Fostering staff well-being can no longer be the responsibility of individual staff but needs to be built into structures, practices, and social norms in residence life departments. We drew on elements of participatory action research to provide guidance for departments striving to intentionally prioritize staff wellness. First, based on literature and data from interviews with 17 residence life staff during the COVID-19 pandemic, we make the case that current practices are not sustainable. Then we describe strategies for reshaping operations and pose questions that leadership needs to ask to embed staff wellness in everything they do. Our visioning is grounded in Hettler's holistic wellness model, our own conceptualization of radical love based on the work of Freire and hooks, and our personal and professional experiences. We view this manuscript as a starting point for conversations and actions that will change how we engage in residence life work. [Discussion questions prepared by Madesh Samanu.]