I'm not being combative. I'm sincerely looking for a conversation on such things. To me it's all very obvious. But even a pandemic hasn't seemed to change necessary behaviours (e.g., diet).
For example, we recently had an emergency where part of my team had to work on the weekend. So I started the custom of "incident retros". Before the meeting I started an incident timeline and then asked others to contribute. In the meeting, we read through the timeline, queued up discussion topics, and voted on which ones to pursue. As we discussed, we listed possible action items. At the end we voted on those and people volunteered to pick up the ones they thought they could do.
On the one hand, this is a pretty normal technique for improving business processes. On the other, it helped train people that 1) weekend work is not normal and we should prevent it, 2) we as a team have authority over our work conditions, and 3) we can take frequent small action toward more healthy work conditions.
I don't think one of these will make a big difference. But over time I expect we can create a culture where employee health and worker productivity are seen as closely aligned, and where if managers try to order us to do something foolish, the team will feel empowered to push back. If in that push citing wellness pablum helps, I'm happy to do it. But lasting change comes from shifting organizational power.
To do this properly, you can't proselytize, which is generally what I see "raising awareness" to be -- you need to translate beyond the interpersonal gap and figure out how to say things in someone else's language building on their values. To your point, if that means sending a cookie-cutter Thrive Global clickbait article, well, maybe that's exactly what the product is designed for.
Funny, by writing this all out, I seem to understand that old canard about management consultants being primarily paid to help executive fight internal battles a lot better...
As somebody who got involved in the Agile movement before it had that name, I initially thought the productization of the movement was a positive. In retrospect, it was terrible. The packaged version of "Agile" ended up having most of the nutrients and all of the fiber removed. It was empty calories and an organizational sugar high, all the feeling of process improvement with none of the work (and none of the value).
My expectation with packaged, CEO-friendly wellness is more of the same: a way for CEOs to pay lip service to the trend of the moment without ever having to do anything difficult, without solving the systemic and organizational problems that harm the health of their workers.