Mental Health in the Workplace speakers
Speakers who tackle stigma, build resilience, and reshape how organisations support employee mental health
Speakers Associates represents 212 speakers on Mental Health in the Workplace, including Clare Kenny, Thimon de Jong, Helen Lawal, James Haskell, Ben McBean, Ben Campagna, Sylvia Marusyk, Dan Edwards, Perri Shakes-Drayton and Toby Makoyawo.
Pressure performance is treated as a soft skill in most organisations, until a senior leader faces a moment that exposes how little they have practised it. The same composure that wins a 100m final is the composure that lets a manager carry a team through a results call, a restructure, or a public mistake. Most leadership development programmes do not get near how that capacity is actually built.
Every accountability system assumes people want to meet the standard. Many do not. They meet the minimum and wait to be managed. Reviews, incentives, and performance dashboards cannot fix that, because it starts with whether people believe the work is worth their full effort.
Senior leaders are asked to carry composure through events that would break most people: public failure, restructure, personal crisis, sustained scrutiny. Most leadership development has nothing useful to say about that. The gap is not motivation, it is what a person actually does in the months between hitting the floor and walking back into the room.
Senior leaders are asked to perform when the margin between success and failure is fractions of a second and the cost of a bad decision is public. The pressure does not stop when the result is delivered; it often gets harder, because recovery is unstructured and rarely discussed. Organisations need leaders who can hold their nerve in those moments and who know what happens to people who do not.
Stress, burnout, and quiet disengagement now sit inside the operating cost of most large employers. Leaders are told to fix it with another wellness app or another awareness week, and the numbers refuse to move. The harder question is how to make mental fitness a managed performance variable in the same way fitness, safety, or capability already are.
The career ladder no longer holds people. The most capable employees now build portfolio lives and expect work to mean something, and they leave when it does not. Retention depends less on the next promotion than on whether the organisation’s own story is worth staying for.
Burnout, disengagement and culture drift are now structural conditions inside most large organisations, not individual problems to be coached away. Wellbeing programmes proliferate while attrition, mental health load and inclusion fatigue keep rising. The leaders accountable for culture rarely have a clinical lens to diagnose what is actually breaking.