Category: Leadership

Why leaders need to start going above well-being to provide new levels of safety and mental health support at work.

The business landscape has undergone significant changes in recent years, requiring organisations to adapt and transform. Businesses that don’t stay ahead of the changing landscape risk severe repercussions and challenges in maintaining outcomes. Within this context, organisational culture has become a topical issue. Businesses must respond to the challenge of creating a psychologically safe workplace that is constructive and engaging. Psychological safety refers to an individual’s perception of the consequences of taking interpersonal risks in the workplace. When employees feel psychologically safe, they are more likely to speak up, share their ideas, and take risks without fear of negative consequences. This sense of safety fosters open communication, collaboration, and innovation within teams and organisations.

If organisations don’t focus on culture and ensure it is psychologically safe, they will experience higher than normal levels of business dysfunction, such as increased labour turnover, high levels of absence, and increased claims of bullying and harassment, and they will also run the risk of ending up on the front page of the newspaper. CBI and Amnesty International recently hit the news due to ‘toxic workplace’ cultures. It will take years for these organisations to mend the damage created by not adapting to the new normal. Recently, we also watched the Head of Spain’s Soccer Federation try to stand against the tide of media and public opinion over an unwanted and public display of affection. As the leader of a high-profile organisation, Luis Rubiales failed to shift his behaviours to align with the requirements of the modern leadership context.

A psychologically safe workplace culture is now a crucial aspect of an organisation’s operation, without which the ability to attract and retain top talent will be severely hampered.
Leaders play a crucial role in creating and maintaining psychological safety in the workplace. While focusing on employee well-being is essential for creating a healthy work environment, going above and beyond to provide new levels of safety, especially on a mental level, is equally crucial. Organisations and their leaders need to put way more effort into well-being, mental health and safety in the modern business context as the world of work has shifted. There are several key drivers of this change: 

• A significant shift in the generational balance has occurred in the last few years. Millennials are now the dominant generation in the workplace. Gen Zs are also on the rise. They are about 5% and will be 30% of the workforce by 2030. This shift is precipitating a significant change in the world of work. Neither Millennials nor Gen Zs are tolerant of unhealthy workplace cultures, and they are far more likely to demonstrate their lack of tolerance by simply going and finding another job than by waiting around for things to change. 
• Gen Zs are digital natives who have grown up with technology and social media. They exhibit a natural proficiency in using digital devices, applications, and online platforms. They adeptly use technology for communication, collaboration, and problem-solving, having been exposed to digital tools from an early age. Leveraging this attribute of the Gen Zs is essential for organisations as they navigate the changing landscape of artificial intelligence, technological advancement and social media. Organisations must focus on building great workplace cultures if they will attract and retain Gen Zs.
• Younger generations are seeking purposeful work and will actively assess organisations based on their vision, values, and culture before joining. Organisations will have to not only articulate their vision, values and culture, but they will also have to ensure this is authentically lived in the organisation.
• Younger generations are less tolerant of and will challenge inauthentic leadership. Leaders must authentically ‘walk the talk’ and actively focus on well-being and mental health to ensure they are building a psychologically safe workplace culture.
• During the ‘great resignation’ research showed that people are ten times more likely to leave their organisation due to poor culture than pay (Sull, Sull & Zweig 2022). Businesses that do not systemically build and maintain a healthy workplace culture will have significant issues with retention moving forward.
• Mental health and well-being have become a high-priority issue demanding businesses respond to. Global research (Dimensions International’s Global Leadership, 2021) reveals that in the context of COVID-19, nearly 60% of leaders reported burnout. Research also shows that 44% of employees have experienced daily stress (Gallup 2022). The NHS  (The Guardian, 2022) is projecting that 10 million people will need new or additional support for mental health over the next three to five years.

In conclusion, delivering a psychologically safe workplace and ensuring that well-being and mental health are a daily focus is imperative for organisations that want to thrive in the modern business context. Leaders must up their game and focus on workplace well-being and mental health daily, as well as building a positive and engaging culture.

