What would you say that they should be thinking about and measuring first when it comes to this topic?

So when we first work with companies, we try to understand their mission, their vision, and their values.

Why is this important, and what outcomes is the company trying to achieve within their culture? I think that's a very important piece that gets overlooked.

It quickly goes into what's your wellbeing strategy, when it's much more than that.

But culture is built on trust, so it's vital that we start as we do this analysis, and we look at the psychological safety gap, okay? And the difference between how many people on the team feel safe enough to say, "Hey, I'm struggling and I need help," and how many people actually believe their manager would know if they were.

Hey, does the manager even know? Do I have to raise my hand, or do they already know? Because that's measurable, and in our experience, it's almost always bigger than leadership expects.

The numbers are always a little bit glaring when we go through this with the companies we work with.

It's one thing to hear from peers, another from managers, but how about the executives of organizations? Brad, what advice would you offer to them when it comes to demonstrating that we can embrace mental health in the workplace, that tools are available, you can raise your hand, but while also, I guess, maintaining boundaries and keeping it appropriate for the workplace?

What would you say that they should be thinking about and measuring first when it comes to this topic?

So when we first work with companies, we try to understand their mission, their vision, and their values.

Why is this important, and what outcomes is the company trying to achieve within their culture? I think that's a very important piece that gets overlooked.

It quickly goes into what's your wellbeing strategy when it's much more than that.

But culture is built on trust, so it's vital that we start as we do this analysis, and we look at the psychological safety gap, okay? And the difference between how many people on the team feel safe enough to say, "Hey, I'm struggling and I need help," and how many people actually believe their manager would know if they were.

Hey, does the manager even know? Do I have to raise my hand, or do they already know? Because that's measurable, and in our experience, it's almost always bigger than leadership expects.

The numbers are always a little bit glaring when we go through this with the companies we work with.

It's one thing to hear from peers, another from managers, but how about the executives of organizations? Brad, what advice would you offer to them when it comes to demonstrating that we can embrace mental health in the workplace, that tools are available, you can raise your hand, but while also, I guess, maintaining boundaries and keeping it appropriate for the workplace?