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.
Resilience is the word every leadership team reaches for and the one they find hardest to instil. Most people can describe it; far fewer have tested what it takes to keep going when the wind changes, the cameras move on, or the plan stops working. Organisations want a voice that makes the gap between talking about resilience and actually practising it feel concrete.
Burnout is no longer an HR metric. It shapes who stays, who leads, and what an organisation can credibly ask of its people during sustained change. Leaders need a way to talk about wellbeing, purpose and sustainability in the same conversation, without the language collapsing into wellness theatre or ESG slogans.
High-pressure environments expose people long before they break. Leaders see the fallout, missed calls, thinned-out decisions, quiet withdrawal, but rarely the mechanics underneath. What organisations need is a clearer account of how elite performers actually hold up, where they come apart, and what recovery looks like when the failure happens in public.
High-performing teams burn out quietly. The pressure is constant, the stakes feel personal, and the people carrying the workload often have no language for what is happening to them until something breaks. Conventional wellbeing programmes rarely reach them, because the issue is not policy but the felt experience of working at intensity for years on end.
Senior leaders ask their teams to perform when the stakes are highest and the margins thinnest, then ask them to do it again the next quarter and the one after that. The discipline that produces a single peak is not the discipline that produces repeated peaks across years of changing conditions. Most organisations underestimate what it costs the people who deliver it.
Senior leaders are asked to make sound decisions in conditions that wear down judgement: fatigue, ambiguity, repeated setbacks, and physical or psychological strain. Most performance training assumes recovery between events. Real organisational life rarely offers it. The tension is how to keep deciding well when the conditions designed to break you are the steady state.
Sedentary work is quietly taxing the people organisations rely on most. Back pain, shoulder tension, poor sleep and stress show up as absence, lost focus and slow recovery from pressure. Leaders want a workforce that can sustain intensity without breaking, and they need something more practical than a wellbeing slogan.
High performers are often the last to admit they are struggling. The culture that drives them rewards composure and treats asking for help as weakness, so problems stay hidden until they break something. And when the role that once defined someone ends, the loss of identity can destabilise far more than the change itself.
Alcohol is the last unexamined health risk inside most corporate wellbeing programmes. Organisations spend on mental health, sleep, nutrition and resilience, then host events where drinking is the default social contract. The gap between stated wellbeing strategy and actual workplace culture is where engagement, absence and performance quietly suffer.
Most organisations say they want different voices in the room. Few are built to hear them when they arrive. The gap between inclusion policy and lived experience sits inside culture, in the assumptions people make about who belongs, who leads, and whose judgement is trusted under pressure.
Most leadership teams have never had to make a decision where the cost of hesitation is someone’s life. That absence shows up later, in how an organisation behaves when a plan breaks, a crisis escalates, or a senior leader loses composure in front of the room. The gap between stated values and what people actually do under pressure is where careers, trust and operational capability quietly come apart.
Senior leaders are being asked to make better decisions, faster, with less recovery time between them. The reflex under that pressure is to compress; to skip the pause, override the doubt, push the team harder. The cost shows up later, in eroded trust, fatigued judgement, and cultures that perform on adrenaline rather than capacity.