How do you create a workplace culture where employees feel comfortable discussing mental health and well-being? Share one effective practice you've implemented.

One Practice I Use to Prioritize Mental Health During the WorkdayJodi Taub, LCSW As a psychotherapist who also lives with a chronic illness, I have to be mindful of my own emotional and physical capacity throughout the workday. One consistent practice that helps me protect my mental health is scheduled sensory resets—deliberate pauses where I step away from screens, silence notifications, and engage in something tactile or grounding for at least 5 to 10 minutes. Sometimes this means sitting quietly with a warm drink, stepping outside for fresh air, or doing a few simple stretches. If I'm between sessions, I'll put on calming music or a guided breathing app and let my mind rest. Other times, I'll write in a physical journal to reflect on what I'm holding emotionally. These moments are deceptively simple, but they serve a very specific neurobiological function. They deactivate the sympathetic nervous system—the part of our brain that stays lit up when we're scanning for urgency, responding to emails, or holding emotional space for others. Without these resets, the day becomes a continuous loop of emotional output, with no space for regulation or recharge. This practice helps me maintain my capacity to show up for clients with presence and empathy, rather than sliding into overwhelm or emotional fatigue. It's one of the most important ways I protect against burnout—not just as a clinician, but as a human being navigating a complex world. We all need moments where we're not "on." In a work culture that often glorifies hyper-productivity, choosing to take these pauses is a radical act of self-preservation and mental clarity.

At Truth Center for Health & Healing, cultivating a culture of care isn't just a value--it's woven into how we show up every day. We believe that when we prioritize mental health and authentic connection within our team, we're better equipped to support our clients in doing the same. One of the most impactful practices we've implemented is consistent, relational check-ins with our staff--weekly or biweekly, depending on the person's needs and role. But these aren't your standard performance reviews or to-do list updates. Our check-ins are human-centered. We ask about life, not just work. We hold space for the realities of being a therapist, a parent, a partner, a person. We normalize talking about what's hard, celebrating what's good, and naming when someone needs support--not as a weakness, but as a sign of strength. These conversations aren't just about making sure things are "on track." They're part of how we live our values: cultural humility, systemic awareness, and the deep belief that healing happens in relationship. Transparency in supervision and mutual accountability are cornerstones of our culture. We talk about burnout before it becomes unmanageable. We celebrate boundaries. We encourage rest. And we check in because we care--not because we're checking a box. This practice of attuned, regular connection has become a ritual of belonging at Truth Center. It's how we model the work we do with clients. It's how we grow as clinicians and as people. And it's how we create a workplace where no one has to shrink or silence themselves to belong. Because showing up for one another fully--truthfully--is how we show up as our best selves.

As an award-winning Executive Coach and Organizational Psychologist, I specialize in fostering leadership cultures where mental health and well-being are not only discussed but also actively prioritized. Creating such an environment starts with leadership modeling behaviors that demonstrate psychological safety and openness, where leaders exemplify vulnerability and provide space for employees to express their challenges. One key practice that I have successfully implemented with senior leadership teams is embedding mental health and well-being into leadership development programs. This practice shifts well-being from a reactive initiative to an integral, proactive part of leadership. It begins with senior leaders openly discussing their own mental health journeys, normalizing the conversation, and establishing trust across the organization. When leaders openly acknowledge the importance of mental health, it sets a precedent for the entire organization, creating a culture where employees feel comfortable discussing their well-being without fear of judgment or stigma. The practice goes beyond dialogue—it is reinforced by providing structured opportunities for leaders to receive training in mental health awareness, including the skills needed to support their teams. For instance, offering Mental Health First Aid training ensures that leaders not only understand mental health but also know how to respond effectively when they spot signs of distress in employees. This level of preparedness fosters an environment where mental health is viewed as an essential part of performance, not a secondary concern. The results of this practice are far-reaching. Employees feel supported, and leadership is empowered to take meaningful action when challenges arise. Furthermore, this approach has been directly linked to higher engagement levels, greater retention, and improved productivity. By integrating well-being into leadership, organizations experience less burnout and greater overall job satisfaction. Employees who feel valued and supported are more likely to stay committed, leading to reduced turnover and long-term organizational success. As with any strategic change, the impact of this initiative is evaluated through regular feedback loops, ensuring that the programs are not just in place, but are delivering measurable results.

