For a long time, performance has been measured in hours worked, targets hit, and numbers delivered. In that model, mental health was at best a side issue, at worst a taboo. Today, the picture is much clearer: without psychological balance, sustainable performance simply doesn’t exist.
Chronic stress, cognitive overload, burnout, quiet disengagement… warning signs are multiplying in both companies and high-performance environments. These struggles are rarely individual failures; they are often the result of poorly designed systems where constant urgency replaces reflection and pressure becomes the norm.
Research increasingly shows a direct link between mental well-being and effectiveness: better focus, greater creativity, sounder decision-making, and lower absenteeism and turnover. Investing in mental health, then, is not a social luxury but a powerful driver of collective performance.
This requires a shift in mindset. Taking mental health seriously means valuing rest, good management practices, clear priorities, and a sense of purpose at work. It also means training leaders to recognize early warning signs and to create psychologically safe environments.
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