In a workplace where mental health is prioritised, employees would feel confident, heard, valued and supported
The theme for Mental Health Day 2024, which was observed on October 10, was “mental health in the workplace”. Although a month has passed since then, it is a theme that will remain relevant at all times of the year, given the rising incidents of burnouts and crashes in the professional sphere. The race has never been this fierce to corner the best bargains in life and in the process of touching the finish line first, we are disintegrating as family, workers and society. Our workspaces are turning into ticking time bombs with a multitude of nerves waiting to snap.
The deadlines in front of us are turning into death lines. As someone who has gone through a mental health condition and someone who has been through the trials of having to perform well at work during the ailment, and in the end been let off, I can say this much with certainty: We talk more and walk less. The active discussions that we are having on mental health in offices are not translating into workable actions and responses. Whether we use the word toxic or hostile, or politics to describe inclement work conditions, there is an amount of disquiet hovering over workstations and cabins. Employees still struggle to define their boundaries and raise concerns without fear of judgment or retaliation.
This lack of open communication creates a festering environment where mental well-being takes a back seat to competition, productivity, and ambition.
To bridge this gap, I believe every organisation needs a Chief Emotional Intelligence Officer —a dedicated professional to prioritise the mental wellness of employees. This individual would serve as an accessible resource for emotional guidance, creating a safe harbour where employees can speak candidly about their mental and emotional challenges without fear of repercussions.Why is this crucial? Because mental health issues in the workplace are seldom isolated incidents—they are deeply intertwined with how individuals interact, collaborate, and handle the pressures of their roles. The CEIO would not only provide direct support but also foster a culture that values empathy, resilience, and open dialogue. They could organise workshops on emotional intelligence, manage peer support networks, and act as a mediator in times of conflict. By equipping employees with emotional tools and safe channels to address their struggles, companies can create a more harmonious and productive environment. A psychologist or therapist in the workspace would be invaluable in addressing the employees issues.
Think about the quiet suffering: employees with anxiety disorders who fear speaking up during meetings, those with depression who find it challenging to meet deadlines or those enduring chronic stress due to workplace politics. When left unaddressed, these issues don’t just impact the individual—they disrupt team dynamics, reduce overall productivity, and lead to higher attrition.
By bringing mental health resources in-house, organisations send a powerful message: We care about you as a whole person, not just as a worker.In workplaces that still stigmatise open communication, a CEIO can lead by example, showing that seeking help is a strength, not a weakness. Imagine an office where an employee overwhelmed by stress could have a confidential conversation with a professional trained to listen and offer support. Or where tensions between coworkers could be resolved through mediation rather than letting resentment fester. This isn’t just about providing a “quick fix” for mental health—it’s about creating a sustainable, nurturing workplace culture. If we genuinely wish to prioritise mental health in the workplace, then it’s time to go beyond well-meaning words and take actionable steps.
(The author is a columnist and writing coach based in Dubai; Views are personal)