Creating a culture where employees feel comfortable discussing mental health and well-being starts with one key ingredient: trust. And trust doesn't come from a policy or a campaign--it's built through consistent, human-centered conversations. One practice I've seen work incredibly well is something we call Culture Convos--a series of small, intimate sessions where a member of the executive team meets with employees in a safe, relaxed setting to talk candidly about culture, well-being, and the employee experience. These aren't formal town halls or top-down updates. They're real, two-way conversations. The leader's role is to listen--not to defend, fix, or over-explain--but to genuinely hear what employees are feeling. What makes these sessions effective is the intent behind them. Culture Convos are designed not just to collect feedback, but to act on it. Employees are far more willing to open up about mental health stressors--burnout, workload, balance, support--when they believe their voices will lead to meaningful change. According to a 2023 Mind Share Partners study, 76% of employees say they would be more likely to stay at a company that prioritizes mental health--but only 40% say they feel comfortable discussing it at work. That's a trust gap we can close. That's why one of the most critical steps happens after the session: sharing back what was heard, what actions will be taken, and where leadership is still exploring solutions. A debrief during an all-hands meeting or a follow-up message reinforces accountability and shows that employee well-being is more than just a talking point--it's a leadership priority. These conversations humanize the leadership team. They normalize vulnerability. And over time, they break down the stigma around mental health by proving that it's safe--and even encouraged--to speak up. Mental health isn't a side topic. It's woven into how people show up, perform, and stay engaged. In fact, research by Deloitte shows that organizations with strong well-being programs see a 21% increase in productivity and 41% lower absenteeism. When employees feel psychologically safe enough to share their experiences, the result is a more connected, empathetic, and resilient workplace. At its core, building a culture of well-being isn't about launching the perfect program. It's about creating space--for real voices, real needs, and real change.

Creating a culture where people feel safe discussing mental health begins with leaders modeling honesty in a grounded, non-performative way. When those in leadership share their own struggles in a calm and open manner, it sends a quiet but powerful message: you don't have to hide here. One practice that's been deeply effective is incorporating regular check-ins that focus on emotional well-being, not just tasks. Simply asking how someone is feeling and actually listening without trying to fix it changes the dynamic. It shifts the workplace from a system of roles and output to a community of human beings. Culture isn't built by policies alone; it's shaped in the daily moments where people feel seen and heard. When empathy becomes a consistent part of the work environment, psychological safety follows. And only in safety can people truly show up as themselves.At our group mental health practice, one meaningful practice we've implemented is something we call "Monday Moments." Each Monday morning, we host a short, optional meeting where team members can share a personal reflection, a challenge they're facing, or an intention for the week. There is no pressure to speak, just a consistent space where people can be seen and heard without needing to perform or fix anything. Over time, this has helped create a culture of emotional openness and trust. Team members feel more connected, more supported, and more willing to speak up when they are struggling. It is a simple ritual that reminds everyone that mental health is not a separate part of the job. It is central to how we show up for ourselves and each other.

Normalize It--And Keep It Going If you want mental health and well-being to truly matter in your organization, it has to start at the top. Normalize the conversation--not just once, but regularly. Leaders should speak openly and often about the importance of mental health, not just in theory but in action. That means sharing practical ways the company is prepared to support its people. And when it comes to storytelling, authenticity is everything. Invite respected, successful leaders to share their personal experiences--their challenges, how they navigated them, and what worked for them. Real stories, from real people, backed by real support systems--that's how you move beyond the corporate "we care about you" lip service. Also, ditch the cookie-cutter approach. One size doesn't fit all when it comes to well-being. Instead, create safe, ongoing ways to hear directly from employees--through surveys, focus groups, or informal check-ins--about what truly matters to them. Then, act on that feedback. Because let's face it: a company-sponsored yoga class is a nice gesture--but if what your employees actually need is fewer meetings, more schedule flexibility, or better time management tools, yoga won't move the needle. You won't know unless you ask. And when you do ask--listen. Then, wherever possible, deliver.

