Post-COVID, business leaders risk mental-health burnout

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The stress and mental strain involved in a high-powered roles has been reported on frequently in recent years, but discussing the effects of the industry on mental health is seen as taboo.

While some top Bay Street players have been more open about the toll their line of work can take on their family life, their relationships and their health, few are willing to risk looking “weak” enough to admit that they need psychological support to stay at the top of their game.

Amid an ever ebbing and flowing global pandemic, however, some mental health experts are saying that the time is now for change in how executives and business leaders look at forbidden words like “therapy” and “self-care.”

Here, three experts suggest that allowing room for mental health discussion and support in the C-suite is not only timely, but also necessary for high-level executives to survive this moment in our history.

Jeanne D. Foot, certified addiction and recovery specialist, The Recovery Concierge Inc.

Why is there such a stigma in the C-suite environment about seeking therapy for mental health concerns?

“Although we have made progress, in that we are aware of the impact of a mental-health issue, we still do not see it as the same as a physical condition. We have progressed in that we are having discussions about mental health, yet there is still much stigma. The stigma around mental health is inherent at all levels of an organization. Firstly, it is created at a societal level where people do not understand mental illness and still feel it has taboo attached to it.

We also generate stigma at a personal level within ourselves, trying not to draw attention as it may undermine our credibility as a leader. There is this belief that if you are accomplished and successful, you should be able to fix it yourself, and evermore so for C-suite executives who have excelled in other areas of life.”

What kinds of mental-health concerns might be associated with the stress of the C-suite working environment?

“There can be many reasons why one may experience an onset of a mental-health issues, where family work-life balance, classic “workaholism” (where the only pleasure is in their work), or the inability to cope can all be contributors to mental illness. The most common conditions we see are anxiety, depression, substance use disorder (SUD), stress, and burnout.”

In the wake of COVID-19, why might there be more need for safe spaces to discuss mental health at the C-suite level?

“The pandemic has irrevocably changed our lives, and the work environment has been one of the most significant places of impact.

Juggling work demands [with caregiving] and fear and anxiety have never been so prevalent, impacting mental health and workplace performance.

The added stress of coping with a decentralized work force is unprecedented, with remote working bringing new challenges and requiring a whole new paradigm of team and trust-building. COVID has also prompted many employees to re-evaluate their life and their priorities.”

What needs to happen to remove the stigma and allow mental health to be part of the upper levels of the corporate work environment?

“If we wish for people to feel secure enough to be transparent and feel safe to speak out regarding their mental health, we need to create an ecologically and physiological safe environment for them to do so. We must provide organizations with trauma-informed training that is embedded into the organisation’s overall philosophy so that leaders, by virtue of their positions of influence, can create and maintain corporate mental wellness, where team members and leaders alike have access to healing and are part of the healthier community.

The Centre for Addiction and Mental Health (CAMH) came out with their slogan that ‘mental health is health,’ yet we segment our healthcare into silos and treat mind and body separately as compared to holistically. It is time to incorporate holistic solutions that address whole-health healing and post-COVID trauma cleanup with new and emerging methodologies. We need to discuss mental illness being just that, an illness, no different from physical conditions. Champions such as CAMH and Bell ‘Let’sTalk’ are leading mental health initiatives, which are the first steps of many that are long overdue.”

Jonathan Edgeley, founder, Montrose Advisory Group providing guidance on behavioural disorders

Why is there such a stigma in the C-suite environment about seeking therapy for mental health concerns?

“More so now than ever before, people have become hyper vigilant about safeguarding their jobs, income, status, and prospects. They have worked hard to get their C-level position and will protect it vehemently, even if this is at the detriment of their health. We tend to build a great deal of value into our work; it creates a sense of purpose and place in society.

Job security within certain industries has become less certain. This applies a new layer of anxiety and need to push harder and perform better. With this in mind, I believe we are headed towards a global mental health pandemic. The need to engage in mental health and wellbeing support is of paramount importance.”

“Sadly, people perceive asking for help as a sign of weakness, particularly where mental health is concerned. The stigma associated with mental health and addiction is still dominant in society today. The workplace is no exception. People are wanting to protect their jobs and will do so at the detriment of their health. There is a culture of ‘keep calm and carry on’ which is wreaking havoc on people’s mental, physical and spiritual state.”

What kinds of mental-health concerns might be associated with the stress of the C-suite working environment?

“We are seeing an increase in cases of stress and burnout within C-level executives. There has been a steady rise in people accessing help, particularly during the pandemic. However, usually late on in the process when they are in crisis mode and require medical intervention. The determination to succeed is such a powerful feeling propelling executives into the danger zone.

People are coping with stress and burnout in a variety of different ways, all of which are likely to be creating a cycle of problematic behaviours that are negatively impacting on their family life, physical and mental health and ultimately their work performance. Burnout isn’t binary; we don’t wake up one morning ‘burnt out,’ it happens over time. Early detection is vital in developing a workable solution to avoid more serious effects.

