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.
Wellbeing programmes have become a line item in most organisations, yet engagement scores keep slipping and managers still report rising stress in their teams. The problem is rarely the absence of initiatives. It is the absence of a serious, evidence-based architecture that connects individual flourishing to the way the organisation actually runs.
Mental health is now an HR line item, but most workforce wellbeing programmes still struggle to reach the people who need them most. The reason is rarely policy. It is that staff who are quietly unwell do not believe the organisation is a safe place to say so, and managers do not know what to do when someone does. Closing that gap takes a credible voice on what eating disorders, anxiety, and recovery actually look like inside a working life.
Neurodivergent talent is now a workforce reality, not a diversity sub-topic, and most organisations still manage it through accommodation language rather than performance frameworks. The dominant model treats ADHD, dyslexia and autism as risks to be mitigated. That framing tells high-performing neurodivergent staff that their wiring is a problem the organisation tolerates. It is not a recruitment proposition, and it does not produce the focus or resilience these conditions can deliver when channelled.
Online abuse, image-based exploitation and deepfake content have moved from a private safeguarding issue into a workplace and reputational one. Employers, schools and public bodies are now expected to take a position, equip their people, and respond when staff or customers are harmed. Most still have no language for the conversation, no policy that matches the technology, and no first-hand voice to anchor a credible internal programme.
Senior performers stall under the weight of repeated public scrutiny. The expectation to deliver a clean execution at the highest level, then return four years later and deliver it again, is one of the harder demands organisations make of their people. Most leadership training has nothing useful to say about it.
Mental health pressure inside organisations is now a senior leadership problem, not a wellness programme. High performers carry it quietly, executives mask it, and the cost shows up in turnover, presenteeism, and avoidable burnout. The harder question is how to talk about it credibly without lapsing into wellness theatre or HR boilerplate.
Senior leaders are being asked to talk openly about mental health while still performing under unrelenting pressure. The vocabulary is everywhere; credible voices, particularly for men, are rare. Audiences want someone who has lived the question of how a person stays whole through sustained adversity, and can say something useful about it without slipping into clinical language or wellness cliché.
Conferences and awards nights live or die on the host. A flat presenter drains the room, mishandles sponsor moments and leaves senior guests feeling the evening did not justify their time. Internal and brand events need a host who can hold a stage, read a corporate audience and keep the energy honest without tipping into novelty.
Younger employees are leaving faster than they are being replaced, and the standard wellbeing programme is not slowing the exit. Senior leaders know engagement, mental health, and inclusion now sit on the same agenda. Translating that into something a Gen Z hire actually responds to is the harder problem.
Workforces are running on depleted batteries. Engagement scores fall, attrition climbs, and the people most relied on are the most fatigued. Conventional wellness programmes do not move the dial because they treat symptoms while the underlying load on attention, recovery, and emotional regulation continues to grow.
Neurodivergent employees, especially women, are often diagnosed late, managed poorly, and lost to burnout before anyone notices. Workplace wellbeing programmes rarely meet them where they are, and generic health advice fails the people who most need tailored support. The organisational tension is practical: how to build health, inclusion, and retention strategies that work for a neurodiverse workforce without reducing the conversation to awareness slogans.
High-performing teams are built on more than talent and process. They depend on whether people feel safe enough to be honest about pressure, mistakes, and what they actually need to perform. Most organisations talk about culture and wellbeing in the same breath, then struggle to translate either into the daily behaviours of a senior team under real strain.