To create a culture where employees feel comfortable discussing mental health, leaders need to embrace one powerful mindset shift: it's okay to be an imperfect leader. When leaders model appropriate vulnerability -- whether by sharing how they navigated burnout or what they've learned through setbacks -- they humanize themselves. This builds psychological safety, which is the foundation for honest conversations around mental health. Employees are more likely to open up when they trust that doing so won't lead to judgment, retaliation, or being seen as less capable. One practice I recommend: train leaders to recognize early warning signs that their team is under stress -- like increased callouts, disengagement, or a dip in quality of work. From there, bring in workshops or facilitated conversations to normalize the discussion and offer support strategies. Sustaining that culture means moving beyond one-off wellness days and making care part of your leadership DNA. When employees feel seen and supported, engagement rises, turnover decreases, and performance improves -- not just because people are happier, but because they're regulated, resourced, and ready to contribute.

One effective practice I've implemented to create a culture where employees feel comfortable discussing mental health is normalizing check-ins that go beyond performance. In team settings, I started carving out space for short, optional "pulse check" conversations--nothing forced, just a few minutes where we talk about how people are actually doing, not just what they're doing. I model it by sharing honestly myself--not oversharing, but enough to show it's safe to be human here. Over time, that built trust. It signaled that mental health isn't a side topic--it's part of the culture. And once people feel seen without judgment, they're more likely to open up when they're struggling--and more likely to support each other too.

Creating a culture where people feel safe talking about mental health really comes down to how you lead day to day. It's not something you fix with one policy or a poster on the wall. It has to be lived and modeled by the team from the top down. One thing we've done that's made a real difference is normalizing open check-ins--not just the "how's work going" kind, but the honest, human conversations. Every week, we make space for team members to talk about how they're feeling, both inside and outside of work. It's optional, not forced, but because we've built trust over time, people actually use it. We also make sure managers are trained to spot the signs of burnout and know how to respond with care. It's not about being a therapist, it's about listening well and knowing when to offer support or flexibility. Probably the most effective practice though has been leading by example. When I've had tough weeks or needed to step back to reset, I've been open about it. That transparency sends a message that it's okay to not be okay, and that taking care of yourself isn't a weakness. It gives others permission to do the same without fear of judgment. At the end of the day, the goal is to create an environment where people feel like they can show up as they are.

Look, talking about mental health at work used to be treated like admitting you didn't know how to reset the Wi-Fi — awkward stares, polite coughs, and someone slowly backing out of the room. As a humor and laughter expert, I've found that the secret weapon to opening up conversations about mental health is laughter — but not the fake, awkward kind — the real, human kind that reminds us we're all gloriously imperfect. One practice I've implemented is what I call "Fail Fridays": once a month, the team gathers (virtually or in-person) and shares one failure, flop, or forehead-slap moment from the month. Big or small, it's all fair game. The only rule? You must celebrate it like a major award. We laugh, we normalize mistakes, and—here's the kicker—people start realizing that vulnerability isn't just tolerated, it's celebrated. Over time, this creates a culture where saying, "Hey, I'm struggling" feels just as normal as saying, "Hey, I need help resetting the Wi-Fi." Humor lowers defenses, opens hearts, and makes space for honest conversations about well-being. Plus, it reminds everyone that being human isn't a liability — it's our superpower.