Dr Lynda Folan is an Organisational Psychologist, renowned Leadership and Organisational Development specialist, and author of ‘Leader Resilience, The New Frontier of Leadership (2021)’.  Lynda has considerable expertise in leading organisations through transformational change and works with organisations across the globe to deliver Leadership Development, Organisational Development, Cultural Transformation and Resilience. As the Managing Director of Inspired Development Solutions, Lynda leads a team that provides leading-edge and bespoke solutions for businesses across the globe.

Website: https://www.inspireddevelopment.net/

By Dr Lynda Folan, workplace psychologist and Managing Director at Inspired Development

By Charlie Coode, Founder of Culture15

According to Glassdoor, 77% of potential recruits consider company culture before accepting a new role. In fact, many candidates now feel culture is more important than salary, placing a significant onus on the employer to get it right.

Nevertheless, from a business perspective, company culture is about so much more than making staff feel good. It’s about learning to match up culture with company aims to foster growth – with greater loyalty, engagement and productivity developing as an aside.

At present, most leaders rely on outdated methods like gut feelings or sporadic employee feedback heard along the grapevine to understand and improve their culture. This approach is akin to trying to sail a ship blindly through a storm, with no compass in sight. Whilst you might occasionally guess correctly, you’ll most often find yourself adrift in a sea of failed initiatives – fuelled by a few loud voices that steered you in a direction that wasn’t right.

This is where data-driven insights come in, providing a compass for future direction, while providing a more detailed understanding of your starting point.

Getting culture right: the case of Patagonia

Outdoor clothing company, Patagonia, is an excellent example of what can be achieved when data is used to align company culture with strategic goals for constructive direction. Measuring current cultural behaviours, leaders identified low participation rates in the company’s ethos. They therefore took decisive action to allow employees to request flexible working hours to volunteer with environmental missions, seeing a marked increase in productivity and engagement as a result. By aligning Patagonia’s own sustainability values with employee wellbeing in a tangible way, the company developed into a much stronger brand, supported by a team that remains actively involved.

Essential metrics for your company culture

When measured and managed correctly, culture can drive both employee satisfaction and business success. It’s simply a matter of looking beyond generic engagement scores to look at quantifiable insights that can be translated into decisive action. Indeed, by focussing on the five key metrics below, it’s perfectly possible to benchmark improvement, whilst bridging the gap between where you want to be culturally and where you currently are.

1. Employee turnover

High turnover rates can be indicative of poor management, a lack of growth opportunities and an overall poor company culture. By tracking turnover rates by department, tenure and reason for leaving, perhaps comparing these rates to industry standards to identify problem areas, employers can take decisive action towards rectifying causes for concern, leading to retention improvement.

For instance, if a tech startup were to notice that its turnover rate for engineers was significantly higher than the industry norm, it could dive into exit interview data and cross-reference this with workload metrics to identify the cause of the issue: unrealistic project timelines. Employers can then introduce appropriate measures to prevent talent burnout, adjusting workloads and deadlines to produce a marked decrease in employee turnover.

2. Internal promotion rates

Similarly, a high rate of internal promotions tends to suggest that a company is investing well in its employees, providing clear career paths. This is critical to maintaining a motivated and loyal workforce – and being aware of what works well allows related initiatives to continue over time.

Perhaps, for instance, heavy focus on internal mobility has led to high rates of promotion, in turn contributing to the company’s reputation as a top employer capable of retaining top talent. This is something the company will wish to continue and promote, as such making the tracking of the number of promotions within a specific timeframe central to its continued growth.

3. Employer net promoter score (eNPS)

Employer net promoter score (or eNPS) essentially measures the likelihood that employees will recommend their workplace to others, providing a clear indicator of overall employee loyalty and satisfaction. By tracking responses to eNPS surveys over time, employers can objectively assess shifts in sentiment far more easily than they could if relying on feelings-based, verbatim feedback alone. If eNPS scores are seen to be declining, further investigation can then be carried out to find out why employees are feeling undervalued, with solutions like peer-recognition platforms being implemented to quickly improve both morale and scores.

4. Time to productivity

This metric measures how quickly new employees reach full productivity, with shorter time-to-productivity scores indicating effective onboarding and longer scores indicating potential problems. Shorter scores may likewise be interpreted as a sign of a strong, supportive workplace environment.

