Art & Science of Health Promotion Conference Session Spotlight: Workplace Mental Health Is Everyone’s Business

Mental health support is no longer a “nice-to-have” benefit, an awareness-month wellness initiative, or something organizations can address with an Employee Assistance Program (EAP) pamphlet, according to Dr. David Ballard, vice president of One Mind at Work. At the 2026 Art & Science of Health Promotion Conference, he explained that in today’s workplace, actively supporting mental health and well-being is nonnegotiable for employees. Yet many workers say this expectation is not being met. In fact, more than half of U.S. employees report that their employer does not do enough to support mental health. While employers often claim that well-being is a priority, the employee experience tells a different story.

Leadership—The Key to Success

When it comes to creating a culture where mental health and well-being are prioritized, mental health is everyone’s business; however, leadership support is essential. When leaders model well-being, prioritize self-care, and normalize open conversations, it creates a workplace where employees feel safe to do the same. As Dr. Ballard highlighted in his talk, leadership can make or break the success of any initiative. Leadership behavior, not just policy, is the true driver of a mentally healthy workplace culture. The research is clear—Organizations with senior leaders who actively support workplace mental health report less than half the voluntary turnover of those where leadership support is lacking.

Identifying the Gap Between Intention and Reality

In many organizations, leaders believe they prioritize mental health. They say their door is always open. They point to an EAP. They insist they care about their people. However, employees often experience something very different: fear of disclosure; managers who are uncomfortable, undertrained, or unavailable to discuss mental health openly; and programs that exist on paper but aren’t truly accessible, trusted, or used. What’s stated and what’s actually lived don’t match.

Dr. Ballard suggests several reasons for these gaps:

• Unclear expectations
• Support that is performative rather than actually helpful
• Silence from leaders
• Not enough data, or none at all
• Siloed initiatives
• Lack of tools and resources.

Multilevel Approach for Creating a Culture Shift

Dr. Ballard states that to truly make a difference, leadership must explicitly name mental health as a priority. That includes modeling healthy behaviors, investing real resources into initiatives, measuring and evaluating success, using data and feedback to drive improvement, and equipping leaders with support to be successful. The key players involved are as follows.

• The board: The board plays an impactful role in providing governance, oversight, and accountability for workplace mental health initiatives. Often overlooked, board involvement serves as a foundational element, ensuring that mental health receives the attention and follow-through necessary for meaningful change. When the board is engaged, organizations are more likely to achieve successful outcomes.

• C-suite leadership: The C-suite, or executive leadership, sets the tone for the organization by establishing mental health and well-being as a core priority. Executives are responsible for developing the vision, dedicating specific resources, and holding others accountable. They can ensure that mental health is not just a performative initiative but a sustained organizational commitment.

• Managers: Managers can often have the greatest impact on day-to-day workplace culture. Their role is crucial for implementing initiatives, normalizing healthy behaviors and conversations, and gathering feedback from their teams. They can help make mental health resources and support more accessible and meaningful.

• Champions and ambassadors: Champions and ambassadors are often peers within the workforce who have a unique opportunity to create safe spaces for employees. Their role is to lead by example, support initiatives, and help bring mental health conversations into the workplace. Through peer-to-peer influence, they foster trust and help ensure that the organization’s efforts reach every level of the workforce.

Meaningful change requires visible leadership, shared ownership, and ongoing follow-through and support. When mental health and well-being are a top priority, organizations create workplaces where people can truly thrive.

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  Ashton Sholund

  Wellness Content and Information Specialist

  Wellness Alliance

  As a Wellness Content and Information Specialist at the Wellness Alliance, Ashton is passionate about supporting employee well-being and advancing workplace wellness initiatives. With over 12 years of experience as a certified health coach, Ashton has worked extensively in the worksite wellness sector, empowering individuals and organizations to prioritize health and create sustainable wellness strategies. Outside of work, she enjoys group exercise classes and participating in a monthly book club to nurture both her physical and mental well-being.