Creating a workplace where employees feel safe talking about mental health starts with open and honest communication. One practice that has worked well is including mental health check-ins during regular team meetings. I'll often begin by asking, "How's everyone doing—really?" or by sharing something from my own week, like feeling tired or needing a mental health break. When leaders model this kind of openness, it sends a message that mental health matters and it's okay to talk about it. We also support flexibility in our schedules and encourage team members to take breaks when they need to recharge. These small, consistent actions help build a culture where people feel seen, heard, and supported—not just as employees, but as individuals. It takes time to create this kind of environment, but with trust, empathy, and consistency, it becomes part of the workplace culture.

Often, when we talk about mental health, we are focusing on mental health challenges, crises, or illness, but the truth is that we all have mental health. In educating and communicating that we all have mental health and we all need to care for it proactively, much like we do with physical health, we can make a massive impact on how we discuss it overall and in reducing stigma. If we all should be caring for our mental health, it becomes much easier to speak about it as part of your culture.

At our office, I started something simple that changed the way we talk about mental health. Before we dive into work at our weekly meetings, I ask everyone to share one thing that's on their mind, whether it's work-related or personal. The first few times, people kept it surface-level, but I made a point to share honestly about my own rough days. Gradually, others followed suit. I remember a colleague mentioning how anxious she felt balancing work and caring for her aging parent. Instead of brushing past it, the team offered support and even adjusted deadlines to help her out. That moment showed everyone it was okay to speak up. Keeping this practice going has made our workplace feel safer and more connected. People know they can bring their full selves to work, and we're better at looking out for each other.

My apologies for skirting around your question specifics, but if I may make a relevant comment. There is a problem with companies putting limited efforts into this stuff without real follow-through. In some cases, there will be very basic training rolled out about neurodivergence, which is too general to help anybody (training needs to be condition-specific). Accessibility networks exist at companies, which are then not actually allowed to implement or do anything because whatever they come up with is never considered as a priority. Then there's the challenges of senior leadership - if they don't 'join in' then others won't take it seriously enough either. Another common issue is HR, managers, etc caught up in the Dunning-Kruger effect... 'thinking' they know enough about mental health, conditions, etc... so they don't need to know any more. They then continue on as they were, not realising what they know is too little or just plain wrong, and their reports continue to suffer as a result. The knowledge is out there aplenty, what's missing is the willingness. Unfortunately at the moment, many people still won't disclose because they fear judgement if they do... even though they're already having a hard time because of lack of support, etc... A couple of relevant articles related to ADHD (but also applicable to other issues) that may be helpful: https://adhdworking.co.uk/adhd-at-work/process-for-process-sake-when-box-ticking-misses-the-point-and-harms-employees-with-adhd/ https://adhdworking.co.uk/adhd-at-work/subtle-and-unintentional-bullying-and-harassment-against-people-with-adhd-in-the-workplace/

At 5 SENS, we've implemented work-life harmony policies that recognize the need for autonomy and flexibility. We understand that giving our team control over when, where, and how they work can help avoid work-life conflicts, build trust, and improve overall health outcomes. This approach aligns perfectly with our brand ethos of "Your mood, bottled" - we believe employees should have the flexibility to work in ways that support their changing mental and emotional states. This cultural shift has led to increased productivity, higher retention rates, and most importantly, a culture where team members feel empowered to prioritize their wellbeing without guilt or stigma.

