Saúde e Bem-estar
Especialistas em saúde física e mental ajudando organizações a criar culturas onde as pessoas realmente prosperam
Speakers Associates represents 109 speakers on Saúde e Bem-estar, including Helen Lawal, Mallory Weggemann, Sylvia Marusyk, John Mackey, Paula Radcliffe, Annabell Fuller, Dr Thomas Curran, Mike Bushell, Kait Borsay e Lara Lewington.
Wellbeing budgets keep growing while the people they are meant to reach quietly check out. Apprentices, frontline staff and senior leaders all hear the same workplace mental health language, and most of them have stopped listening to it. The gap is credibility: who is delivering the message, what they have actually lived through, and whether anything they say survives contact with a hard week.
Around half the workforce will go through menopause, and most organisations still have no language for it. Symptoms are read as performance issues. Talented women leave in their late forties and early fifties without anyone naming why. The cost shows up in attrition data long before it shows up in policy.
Half the workforce will go through menopause, and most organisations still have no usable answer for how to support them through it. Generic wellbeing programmes do not reach the women losing confidence, sleep, and sometimes careers in their forties and fifties. The gap is credibility: a voice senior employees actually trust on women’s health, delivered without clinical detachment or wellness-industry gloss.
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.
Senior leaders rarely fail at strategy. They fail at staying functional when the plan collapses, the team is exhausted, and the next decision still has to be made. The buyer-side tension is not how to recover from one shock. It is how to keep deciding well across a sequence of them, without losing the people who are watching.
Most organisations know what the safer option is. They choose the familiar one anyway. When procurement systems, regulatory bodies, and established manufacturers benefit from the status quo, a better solution can sit unused for decades.
Crisis exposes whether a leadership team has any shared language for fear, loss, and recovery, or only language for performance. Most organisations discover the gap after the event, when people are already breaking. The harder question is what holds a team together when planning, control, and the usual signals of competence have all been stripped away.
Senior teams can rehearse resilience in workshops, but they rarely meet someone who has tested it across two decades, ten world records and a charity that runs whether or not she comes home from a mountain. The buyer’s question is whether resilience is a personal trait, a leadership skill, or an operating discipline that can be transmitted to a fatigued workforce. Audiences want a credible voice on what it actually takes to keep showing up when conditions, sponsors and physiology are all against you.
Senior leaders are now judged on how they hold their position when it costs them something. Endorsement contracts, board seats, public reputation: the price of a values stance has risen, and most executives have no template for paying it. The harder question is how to keep performing at the top of a profession while carrying that cost in public.
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.
Conservation and sustainability content is among the hardest material to land in front of a corporate or public audience. Audiences switch off when the message turns preachy and glaze over when it turns technical. The challenge is keeping the substance while making the room actually want to listen.
Most boards now have an AI policy. Very few have a defensible answer to what the policy actually controls when models are deployed across operations, products, and decisions about people. The harder question is how to keep AI ambition moving without losing public trust, regulatory standing, or internal credibility when the first serious failure lands.