Mental Health at Work — A Question of Leadership and Design
Mental health has become one of the most defining challenges in today’s workplaces.
Today, one in four employees reports experiencing health concerns linked to their work — often in the form of stress, worry, or anxiety. At the same time, 48% of long-term sick leave cases are connected to mental health.
On a broader level, the impact is significant. Mental health-related challenges are estimated to cost economies close to 5% of GDP annually, through lost productivity and absence.
But behind these numbers is something more human — a growing sense of pressure, mental load, and a gradual loss of energy in everyday work.
And importantly, the effects begin long before someone goes on sick leave.
They show up in:
reduced energy
lower focus
decreased engagement
strained collaboration
This is where organizations have the greatest opportunity to make a difference.
When We Act Too Late
Despite the scale of the issue, many organizations still respond only once problems have escalated.
Research indicates that 62% of companies act too late — often when an employee is already on sick leave or experiencing burnout.
This is rarely due to a lack of care.
More often, it’s because:
the signals are subtle
the pace of work is high
focus remains on delivery
But when action comes late, the consequences are more significant — both for the individual and the organization.
What could have been addressed early becomes something that requires long-term recovery and broader team adjustments.
What Mental Health at Work Is Really About
It’s easy to view mental health as an individual issue.
In reality, it is often shaped by the interaction between the individual and their work environment.
Work itself is not necessarily the problem.
In fact, 9 out of 10 individuals on long-term sick leave due to mental health report that work has contributed — but not simply because of workload alone.
Many people thrive under pressure, responsibility, and meaningful goals.
What makes the difference is what surrounds the work:
clarity in expectations
a sense of control
access to support
space for recovery
a culture where it feels safe to speak openly
When these elements are missing over time, the risk of mental strain increases — regardless of capability or ambition.
Talking About Mental Health — Simpler Than We Think
Many leaders hesitate to initiate conversations about mental health.
There’s often concern about:
saying the wrong thing
overstepping boundaries
needing to have all the answers
But in practice, it’s not about being an expert.
It’s about:
asking the question
showing awareness
listening without immediately trying to fix
Leaders are not expected to be psychologists.
But they play a critical role in creating an environment where it feels safe to speak about how work is experienced.
Often, that first conversation is what prevents a situation from escalating.
