Global employee wellbeing levels often make for a sobering read, having been on a predominantly downward trend for the past several years. This can be seen most prominently across many European countries, and in the US - where only one in four employees believe that their employer genuinely cares about their wellbeing.

Putting aside the implications such a wellbeing disconnect has on employee happiness and morale, this perceived lack of care is also likely to be having a significant impact on performance, with disengaged employees unhappier at work, often less productive and more likely to take time off - the effects of which run the risk of damaging company output, bottom line and stakeholder reputation.

Mental Health Awareness Week

Particularly as modern workplace trends, such as hybrid work, continue to blur the boundaries between personal and professional life, fostering and nurturing positive mental health at work must no longer be viewed as optional, but rather as a strategic imperative.

So, how can businesses move beyond awareness and create environments where mental wellbeing genuinely thrives?

Change begins at the top

As in so many areas of the business, company leaders are critical in setting a positive example that filters down throughout the organisation, such as their capacity to set and adhere to a healthy work-life balance. Sending a quick email late at night might seem harmless, but it signals blurred boundaries, says Nik Kinley, leadership coach and author of The Power Trap: How Leadership Changes People and What To Do About It.

"Every time you email someone a quick question at 10pm, you're effectively saying that personal boundaries are optional."

"People need time away to recharge their batteries and be fully productive. So, lead by example and cut the out-of-hours emails… schedule all but the most urgent to be sent early the next day. If you see others sending non-urgent emails out of hours, ask them to schedule them, too. Publicly lay down the ground rules."

"This isn't just about mental health; it's about people sustaining high productivity and performance levels through extended periods of pressure."

If mental health in the workplace is to become ingrained in company culture, leaders must also model this change through opening these conversations and expressing their own vulnerability. Zoe Sinclair, founder of the workplace mental wellbeing consultancy This Can Happen, emphasises the critical role leaders play in normalising mental health discussions.

"As leaders, the most important role that you can play in creating a mentally healthy workforce is to tackle stigma by having conversations in the workplace around mental wellbeing," she advises.

"Leaders have the power to create change directly from the top-down. Ensure that you're consistent in your approach and that mental health is regularly a part of your conversations in the workplace," she adds. "This will truly help to tackle the taboo."

Rethink what productivity really means

Busy doesn't always mean effective, argues Philip Atkinson, organisational coach and author of Bee Wise: 12 Leadership Lessons from Inside a Hive.

"Ask someone how they are, and the answer is often, 'Good, thanks. Busy.' We've bought into the idea that being constantly busy is success. We're always ON, always available. It's become a badge of honour."

Atkinson argues that we need to prioritise ruthlessly and focus more on true productivity - not just busyness: "Our competitive advantage, in the age of AI, doesn't come from doing more but thinking harder. Instead of a 'to do list', let's try making a 'to don't list'."

Be mindful of workplace communications - positive and negative

Leadership experts David Pullan and Sarah Jane McKechnie, authors of The DNA of Engagement: A story-based approach to building trust and influencing change, propose also reframing how workplace discussions unfold - particularly during potentially challenging conversations.

"Most workplace conversatio...