Over the last few years, I’ve led teams through some intense challenges: an HR technology system upgrade, major growth initiatives, and everything the pandemic threw at us. And what stands out most to me is not how much work got done. It’s how hard that work was on people.
I’ve worked across several key areas of the credit union, giving me a well-rounded perspective on how a business truly operates. But the one thing I’ve learned that applies to all of it? People do not perform at their best when they’re burned out, checked out, or silently struggling. And they often won’t say it out loud.
In today’s workplace, mental health is no longer something that happens outside of work. It shows up in performance, turnover, morale, and team dynamics. And for leaders, ignoring it is not an option anymore.
The crisis we’re quiet about
According to the American Psychological Association, 77% of workers reported experiencing work-related stress in the last month, highlighting the pervasive nature of burnout in today's workplace (APA 2023 Work in America Survey). That’s not just a statistic. That’s reality. And if you’re a leader, it’s probably happening on your team right now whether anyone’s talking about it or not.
It’s not just about stress. It’s about workload without reprioritization. It’s about constant change without clarity. It’s about never logging off.
I’ve seen it happen with high performers who suddenly disengage. With teams that lose their spark. And if I’m being honest, I’ve felt it myself too. We all have.
What leaders can actually do
This isn’t about being everyone’s therapist. But it is about being human. People-first leadership means knowing your people, watching for the signs, and creating space to ask real questions like, "How are you really doing?"
As Danielle Hunter, Area Vice President with Gallagher Benefit Services, shared in a recent presentation I attended, “The single most powerful predictor of human resilience is interpersonal support.”
If we want to lead resilient, high-performing teams, we have to create a culture where connection is the norm, not the exception.
Here’s what I’ve seen help:
- Model healthy boundaries: If you’re answering emails at midnight, your team thinks they should too.
- Make space for real conversations: Build in regular check-ins that go beyond tasks and ask about people.
- Allow time to unplug: Encourage (and actually support) people taking time off. And don’t reward burnout with praise.
- Train managers: The employee experience lives or dies with the frontline leader. Equip them to handle these conversations.
- Normalize mental health support: Talk openly about EAPs, coaching, or resources your organization provides.
None of these things cost much, but they create the kind of culture where people feel seen, supported, and more likely to stay.
We need to shift the culture
When employees are overwhelmed and under-supported, performance suffers. But when they feel safe, supported, and valued, that’s when the good stuff happens.
Ideas get shared. Collaboration increases. Retention improves. That’s not fluff. That’s the bottom line.
HR can lead this conversation, but it’s not just HR’s job. Every leader has a role. Because the culture we create is the one we lead in, and it impacts every goal we care about.
Final thought
Leadership today requires more than strategic thinking. It requires emotional intelligence. It requires awareness. And sometimes, it means slowing down enough to really see your people.
Mental health isn’t a trend. It’s a responsibility.