By tracking the time it takes for new hires to meet performance benchmarks, combined with the results of onboarding surveys to gather feedback on the process, employers can objectively assess how well their teams are performing. If time to productivity turns out to be longer than expected, they might then wish to revamp their onboarding process to include more hands-on mentorship and training, tracking any increases or decreases that may emerge as a result. By effectively assessing which methods are working, time to productivity can be significantly reduced, leading to faster contributions from new employees, who will be much happier as a result.

5. Absenteeism rates

Whilst there are many valid reasons for absences, high overall absenteeism can be a sign of low employee engagement and workplace dissatisfaction. Monitoring the frequency of absences and any patterns across the organisation thus becomes an opportunity to address any underlying issues when findings are correlated with other metrics like employee surveys and exit interviews.

Say, for example, an international manufacturing company discovered high absenteeism at a particular plant. A deeper dive into the problem, using AI trend analysis of things like employee reports, might reveal that poor air quality and outdated equipment were causing health issues. If the company responded by addressing these problems, it would benefit from a healthier, more present workforce in a much more productive environment.

Benchmarking for continuous improvement

Benchmarking these and other metrics against both industry standards and internal targets is critical for continuous improvement. It’s a process that involves clear goals, performance reviews and data-driven adjustments – ultimately allowing leaders to develop a more accurate and actionable understanding of their cultural performance and overall success.

Britain could find itself in the grip of a leadership crisis as a new report shows confidence in managers and bosses has slumped.

As the country prepares to head to the polls at the end of the year, leadership has never been under more scrutiny.

Now a report released by leading employee experience consultant People Insight shows a decline in senior leaders providing clear vision as well as a drop in confidence among employees asked whether they feel listened to or informed about their company’s objectives.

It also showed that despite record salaries the level of satisfaction with pay has dropped from 52% in 2021 to 44% in 2023 and employees who feel gratitude for a job well done has sunk from 65% to 61%. 

People Insight has surveyed thousands of workforces across the UK, working with firms such as Greggs, Vinted, Cote Brasserie and Virgin Active.

Head of Consultancy Kate Pritchard said the clock was ticking for leaders to re-connect with their workforce.

“Leaders and managers did a brilliant job when the world effectively shut down: they were more human, more connected, more in touch, because that was implicit in the new way we were all working. Although they still care, now that the nation is back to normal there’s an acceptance that everything is returning to how it was before.”

However, employees have noticed the change and it’s reflected in their engagement scores.

“On the whole, it’s fair to say that employees expectations have risen since the pandemic,” Kate explained. “They feel they should have a say; a belief that their voice counts and that action will happen as a result.

“The last two years have shown us that it’s possible for leaders to have deep-rooted connections with their employees. Now they need to find that again.”

Managing Director Tom Debenham said there are many ingredients to organisational success, but leadership has always been core. 

“Effective leaders inspire, innovate, and steer their companies through challenges, making leadership vital for thriving in today’s dynamic and flexible work environment. But more, it’s about how leadership has evolved and the dangers of taking a backward step. It’s about how perceptions of what a leader is have changed and how business needs to react and adapt.

‘Things that we did well during the pandemic – connected leadership, effective communication, psychological safety, and fair treatment – need to be revisited to once again become integral pillars shaping the employee experience.”

To read People Insight’s Trends Report in full click here – www.peopleinsight.co.uk/report-a-wake-up-call-for-business-leaders

By Thom Dennis, CEO of Culture and Leadership Specialists, Serenity in Leadership

Having friendships and being included means we are more engaged, productive and creative, have better job satisfaction and employee turnover is often lower. If that is such a given then why do one in five of us feel lonely at work according to mentalhealth-uk.org and 23% say loneliness has affected their mental health.  As Loneliness Awareness Week (12^th – 18^th of June) approaches, organisations must look at who is ostracised, lonely and excluded, why, and what we can do about it.

Who is being affected?

Loneliness is often misunderstood as being alone, but it’s not that simple. Some people feel content in solitude, whilst others, even amongst other people, feel isolated.

