Supporting employee mental health is more than a wellness initiative—it’s a vital aspect of effective leadership. To uncover practical strategies for managing stress in the workplace, we’ve gathered insights from CEOs, founders, and an organizational psychologist. These experts share 18 impactful approaches, including leveraging mental health platforms like Spill, promoting work-life balance, and fostering open communication. Explore how intentional actions, from providing access to resources to offering quarterly wellness services, can make a lasting difference in your team’s well-being.
Use Mental Health Platforms Like Spill
Supporting our team’s mental health is something we take very seriously. During particularly stressful periods, like busy client deadlines or growth spurts, we’ve leaned on a mental health platform called Spill. It provides our team with access to therapy and mental health support directly through Slack, making it easy and approachable for everyone.
One example was during a hectic campaign season when stress levels were noticeably higher. We encouraged the team to book Spill sessions, offered flexible working hours, and organized regular check-ins to make sure everyone felt supported. The impact was immediate—team morale improved, and people felt valued and cared for.
My advice? Mental health support isn’t just a “nice-to-have”—it’s essential. Invest in tools or platforms that make it easy for your team to access help, and create an open culture where it’s okay to speak up about struggles. It’s not just good for people—it’s good for business.
Tom Jauncey, Head Nerd, Nautilus Marketing
Introduce Optional Mental Health Days
Supporting employee mental health during stressful periods requires both empathy and action. I’ve emphasized open communication and ensured that our team feels heard and valued. For instance, during a particularly demanding stretch of back-to-back case deadlines, I introduced optional mental health days. Employees could take a day off without guilt to recharge, no questions asked. This policy wasn’t just a benefit—it was a statement that their well-being mattered as much as the work. I also hosted informal check-ins where the team could voice concerns or challenges, creating a space for honest dialogue without fear of judgment.
One key lesson I’ve learned is that mental health support needs to be flexible. Some employees benefit from professional counseling, while others need something as simple as more manageable workloads. Offering access to mental health resources, like employee assistance programs (EAPs), and fostering a culture where seeking help is normalized are vital. My advice to other leaders is to avoid a one-size-fits-all approach. Understand the unique stressors your team faces and act accordingly-whether that means adjusting timelines, creating wellness initiatives, or simply listening. Demonstrating genuine care not only improves morale but also strengthens the trust and resilience within your organization.
Ed Hones, Attorney At Law, Hones Law Employment Lawyers PLLC
Create Psychological Safety with Empathy
Supporting mental health starts with creating psychological safety and showing up with empathy. During a high-stress project, I added weekly check-ins to focus on how people were doing and offered flexible schedules and mental health resources. Normalizing these conversations helped my team feel seen and become more grounded and productive amidst the chaos. My advice: by prioritizing people, you prioritize results and embed well-being into your everyday leadership.
Dr. Tatijana Busic, Organizational Psychologist, Busic Psychology & Consulting
Implement Mandatory 15-Minute Breaks
During a particularly intense campaign, we introduced 15-minute breaks where everyone had to step away from their screens. It wasn’t just about taking a breather; it was about showing the team that slowing down can help us move faster and think more clearly. Those resets worked wonders—people came back refreshed, more creative, and ready to tackle challenges head-on. My advice? Do not underestimate the impact of taking a break. Allowing your team to take breaks during tense periods demonstrates your appreciation for them and ultimately improves outcomes for all.
Cody Jensen, CEO & Founder, Searchbloom
Organize Flexible Scheduling and Counseling
During intense litigation schedules or navigating significant organizational changes, I have found that proactive communication, tangible resources, and a culture of empathy are essential.
We had a demanding period when several major cases converged, creating long hours and heightened stress for our team. We were able to organize flexible scheduling to allow team members to take breaks when needed, ensuring they could recharge without sacrificing productivity. We also brought in a licensed counselor to host confidential, on-site sessions for anyone who wanted to talk through their stress or seek advice on managing work-life balance. To encourage team cohesion and morale, we organized weekly check-ins where everyone could share their concerns, celebrate small wins, and feel supported by their colleagues.
