, activity and mindfulness. This peer-to-peer engagement is crucial for building a positive culture and encouraging personal change.
The platform is monitored by our lead dietician who poses monthly questions and challenges and holds office hours for additional support. Café Well also acts as a social networking platform and engagement engine for our employees.
MTDHN: Can you describe the concierge services offered by Mediterranean Wellness and how employers can take advantage of them?
WC: We create custom programs based on the needs of each company, from white labeling and strategy to specific tactics.
For clinical-focused companies, we offer programs for biometrics, disease management, wellness education and predictive analytics.
For those focused on well-being, we provide company challenges, health fair support and nutritional and mindfulness programs. Each program is tailored to the unique needs of the company.
MTDHN: What impact does corporate culture have on employee mental health and productivity?
WC: Corporate culture has a huge impact.
For example, a family-run regional cable company with a strong, positive culture had 80% participation in our spring walking challenge.
In contrast, a company with a poor culture and low trust among employees only had 15% participation.
We help companies improve culture by fostering peer-to-peer interactions, creating wellness champions and setting up wellness committees to facilitate communication and build trust.
MTDHN: How do you tailor your concierge services to meet the unique needs of different companies and their employees?
WC: We start with an onboarding process to understand the company’s goals and objectives.
Based on this, we create customized program calendars. This might include a mix of well-being and clinical care, connecting employees to local services or integrating with benefit services through our portal.
Our flexibility ensures that each company gets a program suited to their specific needs.
MTDHN: What are some of the most popular concierge services or workforce activities requested by clients, and why are these services in high demand?
WC: The nurses’ station is very popular. It integrates clinical care with well-being programs, allowing caregivers to see biometric, behavioral and clinical data and prescribe well-being programs like walking or nutrition directly.
This alignment of clinical and well-being goals makes the approach more powerful, enhancing outcomes and participation.
MTDHN: Do pharmacists play a role at all in the model?
WC: Yes, pharmacy data is included in our analytics package. This helps identify care gaps, such as missed medications, which increases the risk of catastrophic health events.
We have outreach mechanisms to remind employees about their medications and appointments, helping to close care gaps and reduce the likelihood of serious health issues.
MTDHN: What are the common challenges companies face when trying to improve their corporate culture? How can Mediterranean Wellness address these challenges?
WC: The main challenge is trust.
Employees may distrust management’s motives, thinking wellness programs are just cost-saving measures.
To overcome this, we help build trust through peer-to-peer interactions and wellness committees. It’s crucial for employees to feel that wellness programs are for their benefit and that management is genuinely supportive.
MTDHN: What advice would you give to companies just starting to invest in concierge services and workforce wellness programs?
WC: Start with a culture audit to understand your current state and identify areas for improvement. Be prepared to act on the findings and understand that improving culture is a process that takes time.
Commitment from management is essential to show employees that the initiatives are genuine and not just cost-saving measures.
MTDHN: Does the size of the workforce matter when analyzing corporate culture?
WC: No, the size of the workforce doesn’t matter as much as how employees interact with each other.
Larger workgroups with more interaction can spread both positive and negative feelings about wellness programs more effectively. The key is fostering strong peer-to-peer interactions regardless of the company’s size.
MTDHN: Should workgroups be mixed gender or separated by gender?
WC: Workgroups should be mixed gender to generate more conversation and enthusiasm.
Competitive challenges can be fun, such as pitting management against employees or men against women, but the overall goal should be to create a supportive and enjoyable environment.
MTDHN: Does age matter in these programs?
WC: Age matters in terms of respect and influence. Having respected long-term employees as wellness champions can motivate others to participate. For example, a plant with a respected older employee leading a ping pong tournament can foster a strong, inclusive culture where employees willingly participate and support each other.
MTDHN: Are there differences in how international locations respond to wellness activities?
WC: Yes, cultural differences impact engagement.
For example, European employees may prefer biking without tracking data, while employees in Asia might enjoy competitive sports like badminton.
It’s essential to understand and respect these cultural preferences to design effective programs that motivate employees in different regions.
MTDHN: Do men or women do better with wellness programs?
WC: Women tend to participate more and are generally more proactive about their health. To engage men, it’s important to tailor messaging and involve their families. For instance, women at a wellness event can be encouraged to relay health messages to their spouses, increasing male participation indirectly.
MTDHN: Are wellness programs better suited for white-collar or blue-collar environments?
WC: Wellness programs can be effective in both environments, but the delivery method may differ.
White-collar workers might engage more with electronic formats, while blue-collar workers may respond better to physical materials like posters or phone calls.
Providing both options ensures broad reach and engagement.
MTDHN: How does an employer gauge the impact of wellness programs?
WC: Employers can gauge impact through data analysis, using predictive analytics to track changes in health risk assessments, biometric data and healthcare costs over time.
This data shows current health trends and predicts future health issues, helping employers measure progress and adjust programs accordingly.
MTDHN: Does participation in wellness programs affect insurance rates?
WC: Yes, reducing claims through wellness programs can lead to lower insurance rates.
With data showing reduced healthcare costs and improved health metrics, employers can negotiate better rates with insurance companies, armed with evidence of their successful wellness initiatives.