Loneliness in the workplace poses a real threat and can affect anyone from entry-level positions to CEOs, but it can get lonelier as you become more senior. According to a Deloitte study, 30% of senior executives report feelings of isolation due to a perception of needing to project strength and certainty at all times, a lack of people to turn to, or the pressures of decision-making. This loneliness amongst leaders can have significant implications, not only on their well-being but also on their ability to connect with the team effectively. Whilst working from home may be more convenient for many, a survey from Kadence found that 67% of workers aged 18 – 34 said working from home has meant they have found it harder to make friends and maintain relationships with colleagues.  Younger employees (18-24 years old) are twice as likely to feel lonely at work according to mentalhealth-uk.org. 

Why does loneliness matter?

There is a clear link between loneliness and poor mental and physical health. Feelings of isolation can exacerbate stress levels, which can contribute to being inactive, poor sleep quality, higher rates of burnout and feelings of depression and anxiety among employees. Loneliness can lead to decreased productivity, creativity, and performance as lonely individuals may feel less motivated and engaged in their work tasks, affecting both themselves and the organisation. Employees who feel disconnected from their colleagues are likely to feel job dissatisfaction, miss days of work and are more likely to leave.

How can organisations combat loneliness?

Look out for vulnerability and loneliness

Remote workers, single parents juggling work and family responsibilities, and employees from minority backgrounds may be more susceptible to feelings of isolation due to factors such as physical distance, lack of support systems, or cultural differences and ostracism. Take a look at the people in the company and reflect and analyse who may be lonely and seek solutions after checking in on them.

Cultivate solidarity through purpose

A positive work culture that values inclusion and collaboration, recognises talent and appreciates its staff reinforces a sense of belonging and purpose, reducing the likelihood of loneliness. Valuing the efforts of your employees is just as important as celebrating results.

Allow voices to be heard to show care

We can all benefit from a work environment that shows every voice matters and that others care. People want to feel seen, celebrated and cared for. Create a supportive atmosphere where everyone feels comfortable expressing their emotions and sharing their experiences to foster connections and build trust among team members. Start one-to-one meetings with check-ins and keep your door open for employees to reach out. If you say: “My door is always open…” please mean it and the consequences that derive from it!

Maintain zero tolerance of toxicity

Being vigilant for negative behaviours such as rudeness, bullying, microaggressions or harassment is essential to prevent the development of a toxic work environment and avoid conflict and exclusion. Addressing these issues promptly optimises team spirit and ensures all employees feel respected, included, and engaged.

Space to socialise and collaborate

Create an interactive atmosphere and physical space to facilitate the formation of friendships amongst colleagues. Does your company offer employees time and opportunities to form connections such as on-site social events, lunches, or fun sporting fixtures? Be cognisant that some activities won’t be inclusive for all. Some people won’t want to drink alcohol after work. Some can’t stay late as they need to get home to their children. Others aren’t able to play competitive sports.  Good intentions can sometimes still inadvertently mean exclusion and a real community caters for all.

Buddy up 

Implementing a buddy system or a peer support programme promotes employee connections. Encouraging employees to form professional friendships also opens the door to collaboration, exchanging skills and expertise, and better understanding. Mentoring and reverse mentoring enable people to develop new skills and to learn from someone different to them.

Beware of the ‘we’re a family here’ culture.

For years leaders have tried to sell employees on the idea that we are ‘one big family’ but this means they are often likely to be asking too much of their employees. At the same time, you also don’t want to feel like you’re just a cog in the office machine. Aim for a middle ground where you have meaningful connections with colleagues but maintain your personal boundaries.

In the fast-paced, ever-evolving world of business, leadership is often depicted as a combination of charisma, strategic acumen, and the ability to inspire action. We idolise visionary CEOs who seem to effortlessly steer their companies to success, marvelling at their strategic brilliance and decisive leadership. But, beneath the surface of these outward achievements lies a crucial, yet often overlooked, aspect of effective leadership: ‘self-mastery’.

Self-mastery is often seen as a soft skill in business but, actually, it’s the foundation exceptional leadership is built upon. It requires you to have a deep understanding of your own strengths and weaknesses, a keen awareness of your personal values and motivations, and a commitment to continuous growth and development.

Without this internal foundation, even the most brilliant strategies and visionary goals can crumble under the weight of leadership challenges.

