As an organization, we have over 60 years of experience in non-formal education and youth work. Besides running hands-on youth programs, we have also trained a large number of professionals in recent years in designing and facilitating engaging learning activities. What makes our approach unique is that we always build on our participants’ real-life practices. Using the method of constructivism, we support them with tools, theory, creative work forms, and our own experience, so that they can improve their own way of working - instead of receiving a ready-made program. This keeps the experience closely connected to their daily reality and helps to create a stronger sense of ownership. While working with different youth organizations, we see that the topic of well-being is extremely relevant, yet there is not much space to talk about it. Working with young people takes energy and presence, and besides the joy of new encounters and connections, there is always a new wave to ride and a constant need for adjustment. Many professionals struggle with identifying their own boundaries. Often, they step out of their professional roles, and they don’t know how to hold space for others and handle challenges while also taking care of themselves. As a result, many leave the field early or struggle with symptoms of burnout. Also, many youth workers juggle different roles, and they often find it difficult to manage them, ending up just getting through their work instead of enjoying it. To respond to this situation, we decided to create a project together with a few youth organizations from our network. We wanted to design a learning program full of well-being practices and self-coaching tools to support youth workers in navigating their daily challenges. Instead of only talking about well-being, we aimed to create ownership by showing them that they can take their process into their own hands. However, once we started working on the project, we realized that many youth workers in these organizations were beginners. The more experienced ones were busy running the organizations and could not take time off to join. This meant that we needed to slightly adjust our approach and explore how the topic of well-being is relevant for youth workers at the beginning of their professional path. What we realized was that the difficulties of our participants came mostly from a lack of know-how. Many of them stepped quickly into leadership roles without really understanding what happens behind the scenes or without fully grasping the thinking behind a learning program. They relied heavily on their own experiences as participants, which often led to well-being challenges. Many lacked confidence when standing in front of a group, struggled to create engaging and impactful learning activities (often overworking as a result), and didn’t know how to communicate their message clearly. They felt stiff, found it difficult to try different work forms or tap into their creativity, and often tried to copy what they had seen before instead of working from their own strengths and the impact that they wanted to create. Because of this, we realized that we needed to zoom out. Instead of focusing only on individual well-being practices, we also needed to support them in learning how to work more effectively and with clear results, so that they could experience more ease in their work and address many of their well-being challenges at the same time. To do this, we created a learning program with diverse elements. We focused on the basics of working with young people (like communication techniques, program design, needs analysis, connection, handling difficult situations, assessment of performance), and from there we introduced different well-being practices. The training was a combination of various methods and activities - such as theory, Q&A sessions, somatic work (focused on state management, connection, and the quality of presence), theater games, outdoor activities, intervision groups, and guided practices. In general, our main original objectives were the following: - youth worker development: bringing together 36 youth workers from 9 different organizations to improve their personal and professional well-being; - professional network: creating a support system for these people so that they can inspire one another and learn from each other, having a minimum of 6-8 support groups in this project - this way, making the topic of well-being actionable; - increased motivation and sense of purpose: supporting these youth workers in creating impact and in finding other ways to bring joy and fulfillment to their work - reporting at least a 70% increase; - local actions: implementing at least 9 local initiatives; - professional sustainability: improving our participants' skills in doing more with less; - evaluation: assessing the project's impact using Youthpasses, questionnaires, and follow-up activities.