Salud mental en el lugar de trabajo
Oradores que combaten el estigma, fortalecen la resiliencia y transforman cómo las organizaciones apoyan la salud mental
Speakers Associates represents 212 speakers on Salud mental en el lugar de trabajo, including Clare Kenny, Thimon de Jong, Helen Lawal, James Haskell, Ben McBean, Ben Campagna, Sylvia Marusyk, Dan Edwards, Perri Shakes-Drayton y Toby Makoyawo.
Most organisations still run on a model of emotion that science abandoned a decade ago. Senior leaders are asked to read faces, manage their own stress, and design culture using assumptions about feelings that do not survive contact with the brain. The cost shows up in misread performance reviews, blunt wellbeing programmes, and AI tools that promise to detect emotion but cannot.
Wellbeing budgets keep growing while sickness absence, presenteeism and burnout-linked cognitive load continue to climb. Most workplace interventions still treat mood, focus and immunity as separate problems. The science of the gut-brain axis says they share a biological root, and most organisations do not know how to act on that.
High-performing workforces are quietly collapsing under the weight of standards no one openly sets. The same striving cultures that produce results are now driving burnout, attrition and a measurable rise in anxiety among the youngest cohorts entering work. Leaders need to understand why this is happening before they can decide what to do about it.
Workforces are exhausted before the working day starts. Stress, sleep loss and weight-related ill-health quietly degrade attention, judgement and retention across the organisation, and most corporate wellbeing programmes do not move the underlying clinical picture. Leaders need help that is closer to medicine than to motivation.
Resilience is the quality organisations ask for most often and define worst. Leaders talk about it during a restructure, a product failure, a personal crisis inside a team, and mean something different each time. What employees actually want is a usable method for continuing to function, and contribute, when the ground has shifted and nothing about the next twelve months looks familiar.
How people feel at work shapes retention and performance more than most balance sheets admit. Wellbeing still sits on the HR agenda rather than the strategy one. Under sustained pressure, leaders default to delivering over people, and the cultures they spent years building begin to erode.
High performers in most organisations are taught to mask setbacks. The cost shows up later as disengagement, brittle teams, and leaders who cannot model recovery for the people they manage. Building cultures where mistakes can be named, learned from, and moved past is now a measurable people problem, not a soft one.
Wellbeing programmes increasingly skim the surface of what is actually breaking people at work. Stress, burnout and disengagement often sit on top of harder questions about food, body image and self-worth that almost no organisation is equipped to address. Without a credible clinical voice, wellbeing strategy stays at the perks layer and leaves the underlying drivers of absence, presenteeism and attrition untouched.
Inclusion programmes have lost momentum inside many large organisations. The language is contested, the metrics are awkward, and the people meant to benefit often describe the experience as performative. The harder question for leaders is how to build cultures where new voices actually shape the work, not simply appear in the room.
People-pleasing and imposter syndrome are widely named in workplaces, rarely treated as the operational drag they are. They show up as missed boundaries, unspoken disagreement in meetings, talent quietly under-performing, and senior staff burning out without explaining why. Most wellbeing programmes label the problem; few give people the clinical vocabulary to change it.
Inclusion has become a vocabulary problem inside most organisations. The language is fluent, the policies are written, and yet disabled employees, neurodivergent talent and anyone whose body or mind sits outside the default still report the same friction at work. The question senior leaders quietly ask is whether their inclusion programme is changing anything, or whether it has become a parallel function that runs alongside the real culture without altering it.
Mental health policies exist on paper in almost every large organisation. What is usually missing is a voice employees recognise from their own lives, someone who makes the conversation feel permissible rather than procedural. When wellbeing programmes read as HR compliance, take-up stalls and the people who need support most stay silent.