A voice piped up during the Q&A for a manager’s workplace mental health training. “This is great. But how do we keep mental health from being weaponized—from people taking advantage of it or using it as an excuse? As the CEO of this company, I’m supportive of these efforts, but I want them to have the desired impact.”
At Mind Share Partners we’ve noticed similar concerns surfacing more often. While research shows that every $1 invested in scaling mental health supports returns $4 in improved health and productivity, some executives worry that mental health initiatives will be “weaponized”— meaning that they will be used as an excuse for poor performance, increased absenteeism, or excessive time off.
Is Mental Health Being Used as an Excuse?
There is a common misconception that prioritizing mental health is “soft” and will hinder performance or that mental health is “invisible,” leaving room for potential manipulation. While understandable, these apprehensions hamper efforts to build a company culture where work elevates rather than erodes well-being.
Research does not support the notion that employees abuse mental health support. Our own* revealed that less than 35% of workers feel comfortable talking about mental health with colleagues or their managers, indicating that stigma remains a far more significant challenge than potential misuse.
The stigma around mental health and lack of support has significant consequences, including employees not utilizing mental health benefits for fear of judgment, increased risks of burnout for employees less comfortable talking about mental health, and the potential for increased absenteeism, lower productivity, and higher medical costs for employers. Far from being used as an excuse, mental health support is crucial for sustaining performance and fostering a resilient workforce.
How to Prioritize Mental Health and Performance in Your Work Culture
Instead of allowing fear or bias to drive decisions, leaders can adopt a more constructive approach that promotes empathy and accountability. Here are five guiding principles.
Check your assumptions. The first step is for leaders to examine their own experiences with and knowledge of mental health challenges. They can ask, “What leads me to believe mental health supports will be misused?” Often, they will find their own internalized stigma driving this kind of thinking. Prioritizing employee well-being is a moral and strategic approach. Younger generations desire companies that support mental health, and research demonstrates clear returns on these investments. Leaders should question their biases and recognize that companies where people are well do well.
The choice is not an either/or. In my work at Mind Share Partners, I find that leaders often believe they must choose between creating a culture of accountability or empathy. In reality, supporting employee well-being encourages stronger performance by boosting productivity, collaboration, and creativity. Organizations that care about performance and people recognize that mental health and high standards aren’t mutually exclusive, but mutually reinforcing.
Clearly communicate the ‘why’ behind focusing on mental health. Leaders should share their vision for mental health and well-being, and how it advances their organization’s strategic goals. In doing so, they can set expectations that both mental health and performance are taken seriously. At Mind Share Partners, I often work with companies to develop mental health frameworks that tie wellbeing outcomes to core company values and outcomes.
Focus on trust, not control. Leaders will find better results in demonstrating trust in their employees, rather than tightening control to prevent potential misuse. Leaders build trust when they take a genuine interest in employee well-being and focus on outcomes, rather than monitoring time spent at work, leave taken, or accommodations needed. Leaders can demonstrate trust and create safety for employees by sharing their own stories. Safety to seek support proactively prevents issues from escalating and builds stronger teams.
Educate and empower managers. One of the most common questions we get from managers is how to balance performance expectations while supporting mental health. This is where training and clear communications around a manager’s role when it comes to employee well-being is critical. Well-equipped managers can build relationships that increase engagement and trust, maximizing mental health initiatives and mitigating risks of mental health supports being misused.
The fear that mental health will be weaponized often stems from misunderstanding and old workplace paradigms. When organizations prioritize performance and well-being equally, they create the conditions for sustainable high performance and lasting success.
research at Mind Share Partners
