How many of us as leaders can honestly say we have always been OK? I certainly can’t. My own journey, and my observations of others in leadership, have highlighted the profound impact of mental well-being – or the lack thereof – on effectiveness and overall life satisfaction. It’s been a crucial lesson, learned through witnessing both struggles and positive interventions, to actively prioritize mental health, not just for myself but also in fostering healthy environments for others. Over time it has become more clear to me how societal pressures and ingrained expectations can often push individuals, particularly those in leadership roles, to operate far beyond healthy or sustainable limits.

Witnessing leadership under pressure

Early in my career, as a young professional at a crisis management firm, I witnessed firsthand the immense pressure leaders face. We were engaged in a challenging turnaround within the manufacturing industry and the CEO of the struggling company was visibly overwhelmed. The weight of the business’s precarious situation seemed to consume him. It was alarming to watch such a vibrant leader crumbling.

Recognizing the severity of the situation, my astute boss brought in an organizational psychologist who specialized in working with CEOs. What unfolded was a powerful lesson in the intersection of leadership and mental well-being. Through the psychologist’s guidance and support, the CEO began the difficult process of separating his personal feelings of self-worth from the financial performance of the company. It became clear that the intense pressure and isolation of his role had taken a significant toll. 

The power of intervention and the persistence of stigma

While I observed this process, I also became acutely aware of the subtle yet pervasive stigma surrounding mental health, especially for someone in such a powerful position. As a young woman in a demanding, male-dominated environment, the idea of openly acknowledging my own struggles, should they arise, felt incredibly daunting. The CEO, with the support of ongoing counseling, eventually made the difficult but ultimately positive decision to exit the business, moving toward opportunities that were a better fit for his well-being and skills. Watching that scenario play out reinforced for me the critical role of professional mental health support in navigating the immense pressures of leadership and the often-unspoken stigma that can prevent individuals from seeking help. It also taught me that we are not our jobs, and that – even if it is hard to see it at the time and even if it is not easy – we always have choices.

The rising tide of workplace stress: A 2025 snapshot

That long-ago experience seems relevant in today’s demanding workplace landscape. The relentless pressures of global and national events, post-pandemic adjustments and the “always-on” nature of modern work have amplified workplace stress. A recent Wellhub report highlighted that work stress surpassed inflation and AI anxiety as the leading threat to employee mental wellness in early 2025, with nearly half (47%) identifying it as the primary cause of declining mental health. This pervasive stress doesn’t discriminate and leaders, despite their positions, are not immune. In fact, the burden of responsibility and the isolation often inherent in leadership can exacerbate these challenges, sometimes making it even harder to acknowledge vulnerability and seek support due to perceived expectations of unwavering strength.

Leading by example: Prioritizing well-being for effective teams

Just as the organizational psychologist provided a lifeline for the overwhelmed CEO, leaders today who prioritize their own mental well-being are better equipped to create psychologically safe environments for their teams. Neglecting one’s mental or physical health, particularly in high-pressure roles, diminishes leadership effectiveness. Burnout, anxiety and depression can impair judgment and erode empathy, impacting the entire organization. Conversely, leaders who actively engage in self-care send a powerful message: It’s OK to seek support. As a 2025 NAMI workplace mental health poll revealed, while 77% of respondents would feel comfortable if a coworker talked about their mental health, only 13% reported telling their manager their mental health was suffering due to work demands, highlighting the existing stigma and fear of judgment. This highlights the important role of leaders in normalizing these conversations by perhaps sharing their own journeys or openly supporting well-being initiatives.

Dismantling stigma: Valuing individuals beyond output

My early observations highlighted the pervasive stigma around mental health, even when the need for support is evident. The societal pressure to appear strong often traps individuals in cycles of overwork and self-neglect, defining worth by professional achievement. Leaders have a responsibility to challenge this, promoting balance and valuing individuals beyond their output. As Dr. Neha Chaudhary, chief medical officer at Modern Health, states, “Employees take their cues from leadership. If leaders and managers don’t visibly prioritize their own mental health, employees won’t believe it’s truly acceptable to do so.” The transformation I witnessed with the manufacturing CEO demonstrated that acknowledging vulnerability and seeking help can lead to positive outcomes, both personally and professionally. Studies show that organizations with leadership support for mental health at all levels report improvements in employee satisfaction and productivity.