As an award-winning Executive Coach and Organizational Psychologist, I've seen the transformative power of a culture that prioritizes mental health. However, encouraging open discussion in high-pressure work environments is challenging. To make this possible, companies need a strategic, proactive approach that embeds mental health as part of their organizational culture. A major barrier to mental health discussions is the high-performance culture itself. In such environments, employees may feel that addressing mental health could hinder their career advancement. Financial constraints also contribute to reluctance, as leaders often perceive mental health programs as costly rather than a worthwhile investment. There's also stigma, employees fear judgment or negative consequences if they speak up about mental health. Finally, access to mental health services can be difficult, with employees struggling to find the time or navigate complex systems. To tackle these challenges, organizations must take a strategic, preventative approach to mental health. In my work with a global tech firm, we collaborated with C-suite leaders to frame mental health as a business priority. Transparent communication from leadership helps reduce stigma and sets a tone that mental health is not only accepted but encouraged. This shift in mindset is crucial for cultural change. We also implemented the practice of appointing mental health champions within teams. These trained individuals foster peer support, guide colleagues to resources, and normalize mental health conversations. It creates a support network where employees feel more comfortable seeking help. To ensure accessibility, we provided flexible resources, including virtual counseling and on-demand workshops. This made it easier for employees to engage with mental health services without disrupting their work schedules. Investing in mental health services yields a clear return on investment. Studies show that every dollar spent on mental health results in a $4 increase in productivity. Organizations with robust mental health programs report better employee retention, lower absenteeism, and improved engagement. When mental health is positioned as a strategic business priority, organizations see a direct correlation with improved performance.

When it comes to mental health in the workplace, I'll be honest: no Slack channel or one-off webinar is going to cut it. Those are band-aids. If you want people to talk about mental health openly, you have to normalize seeing it in action--especially from leadership. One thing I've found surprisingly effective is being openly cyclical with my productivity. I'll straight up tell the team, "Hey, I'm not pushing this week. I'm in recharge mode," or "This sprint, I'm in creative beast mode, so I'll be slower with Slack replies." By openly modeling the fact that I'm not operating at 100% all the time--and don't expect anyone else to, either--I'm not just saying "mental health matters." I'm living it. It creates this quiet permission structure. People start saying things like, "I need a low-stimulation week" or "I'm going through a rough patch, I'll need a few days of async work." And the team gets it--because we've all seen it modeled already. There's no performance theater required. No pretending. Mental health isn't about checking boxes or having the perfect wellness program. It's about creating an ecosystem where people don't have to justify being human.

I've been working on making our workplace a space where talking about mental health isn't awkward or taboo. One thing we've started is "Wellness Wednesdays"--just casual, midweek meetups where anyone can drop in, virtual or in person, to chat about mental health stuff. It's not a therapy session, more like a safe space to share or just listen. We've had guest speakers, like mental health pros or even coworkers who want to open up about their experiences. It's been pretty powerful. People seem to feel less alone, and it's sparked some real conversations about how we can support each other better. Plus, it's led to some solid changes in our policies and how we approach well-being as a company. It's all about making it okay to talk about mental health without fear of judgment, and so far, it's been working.

One of the most effective ways I've seen to support mental health at work was replacing traditional status check-ins with "Uptime Logs." Each week, team members respond to three simple questions: - What gave you energy? - What drained it? - What would help next week? It's not a diagnostic tool -- it's a lightweight reflection that tracks mental load over time without stigma. The responses are private, only visible to leads, and used to spot patterns like cognitive fatigue, workload friction, or early signs of burnout. What made this work was how seamlessly it fit into existing workflows. It wasn't a separate "mental health initiative." It was treated as part of performance optimization -- a routine check-in on how people are really doing, not just what they're doing. Takeaway: If you want mental health to be part of the culture, make it operational -- not optional. When emotional clarity is tracked like any other performance signal, it becomes easier to talk about, easier to act on, and safer to share.

Normalizing Mental Health Starts With Everyday Leadership We talk about mental health the same way we talk about physical health—consistently, candidly, and without stigma—and that's been one of the most effective shifts we've made. I make a point to model that. Whether it's mentioning a tough week or encouraging someone to take real time off, the goal is to show that well-being isn't a side topic—it's central. They're about people—not just numbers—which is why we've integrated weekly check-ins with our clinic leaders. Are you okay? Is your team okay? What do they need? That kind of simple, consistent attention sends a powerful message: you don't have to "power through" everything. Let's be honest—When we support each other the way we care for our patients, we operate at our strongest—even in a field as challenging as healthcare.