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Mental Health in the C-Suite - Leading with Empathy and Resilience

Neuroscientists with a giant chart of the human brain
Neuroscientists with a giant chart of the human brain


Throughout my career, I have witnessed the wreckage of strategies, the fatigue from pivoting, and the anxieties of steering organisations through uncertainty - this is the stressful situation burdening leaders' mental capacity today. Yet even admitting personal struggles risks being seen as weak in workplace cultures that instead demand strength.

In this CxO-focused post, I attempt to lift the veil shrouding leaders' mental health challenges, providing strategies for executives and boards to enable positive change. From what I have observed, authentic, empathetic leaders can spearhead a nurturing movement to dispel the lingering stigma that shackles too many.

Decoding C-Suite Mental Health

Before coming up with solutions, let's face the harsh realities causing suffering that I've seen firsthand - the dangerous combination of factors harming the mental health of leaders today:

1. Extreme Work Demands Eroding Coping Bandwidth  

Overwhelming workloads across global time zones allow little sleep and deny mind-body recovery. Endless video calls starve essential in-person bonds. Such demands strain emotional bandwidth - especially for heads of startups managing high volatility and risk amid scarce support systems.

2. Toxic Perceptions Discouraging Support Seeking  

In overly aggressive work cultures, showing signs of struggle is often seen as a weakness. People think you need to always be tough without needing a break. Vulnerability risks being branded a failure - causing those affected to suppress issues. 

3. Physiological Impacts Further Depleting Reserves  

While emotional fatigue alone debilitates, neurological impacts exacerbate matters. Too much stress causes our brains to be on high alert, making us focus on the negatives. Being in a state of constant high alert can lead us to avoid taking necessary risks. These unhealthy patterns lead to deepening fatigue.

4. Second-Hand Stress Among Leadership Teams  

When founders don't manage their burnout, it can spread to others, creating a culture where overworking and stress are common. This collective suffering creates a negative cycle with significant performance consequences. 

These systemic factors push leaders to adopt harmful behaviours that I've witnessed persisting without interventions to promote well-being, creating a painful status quo.

Turning the Tide – A Blueprint for Leadership Mental Health

While globally decelerating to sane levels of work may feel near-impossible presently, I believe organisations can still foster sanctuaries through holistic strategies:

1. Promote Transparent Conversations Around Wellbeing  

When leaders talk openly about their mental health struggles, it makes it easier for others to ask for help. Open and honest sharing replaces the idea of being invulnerable with relatable humanity - the initial step in changing the culture.

2. Incentivise Preventative Recovery Practices

Guilt-free PTO, workplace wellness budgets, mandatory lunch breaks and earlier work cutoffs provide low-friction interventions that allow self-care. Flexible remote work options acknowledge adult responsibilities. Small as they seem, such policies enable regulation before debilitation.

3. Broaden Support Infrastructure Accessibility  

Improving mental health benefits, having dedicated wellness staff, and easy access to counselling show employees that their well-being matters. Equally, certified counsellor networks, machine learning, guided apps like Wysa and proactive assessment tools foster help-seeking behaviours - especially when adopted expectantly, not just reactively during crises. 

4. Coach Leadership Skills in Emotional Intelligence  

Learning skills to understand and manage our emotions and relationships helps us deal with stress better. By identifying personal stress triggers and building coping strategies, ingrained reactions can be changed over time, even in intense workplace situations. With consistent practice, more balanced responses become automatic habits, preventing overreactions.

5. Encourage Vulnerability and Interdependence   

Teams that trust each other work best, even when times are tough. Fostering human connections that encourage mutual support of vulnerability rather than lone heroics provides vital emotional reinforcement that is missing today. Something as simple as water cooler conversations fosters relationships beyond roles - enabling teams to see each other as holistic individuals rather than purely functional resources.


With mental health finally entering boardroom dialogue after decades of silence from what I have seen, leaders face a pivotal window to replace pathological behaviours ingrained at upper echelons with truly human practices centred on compassion. The trauma many silently endure daily warrants such seismic cultural transformation.

While there is still a long way to go, progress must continue - led by brave leaders turning their personal well-being priorities into supportive systems that benefit everyone. I envision workplaces where being our authentic, vulnerable and interdependent selves becomes the new badge of strength - the armour that protects leaders not from hardship but against losing all we cherish to its harshness.  

As an initial step, sharing this reflection may liberate just one more leader from the myth of invincibility to seek assistance… and that itself carries the hope of change.

Call to Action

I encourage every leader to think about how they care for themselves and talk openly with their team about it. What is working, and where are the gaps? Share your insights in the comments so we can exchange ideas. Listening to each other’s struggles and solutions is the only way to drive positive change. I envision workplaces where being our authentic, vulnerable and interdependent selves becomes the new badge of strength. But it starts with each of us speaking our truths. Our collective courage carries the hope of change.

About the Author

Giles Lindsay is a technology executive, business agility coach, and CEO of Agile Delta Consulting Limited. Giles has a track record in driving digital transformation and technological leadership. He has adeptly scaled high-performing delivery teams across various industries, from nimble startups to leading enterprises. His roles, from CTO or CIO to visionary change agent, have always centred on defining overarching technology strategies and aligning them with organisational objectives.

Giles is a Fellow of the Chartered Management Institute (FCMI), the BCS, The Chartered Institute for IT (FBCS), and The Institution of Analysts & Programmers (FIAP). His leadership across the UK and global technology companies has consistently fostered innovation, growth, and adept stakeholder management. With a unique ability to demystify intricate technical concepts, he’s enabled better ways of working across organisations.

Giles’ commitment extends to the literary realm with his forthcoming book: “Clearly Agile: A Leadership Guide to Business Agility”. This comprehensive guide focuses on embracing Agile principles to effect transformative change in organisations. An ardent advocate for continuous improvement and innovation, Giles is unwaveringly dedicated to creating a business world that prioritises value, inclusivity, and societal advancement.

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