One of the most impactful steps was simply encouraging an open-door policy where employees felt comfortable approaching leadership with concerns about workload or stress. This created a sense of psychological safety and showed our team that their well-being was as important as the outcomes we deliver to our clients.
My advice to other leaders is to normalize conversations about mental health and back them up with action. Provide access to resources like counseling or wellness programs, encourage flexibility when possible, and actively listen to your team’s concerns. Stressful periods are inevitable in this field, but by creating a supportive environment, you can help your employees manage challenges and thrive despite them.
Ross Albers, Founder & CEO, Albers & Associates
Provide Immediate Access to Stress Tools
As someone who’s experienced workplace stress firsthand, I’m passionate about supporting employee mental health through accessible, measurable solutions.
One of our most impactful steps this year was providing immediate access to our app for DirectEmployers Association the day after the 2024 presidential election—a particularly stressful time of workplace uncertainty and heightened anxiety.
The timing was crucial—we all know that major events and transitions can significantly affect employee wellbeing and productivity. By providing immediate access to our nervous system regulation tools, we helped their employees manage acute stress and reduce built-up stress in their bodies, in real-time, right from their phones.
By doing this, their team gained access to:
- Employees could access quick somatic exercise sessions during work breaks (that are 95% effective across our community at relieving stress within 5 minutes).
- Our data-driven approach shows repeatable and significant stress reduction among active users within the first week (54% decrease on average).
- Improved team resilience and reduced tension in workplace interactions as a result.
Key lessons for other HR and Employee Wellness leaders:
- Speed matters. Having tools ready to deploy quickly during high-stress periods is crucial. Don’t wait for a crisis to start planning.
- Accessibility is key. Choose solutions that employees can use anywhere, anytime. Our 5-minute daily exercises fit naturally into work breaks.
- Measure outcomes. We provide HR teams with anonymized, aggregate data showing actual stress reduction metrics—this helps justify the investment and refine the program.
- Consider cultural impact. Tools like ours create a shared language around stress management, making it easier for teams to discuss mental health openly.
My suggestion for others: Start with solutions that have a low barrier to entry and high impact. The best mental health support is the one employees will actually use.
Our experience shows that short, accessible interventions with measurable results build trust and engagement much more effectively than complex and overwhelming programs.
Andrew Hogue, Co-CEO, NEUROFIT
Slow Down and Show Genuine Care
This is going to sound rudimentary, but as a leader, the number one thing I’ve done is to slow down and actually care about my team members. Stressful periods, whether they are personally stressful for outside of work reasons, or if they are stressful because work is causing the stress, are a wonderful time to remind your employees that people come before the work.
I keep MBWA on my calendar. This is an old philosophy coined by Peter Drucker years and years ago that simply means “Management By Walking Around.” During stressful periods, it’s especially important to be intentional and consistent with personally checking in with your folks. This can look like physically walking around the office and making eye contact with your team members and asking them how they are doing or stopping by the break room to chat or slowing down to walk in with someone from the parking lot and having personal-focused talk. Remotely, it can be hopping on your instant messaging system and sending a thoughtful note asking them how things are going for them in this season of life or on a certain project or with a family member you know they are struggling with.
Show up as a human versus as a “boss.” Relate to them. Ask how you can help. Tell them about when a time has been particularly stressful for you and how you showed compassion for yourself mentally and physically and then encourage them to do the same. All of that said, if you do not have margin as a leader, you will not have the capacity to do any of this, so it starts with you. Build margin into your schedule to be able to notice AND connect to your people when they need you.
Kerri Roberts, Founder & CEO, Salt & Light Advisors
Conduct Group Debrief Sessions
One of the things that our organization does is bring out a Mental Health Professional from our Employee Assistance Program (EAP) vendor to conduct group debrief sessions for our employees. These group debrief sessions allow employees to share and support one another in relation to their mental health needs. These sessions are at no cost to our employees. They are scheduled periodically and also during times where employees may be going through a stressful period, either professionally or personally.