That said, here’s why mastering yourself should precede leading a team:

Creating authenticity

Self-mastery fosters authenticity – a quality that sets exceptional leaders apart from the rest – and authentic leaders have strong sense of self-awareness and inspire trust and loyalty among their team members.

By understanding your own values and motivations, you can align your actions with your beliefs and principles. This alignment will not only help build a cohesive and transparent culture within your business, but it also sets the stage for genuine connections and meaningful relationships with your team members.

Authenticity breeds loyalty and commitment, as your team members are more likely to rally behind a leader who leads with integrity, openness, and authenticity. This will allow them to feel valued, respected, and empowered to contribute their best efforts, knowing their leader is guided by a genuine commitment to shared values and goals.

Fostering emotional intelligence

Effective leadership extends beyond technical expertise – you must also be able to empathise, communicate, and connect with others on a human level.

Mastering your emotions will allow you to navigate complex interpersonal dynamics with grace and empathy, creating a supportive and collaborative work environment for your team.

Emotional intelligence isn’t just about understanding your own emotions – it’s also about recognising and empathising with the emotions of others.

Leaders who possess high emotional intelligence create an environment where team members feel heard, understood, and valued, leading to higher levels of engagement, satisfaction, and productivity.

Building resilience

Business can be volatile, and setbacks and challenges are inevitable. However, building resilience through self-awareness and personal growth will better equip you to weather these storms, adapt to change, and emerge stronger from the challenges you face.

This doesn’t simply mean bouncing back from failure. It’s about using your setbacks as opportunities for growth and learning.

By maintaining a positive attitude in the face of challenges, you will inspire confidence in your team members and navigate uncertainty with clarity and purpose. If you lead by example and demonstrate courage, perseverance, and optimism, you will inspire your team members to do the same.

Final thoughts

While the importance of self-mastery may seem obvious, it’s often overshadowed by the allure of external achievements and, in a world where success is measured in metrics and milestones, it’s easy to see the journey of self-discovery and personal development as a luxury rather than a necessity.

But, the true mark of a successful leader lies not in their title or their accomplishments, but in their ability to inspire and empower those around them.

So, by prioritising self-mastery and building authenticity, emotional intelligence, and resilience, you can lay the groundwork for sustainable success, both for yourself and for your teams.

By Jeannette Linfoot, Founder of business support platform, Brave Bold Brilliant

In today’s fast-paced business world, being an effective executive leader isn’t just about making decisions from the top down. It’s about connecting with people, embracing innovation, and adapting to constant change. It’s a journey that requires more than just a title—it demands a deep understanding of what it means to lead with integrity, empathy, and vision.

It all comes down to three key pillars that form the cornerstone of success – being brave, bold and brilliant. These pillars aren’t just abstract concepts, they’re the practical tools and mindset shifts that can empower leaders to navigate the complexities of their roles with authenticity and purpose.

So, whether you’re a seasoned executive looking to refine your approach, or an aspiring leader eager to step into your own, here’s how you can embrace the three key pillars for mastering executive leadership.

Brave – leading yourself

Before you can lead others successfully you must master leading yourself. It all starts with the inner you and pushing outside of your comfort zone every day.

Innovation often stems from stepping into uncharted territory. By challenging yourself to explore new ideas and approaches, you can build a culture of creativity and innovation within your business.

Having self-awareness is also key. It enables you to recognise your strengths, weaknesses, biases, and blind spots as a leader. By understanding your own tendencies and limitations, you can make more informed decisions and leverage your strengths while mitigating potential risks.

Self-aware leaders are better equipped to seek input from others, consider diverse perspectives, and weigh options thoughtfully, leading to more effective decision-making.

Every day should be about becoming a better version of you. Adopt a positive growth mindset and have a willingness to learn. Stay curious and embrace every failure as a new opportunity to learn. Most importantly, be authentically you in everything you do.

Bold – leading the business

When it comes to leading your business, you have to be bold and strive for excellence at all times.

Be willing to take calculated risks and challenge the status quo. Push boundaries, explore new ideas, and embrace innovation. By creating a culture of boldness, you can encourage creativity and experimentation, driving breakthroughs that propel your organisation forward.

