So-called Blue Monday – traditionally the third Monday in January, when people are feeling at their lowest – is a good time to reflect on mental health in the workplace. Recent research by MindForward Alliance found that 1 in 2 employees worldwide are dealing with ongoing mental health challenges or have previously experienced them. It also found that while 73% of workers stress the importance of employers prioritising mental health, only 56% believe it is currently a priority in their workplace.

I’ve had my share of professional and personal challenges that have shaped my perspective on leadership and well-being. Today, I’m passionate about building environments where employees can thrive, both mentally and professionally. There’s no one-size-fits-all approach to achieving this, but a few principles have guided me to create a more inclusive and mentally supportive workplace—principles I believe are replicable for leaders across industries.

Breaking down stigma

One of the most important steps toward creating a healthy workplace is breaking down the stigma associated with discussing mental health openly. Deloitte’s 2024 Mental Health and Employers report found that when asked if they felt supported their employers, in terms of mental health, 44% of respondents did not feel even moderately supported.

Companies need to foster an environment where employees feel as comfortable discussing mental well-being as they would their physical health.

This culture starts with leadership. We must be vocal advocates for mental health, not only through policies but also by sharing our own experiences, humanising it and creating a safe place to talk about it. Personally, a few years ago, when I was having a challenging time, I turned to my company’s employee assistance programme. The support I received helped me through a tough time, deepening my belief in the value of accessible mental health resources in the workplace. But it wasn’t only this – the support from my leader also made a huge difference.

Nurturing a stigma-free environment means building trust with your team. Employees need to know it’s okay to ask for help when they need it. By normalising mental health discussions, we encourage openness, which ultimately leads to a healthier, more resilient workforce.

Personal wellness practices

According to the latest Personal well-being in the UK report by the Office for National Statistics, average ratings of personal well-being in the UK have declined across all measures in the last year. In finance, where long hours and high expectations can often take a toll, leaders must practise what they preach when it comes to self-care and wellness.

Physical activity has always played a crucial role in maintaining both my mental and physical balance. Running is my go-to practice for clearing my mind and managing stress. But wellness doesn’t look the same for everyone. What’s essential is finding what works for you—whether it’s exercise, mindfulness, or simply making time for reflection. In demanding jobs, personal wellness is not a luxury; it’s a necessity. We’ve brought it to the workplace too with step challenges, adding light-hearted competition and camaraderie. Prioritising physical health alongside mental health supports resilience and enables leaders to handle the complexities of their roles with clarity and focus.

A top-down approach to wellness

One of the key initiatives I’ve championed at Amex GBT is our wellness inclusion group, THRIVE. As the executive sponsor of this group, I’ve seen firsthand the power of a top-down approach to mental health and wellness. THRIVE focuses on raising awareness, providing resources, and organising activities that support the mental, physical, and financial well-being of our employees.

Employee groups play a critical role in building a supportive culture within an organisation. They offer a platform for employees to connect, share experiences, and access resources, creating a sense of community and belonging. It’s important for leaders to actively engage with and support these initiatives, not just as sponsors but as participants. When employees see their leaders prioritising wellness, it sends a strong message that their own well-being is valued.

Mentorship and emotional support

Throughout my journey, I’ve been fortunate to have trusted advisors who offered guidance and emotional support when I needed it most. This mentorship has helped me build the resilience necessary to navigate the challenges of a demanding career in finance.

According to Korn Ferry, approximately 75% of leaders say mentoring played a key role in their success. Now, as a mentor myself, I believe deeply in the two-way street that mentorship offers. It’s not just about offering advice—it’s about authentic, empathetic connections that help both parties grow. For women, who can face additional challenges, mentorship provides a network of encouragement and understanding that is essential for personal and professional development.

Authenticity in leadership

Finally, one of the most important lessons I’ve learned throughout my career is the value of authenticity.

For me, being authentic means finding a balance between my professional responsibilities and my personal life, and encouraging and empowering that in colleagues and teams. It means being your true self rather than an image, attitude and approach of what a ‘leader’ should look like. And it means building open, honest and trusting relationships with colleagues.

By sharing my own journey and insights, I hope to inspire other women to pursue leadership roles in finance and other fields. Leadership should reflect the diversity of the workforce, and creating more inclusive, mentally healthy workplaces benefits everyone. We need to continue to break down barriers, have open conversations about mental health, and create a richer, more diverse leadership landscape that supports every individual in achieving their fullest potential.