These group debrief sessions are then subsequently followed by one-on-one sessions that employees can schedule with the EAP Mental Health Professional. Again, at no cost. It’s important to take a holistic approach when supporting employees. This helps to foster a culture that is both accepting and understanding. For our organization, taking a multifaceted approach, with these EAP debrief sessions being just one example, has had a positive impact on multiple aspects—such as turnover, retention and engagement.
Mayank Singh, Director of Human Resources, Coordinated Family Care
Offer Wellness Sessions and Flexible Schedules
We understand that our employees’ well-being is central to our success, especially during challenging periods. Supporting mental health is not just a priority; it is a responsibility.
During the COVID-19 pandemic, our team faced significant stress, balancing personal challenges with demanding work responsibilities. To support our team, we implemented several initiatives.
- Wellness Sessions: We proudly offer weekly sessions led by esteemed experts in mindfulness, stress management, and emotional well-being. These sessions empower team members with vital skills and strategies to enhance their mental health and resilience, creating a robust and supportive workplace environment.
- Flexible Schedules: Adjusted work hours allowed team members to manage personal responsibilities without compromising their professional duties.
- Creating Safe Spaces for Communication: An anonymous feedback system and regular check-ins with team leaders encouraged employees to share their concerns without fear of judgment.
These changes led to noticeable improvements in team morale and fostered a sense of trust. Employees reported feeling supported, valued, and more connected to the organization.
Advice for Other Organizations:
- Make Time for Conversations: Create spaces for employees to share concerns, fostering transparency and trust.
- Focus on Specific Needs: Understand your team’s challenges and implement solutions that address them effectively.
- Show Commitment Through Action: Demonstrate genuine care by backing words with consistent initiatives to build trust and credibility.
Supporting employees’ mental health isn’t just about addressing immediate challenges—it’s about creating a culture where everyone feels valued and supported, regardless of the circumstances.
Dr. Nandita P. Palshetkar, IVF Specialist | DIRECTOR, Dr Nandita P. Palsethkar
Implement a Peer Support Network
When we noticed stress levels rising during a particularly busy season, I implemented a peer support network within the company. Employees were paired with a colleague they could reach out to if they needed someone to talk to or vent. This has created a sense of community and made our staff feel like they weren’t alone during stressful times. My advice is to always foster a supportive environment where employees can lean on one another. It helps with mental health as well as builds a stronger, more connected team.
Lisa Purvins, Owner, Pro-Tech Heating & Cooling
Introduce No-Meeting Wednesdays
During one stressful period, I noticed a member of our team working late into the night and back to back with meetings. It made me realize we needed a change.
We introduced “No-Meeting Wednesdays” to give everyone a break in the middle of the week. It lets people focus on their work, catch up, or just take a breather. This small step made a big difference in how the team felt and worked. My advice? Look for signs of stress and act on them quickly. Even simple changes can go a long way in supporting mental health.
Dinesh Agarwal, Founder, CEO, RecurPost
Enforce No Contact Outside Work Hours
Something we’ve done that has had a positive impact on the mental health of our team is implement “no contact” times outside of work hours across the team. This is especially important to enforce during times of high stress, which are both when employees need their downtime the most and when they’re the most likely to continue receiving work-related communication outside of their scheduled hours.
Our policy, in short, is that all members of the team, including upper leadership, are discouraged from sending work-related communication during the evenings or on the weekends. While we can’t control when clients send messages, we make it clear to both clients and our team members that employees aren’t expected to respond to messages sent in off-hours until their next shift. This gives the team freedom to use their free time the way they need to, including if they want to take a complete “digital detox” and ignore their inbox until they’re back in the office, which can be very beneficial for helping them manage their stress.
Archie Payne, Co-Founder & President, CalTek Staffing
Host Tailored Mental Health Sessions
Recognizing the unique stressors faced by our legal staff, we regularly bring in expert speakers for a series called “Legal Mind, Healthy Mind” to discuss topics specific to mental health in the legal profession. These sessions provide not only coping mechanisms but also proactive strategies to handle the pressures of legal work effectively.
During one of our “Legal Mind, Healthy Mind” sessions, a psychologist specializing in occupational stress provided techniques specifically tailored for managing high-stakes negotiations and client relationships. Participants reported feeling better equipped to manage day-to-day stresses and more confident in their professional roles. My advice: Tailor mental health resources to address the specific aspects of your employees’ roles, enhancing relevance and effectiveness.
