Building a Culture of Wellbeing and Performance

Accountability and empathy aren’t mutually exclusive – learn how leaders can balance mental health support and business performance by fostering a culture of trust and accountability

CREDIT: This is an edited version of an article that originally appeared in The HR Director

As the focus on wellbeing continues to grow in workplaces, some leaders might feel uneasy about the potential impact on business performance. Questions may arise, such as: How do we ensure mental health support isn’t misused? How do we prevent it from becoming an excuse? While these concerns are understandable, they can unintentionally hinder efforts to build a positive workplace culture that prioritises wellbeing and performance.

Acknowledging Valid Concerns

Leaders who care deeply about their employees might not recognise that some individuals within the organisation hold genuine concerns about mental health support being misused. Ignoring these apprehensions can create resistance when implementing mental health initiatives. Addressing these worries openly helps create a balanced dialogue, allowing for better understanding and cooperation.

One of the most persistent myths surrounding mental health support is that employees will exploit it. However, research consistently shows that the stigma around mental health and a lack of supportive structures have far more detrimental effects. Employees often underutilise mental health benefits due to fear of judgment or repercussions.

This reluctance can lead to burnout, increased absenteeism and lower productivity. Far from being used as an excuse, mental health support is essential for maintaining performance and fostering a resilient, engaged workforce.

The Truth About Misuse

The real risk lies not in employees abusing mental health policies, but in organisations failing to create a culture where employees feel safe to use them. When employees feel judged or unsupported, they are less likely to address their mental health needs proactively, which can lead to long-term issues that affect both individual and organisational success.

One of the challenges managers face is balancing performance expectations while supporting mental health. This balancing act requires more than just good intentions; it demands training and clear communication about a manager’s role in promoting employee wellbeing.

To support managers, organisations should provide training that covers:

• Recognising signs of stress or burnout
• Conducting supportive and non-judgmental conversations
• Setting clear expectations while allowing flexibility when needed
• Encouraging employees to use mental health resources without fear of stigma

Accountability and Empathy: Not Mutually Exclusive

Leaders sometimes feel they must choose between fostering accountability and showing empathy. These elements are not in opposition but are mutually reinforcing. Supporting employee wellbeing strengthens performance by boosting productivity, creativity and collaboration. A culture of trust, where employees feel valued and understood, leads to higher engagement and sustained success.

Organisations that integrate mental health support into their performance strategy demonstrate that they value both their people and their results. Rather than tightening control to prevent misuse, leaders should focus on building a culture of trust where employees feel responsible for both their wellbeing and their work outcomes.

Demonstrating Trust to Enhance Performance

Effective leadership in the realm of mental health is rooted in demonstrating trust. Instead of closely monitoring time spent at work or scrutinising leave taken, focus on outcomes. Trust grows when leaders genuinely invest in their employees’ wellbeing and prioritise results over rigid processes.

Supporting employee wellbeing does not mean lowering performance standards. Instead, it means creating an environment where high standards are met through healthy, sustainable practices. Leaders who value mental health as a component of their business strategy will see long-term benefits, including increased resilience, loyalty and team cohesion.

The choice is not between creating a culture of accountability or one of empathy. Instead, leaders should aim to integrate both, recognising that a well-supported workforce is inherently more productive.