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.
Senior leaders are running hot. Performance is up, but so are stress symptoms, decision fatigue, and quiet attrition inside the executive layer. Most wellbeing programmes target the wider workforce and leave the people under the most pressure to manage their own recovery, which they routinely fail to do.
Wellbeing programmes keep landing on the same checklist of yoga sessions, mindfulness apps and fruit bowls, and employees stop trusting any of it. Nutrition advice inside organisations is either too clinical to act on or too faddish to take seriously. The gap is a credible voice that can talk to a mixed audience about what to eat without moralising, dieting, or wellness theatre.
Workforces carrying private setbacks, fatigue, and self-imposed limits do not perform at the level their employers need. Wellbeing programmes often stop at awareness and stress-management language, leaving the practical question untouched: how does an individual actually change behaviour, recover momentum, and stay productive after a knock. That gap shows up in absence figures, engagement scores, and the quiet underperformance that nobody quite names.
Burnout is no longer a wellbeing issue. It is a capacity issue, and it is showing up in the quality of decisions senior teams make under sustained pressure. Most organisations still treat it with perks and policy, when the gap is in how leaders and teams manage their own energy day to day.
Senior leaders ask people to perform through repeated setbacks, then provide little language for how that is actually done. The gap between resilience as a value on a slide and resilience as a daily decision is where careers, teams and recovery programmes quietly fall apart. Audiences need someone who has held that ground in public, with consequences attached.
Pressure that lasts for years tests organisations differently from pressure that lasts for weeks. Leaders are practised at acute crisis; they are far less practised at the slow corrosion of morale, judgement, and identity that comes when uncertainty refuses to resolve. The harder question is what keeps people functional, hopeful, and connected to each other when there is no clear end in sight.
Mental health sits at the top of every wellbeing strategy and somewhere near the bottom of most line managers’ confidence list. Policies exist, EAP usage is reported, and yet the conversations that actually prevent harm rarely happen on the floor. The gap is not awareness. It is the willingness to speak first, and the skill to respond when someone else does.
Senior leaders are asked to hold their nerve in moments that decide the year. The cost of one wrong call, one visible wobble, one private collapse is now higher than the reward for getting it right. The discipline of staying composed, present, and useful under that weight is rarely taught and almost never practised.
Wellbeing budgets keep growing while engagement, burnout and attrition numbers refuse to move. Most programmes treat the symptoms of stress rather than the underlying psychology that drives how people behave under pressure at work. Leaders need a way to give staff practical tools for self-regulation and emotional intelligence that hold up beyond the away-day.
Burnout shows up in attrition numbers long before it shows up in engagement surveys. Senior teams know wellbeing has moved from perk to operating risk, but most internal programmes still default to vouchers, apps and webinars that nobody finishes. The harder question is what a credible, sustainable practice of self-care actually looks like inside a high-pressure career, and who can speak to it without sounding like a wellness brochure.
Senior leaders are running operating systems that were never tuned for the load they now carry. Most wellbeing programmes touch the symptoms and leave the underlying biology, sleep, recovery and decision capacity untouched. The cost surfaces later, as burnout, attrition at the executive bench, and a slow erosion of judgement when it matters most.
Senior teams talk about resilience as a value, then under-invest in what it actually requires when conditions break. The gap is rarely visible in good years. It surfaces when a leader has to make decisions while the operating environment, the team’s confidence, or their own capacity is changing faster than the plan accounts for.