Bold leaders inspire confidence and rally others around a clear vision. Their willingness to take bold action demonstrates conviction and decisiveness, instilling trust in their leadership abilities. Employees are more likely to follow a leader who exudes confidence and courage, fostering a sense of purpose and commitment within the organisation.

So, have clarity of what you are setting out to achieve so you can make the maximum impact.

Bold leaders are also quick to seize opportunities and capitalise on emerging trends and market shifts, which often requires thinking outside the box and embracing innovation. 

As an executive leader, it’s important to be proactive, rather than waiting for change to happen and then reacting to it. Seek out new opportunities and challenges, constantly look for ways to improve and innovate, and be willing to take measured risks to get the best out of your teams.

Brilliant – leading your teams

Success in business is best achieved through collaboration, teamwork, and mutual support, which is why being ‘brilliant’ is all about leading your teams and building a collective effort with shared goals.

As the saying goes ‘win together or not at all’. This means achieving success as a unified team, where every member contributes their skills, expertise, and effort toward a common objective. It involves instilling a culture of collaboration, communication, and trust, where team members work together to overcome challenges and achieve shared goals.

Ensure you and your team are aligned by a common ‘why’. This will provide a shared sense of purpose and vision. When everyone understands and believes in the overarching mission and goals of your organisation, it builds alignment and cohesion among team members. This shared purpose fuels motivation, engagement, and commitment, driving collective efforts toward achieving common business goals.

Create an opportunity rich environment. By providing employees with the resources, support, and autonomy to pursue opportunities and unleash their full potential, your business can thrive in today’s competitive marketplace and achieve sustainable success over the long term.

Conclusion

Mastering executive leadership is about more than just ticking boxes on a checklist. It requires you to embrace the human side of leadership—the messy, unpredictable, and ultimately rewarding journey of guiding a team toward a shared vision.

By understanding and embodying the three key pillars for executive leadership – bravery, boldness and brilliance – you can chart a course towards greatness, empower your organisation and inspire others to reach new heights. Top of Form

By Thom Dennis, CEO of culture and leadership specialists, Serenity in Leadership

Many leaders recognise that fear has become an unwelcome norm in the workplace but are unsure of how to deal with it, whilst other leaders continue to propagate fear at a time when many of us are increasingly stressed, burned out, financially struggling, worried about global issues and feeling more vulnerable.  If you dread the working week ahead; you’re not alone. LiveCareer reported that their study of over 1,000 people in the US showed 87% suffer from work-related fears. 

Work-related fears may vary from cyberphobia (fear of computers) to job security uncertainty. Today there are concerns of being replaced by AI, or younger tech-savvy generations, or indeed just because one is perceived as being too old (typically over 50!). Fear of risk of failure, embarrassment and not meeting (often unrealistic) targets are common and for many, it’s a case of fear of losing our job.  Fear may take hold as a result of judgment or a particular colleague’s microaggressions, exclusion, unhealthy power hierarchies, as well as overt harassment or conflict. Public speaking (glossophobia) is thought to be a debilitating fear amongst 15% of Britons according to YouGov.

How is fear being propagated by poor leadership?

A global study of 2,200 emerging leaders conducted by Margot Faraci found that 23% of UK leaders are leading with fear.  The study found that fear-based leaders believe themselves to be confident, ambitious and intuitive and use fear to drive performance and feel pressure is motivating.

Leaders can propagate fear unconsciously as well as in a purely intentional way.  Inadequate leadership practices and poor communication from superiors can cause uncertainty and fear, leaving employees dealing with ambiguity regarding their roles, responsibilities, and the overall direction of the company. Failure to provide constructive feedback, clear expectations, and relay information is a problem for many organisations. Leaders who exhibit domineering and authoritarian leadership styles cause employees to be fearful of contributing, suggesting improvements or voicing concerns.  When leaders don’t act on bullying behaviours or interpersonal conflicts within their teams, they are allowing victimisation, fear of retaliation and emotional suffering leading to a persisting hostile or uncomfortable environment which undermines both individual and collective success.

Ironically fear-based leaders’ behaviour is often actually rooted in a lack of confidence, and the pressures on them to deliver short-term improvements and results just exacerbate the situation. Being a CEO is never an easy job and they do their best but if only they opened themselves up to support, they might find there was a better, and more productive approach.