Some of these coping mechanisms are excessive working to stay ahead of the game, drinking to wind down and relax, overeating to change how they feel, overexercising, gambling, and high-risk behaviours.”

In the wake of COVID-19, why might there be more need for safe spaces to discuss mental health at the C-suite level?

“We understand the financial benefits of retaining staff rather than having to recruit new people, particularly at the C-level. Companies have become adept at providing staff retention ‘perks.’ However, a lot of these perks can revolve around drinking and other activities that may not be conducive to support good mental health. Some are offering mindfulness and yoga, which are all brilliant. However, if you are dealing with an acute mental-health issue, a more robust intervention maybe necessary. As part of the new post-COVID workplace, it would be great to see companies introducing therapy spaces or drop-in clinics where staff can anonymously book sessions with mental-health professionals.”

What needs to happen to remove the stigma and allow mental health to be part of the upper levels of the corporate work environment?

“There needs to be a significant change in policy to embrace mental health and provide an all -inclusive culture within business. We must remind ourselves that some of the most successful businesspeople and entrepreneurs have neurodevelopmental conditions like ADHD and dyslexia, which they believe have contributed to their success. Mental health should be celebrated, not condemned. By developing a culture of open talk, where people can share their personal stories or concerns and be heard without judgement or concern for their jobs, it will help to reduce stigma. We must start to connect, not try and control. We are all equal and need to be treated as such.”

Aaron Sternlicht, co-founder and COO/CFO, Family Addiction Specialist

Why is there such a stigma in the C-suite environment about seeking therapy for mental health concerns?

“Part of the stigma surrounding mental health is the idea that those with mental-health struggles will be less focused, less productive, have impaired decision making and generally be less able to perform the demanding roles that the C-suite environment requires. C-suite executives may be more fearful than lower-level employees of exposing their mental health issues out of fear of losing their position or the way in which their subordinates may view them.”

What kinds of mental-health concerns might be associated with the stress of the C-suite working environment?

“The C-suite environment is notorious for overworking and prioritizing company demands over their own self-care. For example, executives might get less sleep due to working late or attending evening networking events or functions. Lack of sleep can exacerbate stress and underlying mental-health issues such as depression or anxiety. They may over-caffeinate as a result, or take stimulants such as Adderall, which are highly addictive and can lead to increased anxiety. They may also consume alcohol regularly as a result of after-work engagements or as a means to unwind after a stressful day, which can lead to an alcohol abuse problem and contribute to mental-health issues. Depression, anxiety, stress, and addiction are the most common mental-health issues we see among C-suite executives.”

In the wake of COVID-19, why might there be more need for safe spaces to discuss mental health at the C-suite level?

“We have seen an increase in mental-health issues and addiction over the course of the pandemic across the board, and C-suite executives are certainly no exception. As a result of being forced to work from home for a certain period of time, this led many executives to experience increased stress as they learned to navigate the situation and balance family life and parenting with their demanding professional roles. Even now, as many individuals are working a hybrid model of in-office and at-home, or even if they have transitioned fully to working from the office, there may be a residual effect of poor boundaries surrounding balancing personal life with professional life, which can contribute to mental-health issues if not properly addressed.”

What needs to happen to remove the stigma and allow mental health to be part of the upper levels of the corporate work environment?

“Unfortunately, there is no easy answer or quick fix to reducing stigma surrounding mental health in the corporate work environment. However, taking certain actions can help change company culture, reduce stigma and normalize getting help. Company leaders can prioritize mental health and take initiative by shifting the perceptions and dialogue surrounding mental health through open discussion, speakers, training, workshops and other such formats in collaboration with mental health professionals. This can help to build awareness surrounding mental health, create a work environment in which individuals feel safe talking about their issues, and educate managers as well as other employees as to signs and symptoms of mental-health issues and methods of treatment.

This is in the company’s self-interest, as untreated mental-health issues can cost the company more in the long-term as a result of poor performance or absenteeism, which also transfers to lower-level employees. It’s imperative to change company policies or practices that allow for less stigma and access to care without penalty. Mental health should be integrated into the organization’s culture and strategy.

In some instances, beyond stigma, some individuals may not even be aware that they have a problem or need help. They may simply think they are overworked and have a demanding job. As such, education is important not only so that individuals become more self-aware about their own mental health, but also so that they can identify symptoms when others are struggling and learn how to talk to them and support them.

Despite a long way to go in reducing the stigma surrounding mental health, there is less stigma today than there was 10 and 20 years ago. We are on the right path. A large part of this is due to individuals being willing to be more open to sharing their personal experiences with mental health, especially notable figures such as politicians, celebrities or executives, as well as personal friends, family and colleagues.

As society as a whole experiences reduced stigma surrounding mental health this will organically resonate in company culture. The sharing of experiences has helped to reduce stigma surround mental health and has normalized getting help.”

Responses have been lightly edited for clarity and length.

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