The challenge of prioritizing well-being amid pressure

I admit that even with the best intentions as a leader, navigating scarce resources and intense pressure can make prioritizing one’s own or the team’s well-being a significant challenge. Sometimes it is difficult to make changes, or the timing is challenging or sometimes as a leader you are just too busy to figure out answers to problems you know are taking their toll. However, leaders must recognize that their mental health directly impacts their teams. Deloitte’s research on senior leaders’ state of well-being and resilience indicated a significant decline in workers’ mental health since early 2020, particularly among those in management positions, with over 80% of senior leaders reporting exhaustion at a level typical of burnout risk. This highlights the urgent need for leaders to prioritize their own well-being not just for themselves, but for the health and productivity of their organizations. The CEO’s situation early in my career was a stark reminder that even those at the highest levels can benefit immensely from professional support.

A shared responsibility: Fostering a culture of care

However, the onus of creating a mentally healthy workplace doesn’t fall solely on individual leaders. Organizations, boards, owners and colleagues must also play a vital role in fostering a culture of care. This includes providing adequate mental health resources, training managers to recognize and respond to signs of distress and ensuring that policies and practices support employee well-being at all levels. The intervention with the CEO, facilitated by the organization’s willingness to bring in expert help, demonstrates the power of a multifaceted approach. Organizations that proactively invest in the mental health of their people, including their leaders, are not just demonstrating compassion; they are building more resilient, engaged and ultimately more successful teams.

Seeking help as a sign of strength

Ultimately, my experience at the crisis management firm underscored that even those who appear to be at the pinnacle of success can be deeply struggling. By acknowledging their own vulnerabilities, leaders foster connection and trust. While a supportive workplace is crucial, professional mental health support is sometimes necessary – and should be destigmatized. Encouraging access to counseling, and even acknowledging the potential need for more intensive interventions, demonstrates a genuine commitment to well-being. The American Psychological Association’s 2022 national poll found that while fewer adults worry about retaliation for seeking mental health care compared to previous years, stigma remains a significant barrier, with nearly half of workers still feeling uncomfortable discussing their mental health openly with their supervisors. Leaders who actively work to dismantle this stigma create more open and supportive environments, where seeking help is seen as a sign of strength, not weakness.

A call to action: Creating workplaces that prioritize well-being

Reflecting on those formative years working at the crisis management firm, the transformative power of recognizing a leader’s struggle and facilitating access to appropriate support remains profound for me. Witnessing that CEO’s experience and many others’ struggles helped me to feel positive and empowered to reach out for coaching or counseling or to outsource certain types of work when I was overwhelmed or needed support at times in various leadership roles. 

My ongoing journey of understanding mental health in the workplace has illuminated the persistent stigma and the societal or internal pressures that drive overwork. Today’s leaders have a vital opportunity and responsibility to create workplaces where mental well-being is a core value, fostering environments where individuals – including leaders – feel safe, supported and empowered to prioritize their own care. Let’s take a look at ourselves and ask what we can do to lead well, now and in the future. 

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12 ways leaders can prioritize their mental health and support their teams

For leaders’ self-care:

• Schedule non-negotiable breaks: Just like important meetings, block out time for exercise, mindfulness or simply stepping away from work.
• Set boundaries: Define clear work hours or responsibilities and stick to them as much as possible. Resist the urge to be “always on” and attend every single event.
• Prioritize sleep: Recognize sleep as a crucial element of cognitive function and emotional regulation.
• Seek peer support: Connect with other leaders who understand the unique pressures of the role. Share experiences and learn from each other.
• Engage in hobbies or activities: Make time for activities outside of work that bring joy, help you disconnect from work and replenish your energy.
• Seek professional help: Consider engaging support from coaches, interim C-suite executives, advisers, therapists, counselors or organizational psychologists for support in navigating mental health challenges.

For supporting team mental health:

• Lead by example: Be open about your own well-being practices (without oversharing) to normalize self-care.
• Foster open communication: Create a culture where employees feel safe discussing their mental health without fear of judgment.
• Provide mental health resources: Ensure access to employee assistance programs, mental health apps and information about available support.
• Train managers: Equip managers to recognize signs of burnout or distress in their teams and to have supportive conversations.
• Promote time outside work: Encourage taking time off, discourage excessive overtime and respect employees’ personal time.
• Recommend professional help at all levels of care: Encourage individuals to reach out to therapists or counselors. For more severe mental health crises or life-threatening situations, emphasize the importance of considering options like intensive outpatient programs or even inpatient treatment.

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Read more on mental health in the workplace by Suzanna:

On Leadership: Whose job is it to address mental health in the workplace? It’s yours.

On Leadership: Why mental health is a business imperative