Mental sundhed på arbejdspladsen
Talere der bekæmper stigma, opbygger modstandskraft og omformer hvordan organisationer støtter mental sundhed
Speakers Associates represents 212 speakers on Mental sundhed på arbejdspladsen, including Clare Kenny, Thimon de Jong, Helen Lawal, James Haskell, Ben McBean, Ben Campagna, Sylvia Marusyk, Dan Edwards, Perri Shakes-Drayton og Toby Makoyawo.
Most organisations plan for stability and then ask their people to absorb the shock when it does not arrive. Leaders are expected to hold the room through cancer diagnoses, redundancies, market collapses, and personal crises, with no method for doing so. Resilience gets talked about as a trait. It is usually a skill nobody has been taught.
Workforces are exhausted, anxious, and quietly carrying more than their managers see. Standard wellbeing programmes rarely reach the people who most need them, and rarely move anything when they do. Leaders need moments inside the working year that cut through the noise and remind people what resilience actually looks like in a body and a mind under sustained pressure.
Senior leaders talk about wellbeing in policy terms and creativity in innovation terms, and then ask why their people still feel flat, anxious and reluctant to take a risk in a meeting. The two conversations are the same conversation. Confidence, creative thinking and emotional regulation are practised skills, and most workplaces have stopped giving people time to practise them.
Leaders in large, change-fatigued workforces are running out of credible answers on culture and wellbeing. The standard playbook, surveys, away days, wellbeing weeks, has stopped moving the numbers, and staff can spot performative care from a long way off. The job now is to rebuild day-to-day culture in a way the workforce actually believes.
Disability and chronic illness touch a large share of every workforce, yet most inclusion programmes stop at policy language and training modules. The gap between a stated commitment and what employees with sight loss, invisible conditions or progressive diagnoses actually experience at work is where credibility is won or lost. Leaders need a way to close that gap without reducing it to a checkbox.
Mental health policies sit on the intranet, but stigma still does most of the work in deciding who speaks up and who stays silent. Wellbeing budgets do not change that. Hearing one person describe, in detail, what living with a clinical anxiety disorder is actually like changes it more than another framework. The question is whether the workforce has ever heard that voice from outside the HR slide deck.
A colleague in distress is usually spotted late, if at all. Most managers have never been taught what to say in the moment, and most wellbeing strategies stop at policy and EAP links. The gap between what an organisation claims about mental health and what a line manager can actually do on a Tuesday morning is where real harm happens.
Careers, businesses and operating plans rarely end on schedule. Senior people are increasingly being asked to absorb a sudden loss, a removed role, an injury, a market shift, and rebuild a working life from a smaller starting point. The harder question is not how to recover, but how to perform credibly inside a second career that nobody planned for.
Most enterprises have bought into generative AI in principle and stalled in practice. Pilots multiply, demos impress, but very few make the jump to operating on proprietary data inside real workflows. The hard question for boards is no longer whether to adopt AI, but how to make it useful at scale without losing control of accessibility, governance and the workforce alongside it.
Half the workforce moves through health stages that most organisations are not equipped to discuss, let alone support. Menopause, reproductive health and the daily realities of female physiology shape attendance, retention and confidence at every level, and they remain absent from policy and management conversation. The question is not whether to address this, it is how to do it with clinical accuracy rather than wellness theatre.
Most behaviour-change work inside organisations still assumes that crisis is what drives people to change, and builds wellbeing, performance and engagement programmes around pressure. The evidence from people who have actually rebuilt their lives points the other way. What sustains change is a pull toward something better, supported by community, meaning and connection, and that has direct implications for how organisations design culture, support recovery from burnout and respond to people in difficulty.
Employees are arriving at work already exhausted by their relationship with technology, then asked to absorb AI on top of it. Attention is fragmented, identity is leaking into datasets, and the human costs of always-on connection are showing up in engagement scores and mental health budgets. Leaders are running wellbeing programmes that do not touch the actual mechanism causing the harm.