The consequences of fear at work.

Fear strangles employee morale, motivation, enthusiasm, engagement, innovation, productivity and creativity. By making us feel anxious or dread, leaders who propagate fear also make us feel insecure, stressed and scared to speak up affecting our career advancement and collaboration. Diversity and inclusion can be stifled by fear.  Fearful employees are unlikely to fulfil their potential which may decrease job satisfaction and affect physical and mental health. Individuals become preoccupied with perceived threats rather than their work.  Beyond the individual, fear can create a toxic, dysfunctional working environment, impacting the overall health and resilience of the organisation and harming its reputation.

How to Address and Mitigate Fear:

Deep, independent analysis of the culture.  Problems are rarely down to one individual. If the culture allows it, the problem is likely to be systemic.  Are all team members included and valued and is this being measured?  Wilful blindness doesn’t help at an individual or a business level and ultimately means you are complicit in allowing fear-inducing behaviours.  

Address undesirable behaviours promptly – Worryingly, Gartner says nearly 60% of workplace misconduct is not reported.  Leaders need to create and enforce a zero-tolerance policy for any type of bullying, harassment, gaslighting, harmful gossip or extended conflict, and in order to do that, they have to be sufficiently aware of their own impact on the business.  Any instance of inappropriate behaviour must be quickly addressed to foster a safe space for employees. Employees experiencing toxicity in the workplace will feel more confident to speak up if they think something will be done about it and they are protected.  There needs to be a genuine whistleblower procedure.

Show transparency – Encourage open communication across the whole organisation, be a good role model with your own communication style and share relevant information about company goals, changes and expectations. Transparent communication reduces uncertainty, misinformation and gossip and helps to combat fear.

Develop channels for employees to have their say, express concerns, feedback and share ideas – Regular reviews and anonymous surveys allow employees to share without risk to their positions. Always actively listen and address any issue raised to promote trust, lessen anxiety, and make employees feel more comfortable sharing worries and issues. Take note of what is reflected on Glassdoor – you may not like it or believe it, but others will.

Focus On Inclusivity – Marginalised and diverse communities are more likely to experience fear. A study conducted by Catalyst found 68% of people of colour feel they need to be on guard to protect themselves from bias at work. Challenge stereotypes and bias and implement policies to create a culture in which employees from underrepresented groups feel accepted. 

Invest In Leadership Development – Gallup found 70% of variance in team engagement is determined solely by the manager. Provide leadership courses that equip leaders with transparency, fairness and empathy skills. Train them to be excellent coaches, strong collaborators and deep listeners who prioritise well-being, purpose, values and development. Good role models are essential for a thriving, positive and sustainable work environment.

Allow all employee’s voices. This means ensuring that employees’ values, thoughts and opinions are welcomed, heard and incorporated so they feel recognised as stakeholders who can positively influence how things are done.  ‘Showing who is boss’, shouting over everyone else and making unilateral decisions create the perfect breeding ground for toxic overgrowth.

Psychological safety as a shared belief.  An increasingly commonly used phrase but a vital one, psychological safety means that even if it is uncomfortable, members of a team know it is acceptable to take considered risks, to express their ideas, thoughts and concerns, to ask questions and to admit mistakes — all without fear of negative consequences.  

Introduce Executive Coaching. Being a CEO is a really difficult and pressured job. It can also be a very lonely one, so having a coach, a professional who is not invested in the outcome except for the client to be more effective, is likely to reduce the pressure, enable him or her to lead more effectively while reducing fear and demotivation. Organisations thrive when people thrive!

By Thom Dennis, CEO of Culture and Leadership Specialists, Serenity in Leadership

As Mental Health Awareness Week approaches (13th – 19th May), it is a good reminder for leaders to take time to evaluate if they are doing everything they can to better mental health in their workplace, especially as we are surrounded by an increasing number of triggers and stressors every day.