Jeffrey A. Preszler, Partner, Preszler Law Alberta
Offer Mental Health Days and Unlimited PTO
Supporting employees’ mental health during stressful periods has been a priority, and we’ve implemented several strategies to ensure they feel valued and cared for. We offer mental health days to all employees, recognizing that sometimes stepping away is the best way to recharge. For senior team members, we provide unlimited PTO, allowing them the flexibility to manage their workload while prioritizing their well-being.
Additionally, we actively observe employee habits and patterns, staying attuned to signs of burnout or stress. If we notice anything concerning, we proactively reach out to offer support and, if needed, suggest taking a day off to reset. Creating a culture where mental health is openly addressed and supported has been instrumental in fostering a resilient and motivated team. My advice: be proactive, flexible in working hours, empathetic, and ensure your policies align with your team’s needs.
Nicole Gallicchio-Elz, Chief Operations Officer
Provide Flexibility During High-Stress Periods
Providing whatever flexibility you can is the best way an organization can support the mental health of their employees during high-stress periods. This doesn’t need to mean embracing widespread remote work if your company isn’t equipped for it, but you absolutely can adopt those policies on a limited or short-term basis when you have an employee who is going through a difficult period, or when you’re in a particularly busy season that has your team putting in more than their usual number of hours. In those situations, getting to skip the commute can be a big help in getting the most out of their limited time.
There are other ways you can provide flexibility, too. Things like condensed/4-day workweeks or variable shift start and end times can give employees more freedom to adjust their work around the demands in their personal life. This will make them better able to manage their stress and continue to bring their best to work. Similarly, you can add more flexibility to your PTO policies, allowing employees to take mental health days when they need to during high-stress times, or allowing for “workcations,” just to give some examples. The point is, the more you can adapt the workplace to meet employees where they are, the more tools you give them to manage their stress.
Steve Faulkner, Founder & Chief Recruiter, Spencer James Group
Promote Work-Life Balance and Open Communication
Supporting employees’ mental health begins with proactive measures to prevent burnout and minimize workplace stressors. Start by promoting work-life balance with policies like discouraging responses to work emails after 6 p.m., enabling employees to set healthy boundaries. Offering paid mental health days encourages self-care and underscores your organization’s commitment to their well-being.
Creating a supportive workplace culture also involves open communication. Implementing an open-door policy allows employees to address concerns directly with their supervisors, while team-building activities and group outings strengthen relationships and reduce stress.
Equally important is recognizing when employees are overwhelmed by work or personal stressors. Providing access to Employee Assistance Programs (EAPs) and discussing the benefits of these resources during team meetings can encourage employees to seek help when needed. By fostering a supportive environment and emphasizing mental health resources, you can create a workplace that prioritizes well-being and reduces undue stress.
Jezel Rosa, Psychiatric Nurse Practitioner, Levelheaded Mind
Encourage PTO and Self-Care Activities
We take mental health and well-being seriously, and to help our employees and interns we provide resources and encourage PTO and self-care activities. During orientation we teach several guided meditations and encourage our employees and interns to continue the practice. We share self-care resources on healthy movement at the office, how to save money and time at the grocery store, ways to practice mindfulness, and much more. We have a “bring your pet to work” office policy and encourage time in nature with our walking meetings. And when work becomes extra stressful we celebrate progress with recognition and bonuses.
Beryl Krinsky, Founder & CEO, B.Komplete
Offer Quarterly Wellness Services
Employees not only have the demands of work upon their shoulders but that of their personal responsibilities as well. To support their well being, quarterly wellness services such as chair massage, self care workshops and self care technique group sessions are held throughout the year to help nurture employees’ well-being both on the job and off. It is important to cultivate an environment where employees feel nurtured.
Natasha White, Self Care Wellness Facilitator, New You Wellness
Brett Farmiloe is the founder of Featured, a Q&A platform that connects brands with expert insights.
Mental health stock image by Prathankarnpap/Shutterstock