Salute mentale sul posto di lavoro speakers
Relatori che affrontano lo stigma, costruiscono resilienza e trasformano il supporto organizzativo alla salute mentale
Speakers Associates represents 212 speakers on Salute mentale sul posto di lavoro, including Clare Kenny, Thimon de Jong, Helen Lawal, James Haskell, Ben McBean, Ben Campagna, Sylvia Marusyk, Dan Edwards, Perri Shakes-Drayton, e Toby Makoyawo.
Senior leaders inherit organisations that need to change, then find the culture quietly resisting them. The hardest part is not the strategy. It is convincing risk-averse teams that the bigger risk is standing still, and giving them the licence to act on it.
Senior conferences live or die on the person at the front of the room. A weak chair lets panels drift, mishandles sensitive subject matter, and leaves the audience remembering the awkwardness rather than the argument. Boards investing in flagship events need a host who can hold a complex agenda, push speakers without bruising them, and make the room feel that the conversation is in safe hands.
Burnout, anxiety and depression now sit on the executive risk register, but most corporate wellbeing programmes still rely on awareness campaigns and apps. Senior teams want content that names the harder ground: how someone keeps performing while quietly unwell, and how organisations build cultures where that conversation is possible without it becoming a crisis.
Most organisations treat culture as a values poster and inclusion as a compliance line. The work of designing how people actually experience the company, from onboarding to exit, sits unowned between HR, leadership and operations. When the experience breaks, engagement collapses, attrition rises, and the gap between stated values and lived reality becomes the company’s most expensive credibility problem.
Financial anxiety is now one of the largest hidden drains on workforce productivity, and most organisations have no credible voice to speak into it. Employee assistance programmes hand out signposting; few people actually trust the advice. The gap is a regulated, plain-spoken expert who can address a workforce on money without sounding like a product pitch or a wellness platitude.
Organisations talk about resilience as a workplace value, then reach for it only after a shock. Wellbeing programmes underwrite the language but rarely connect to how people actually recover from setback, fear, or visible difference at work. The gap shows up in retention, in trust, and in how teams respond when the next disruption arrives.
Most safety, wellbeing and engagement programmes treat people as a single category and then wonder why the same messages keep failing. Different personalities take in risk, pressure and feedback in different ways, and ignoring that drives accidents, disengagement and quiet attrition. The work is to translate human difference into something an operational team can use on a Monday morning.
Most organisations talk about resilience in the abstract until something breaks, a restructure, a public failure, a personal crisis inside a leadership team, and discover their language is hollow. Staff can tell when wellbeing is a slide and when it is a discipline. Closing that gap takes someone who has actually rebuilt a life under pressure and can show what the work looked like, day to day.
Live broadcast moments still decide whether a flagship event lands or fades. A senior audience can tell within minutes when a host is filling time and when a host is steering the room. The gap is widening between conferences that hold attention and those that lose it the moment the lights go down.
Wellbeing programmes have multiplied while anxiety, burnout, and mental ill-health inside organisations keep climbing. Most communications on the subject still sound like policy. Employees can tell the difference between language designed to satisfy a board and language that comes from someone who has been through it.
Senior operators who built and exited businesses often arrive at the next chapter without a script. The performance habits that scaled the company keep firing long after they are useful, and the cost shows up as burnout, identity loss, or quiet disengagement at the top of the organisation. Few advisors are equipped to work in that territory.
Burnout is now a productivity line item, not an HR footnote. Senior teams under sustained pressure show up performing, but quietly disengage from the work and from each other. The response cannot be another wellbeing programme; it has to address the identity and resilience layer underneath performance.