Being busy, working long hours and being in demand even when we are supposed to be having downtime is no longer a badge of honour. According to NICE there are 13.7 million working days lost annually in the UK as a result of work-related stress, anxiety and depression costing approximately £28.3 billion. 91% of adults in the Burnout Report 2024 reported experiencing high or extreme levels of pressure or stress at some point in the past year and one in four said they felt unable to manage stress and pressure in their lives. One in five working adults (20%) need to take time off work due to poor mental health caused by pressure or stress in the past year. Worryingly it is thought that 36% of workers believe that their organisations have done nothing to help stave off employee burnout.

So how can leaders crack the code to better mental health at work?

1. Assess what’s in your ‘too difficult’ tray and start there. Look at what you’re not attending to that actually needs to be dealt with. Get back to what is the DNA of the business, the people.  This may involve dealing with burnout, a culture associated with over-pressuring employees, poor leadership, a lack of inclusivity, or a toxic environment at work.
   
   
2. Agree on achievable goals and targets. People want to be surrounded by those who want them to succeed, not set them up to fail.  Is the current workload sustainable or do your employees feel threatened and exhausted by improbable expectations?
   
   
3. Change from reactive to proactive when it comes to looking after your people. Avoid tickbox, tokenisticattempts at mental health protocols.  Understand you have a duty of care. Prioritise mental and physical health. Encourage employees to look after themselves and their families by making reasonable adjustments and showing genuine flexibility.  Totaljobs.com for examplereport that two-fifths of working mothers have turned down a promotion due to childcare pressures and only a third (31%) of working mothers have access to the flexible working arrangements that they need. 
   
   
4. Know your people, what’s going on and what’s missing. What are your rates of absenteeism and presenteeism? Create and maintain real connections by regularly walking around the office and chatting with colleagues.  Are your employees happy and smiling around the office or do they look drained and is the atmosphere tense?  If you are in a hybrid situation, ensure that when people are in the office, they spend time interacting and collaborating rather than sending emails which they could be doing at home. Good leadership means guiding employees and helping to enable them to develop and achieve.
   
   
5. Language is important. Don’t lose sight of the weight and consequences of language and its capacity to build up and tear down in equal measure. Speaking appropriately and being considered before you talk can reduce conflict and hurt. Don’t try shaping opinions to match yours.
   
   
6. Don’t let toxicity grow.  In their Toxic Work Environment Report of 2022, Career Plug revealed that72% of respondents have left a job because of a toxic workplace.  Call things out bravely in the moment and take positive action. Talk about the ‘elephants in the room’.  Look for poor behaviour and actively address it. Don’t let the problem become systemic.
   
   
7. Be present and listen. Stop what you are doing when someone is talking to you, look at them and bring your full self to the interaction.  Often when we are in trouble, we don’t want a solution, we just want someone to hear what we are thinking and feeling. Simply lending an ear can provide the necessary support, so that person can feel empowered to tap into their own resources and find solutions whilst alleviating feelings of isolation.
   
   
8. Healthy boundary setting – As part of the work culture work/life balance must be prioritised. Holidays and weekends should be uninterrupted and working excessive hours should not be part of the culture no matter what your salary.
   
   
9. Empower your team.  Know what they need to thrive and don’t hyper micro-manage.  Allow employees a routine that works for them.  Upskill them so they feel they are always learning and growing to avoid feeling stagnant.  Let them know you trust them and equally they can trust you.
   
   
10. Recognise the signs.  When employees are dealing with personal and sensitive issues, they may be attending work mentally unfit. Look for signs of withdrawal, emotional distancing, loss of productivity and absenteeism. Deal with lack of inclusivity head on.  Offer collaborations to those you may suspect are suffering from loneliness.
    
    
11. Talk about mental health issues. Whilst talking about and dealing with mental health issues has come on leaps and bounds we are not there yet.  Offer training and talks about mental health on an annual basis.  Check your and your organisation’s unconscious biases towards any kind of illness which isn’t clearly visible regularly. 
    
    
12. Deal with issues with kindness. Ensure privacy and offer flexibility in timing and location when talking with someone who is suffering. Understand that discussing mental health can be challenging. Be reassuring, calm and patient and remember that just because you cannot identify with the other’s experience, that does not invalidate their experience. Foster open dialogue as part of work culture and designate mental health advocates trained to listen and guide colleagues toward support resources. If you believe an employee is at risk, gently encourage them to get further help.