The Employee Mental Health Business Imperative | Op-Ed
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Diverging Reports Breakdown
The Employee Mental Health Business Imperative
Only 31% of employees report being “very satisfied” with their workplace culture. The 2024 National Alliance on Mental Illness (NAMI) Workplace Mental Health Poll found 1 in 4 say they’re outright dissatisfied. The report concluded: “Positive workplace mental health requires investment—of time, intention, and action—from all levels of an organization’” The number of wellness programs is overwhelming, but it persists, says Deb Cabelin, CEO of Employee Ownership Strategy for Employee Ownerships (EOS) The EOS report found that 71% reported difficulty concentrating at work (up from 46% in 2018). 56% had actively looked for a new job. Only 40% said their company invests in supportive managers. Just 34% felt leadership openly discussed mental health. The Eos report also found that 57% said they couldn’t negotiate workload or responsibilities. It found that 66% did not feel comfortable giving their manager feedback. EOS recommends the use of Dialogue Discipline, a concept based on research from MIT’s William Isaacs and Peter Senge.
Adding to the conversation, Mental Health America (MHA) held a 2024 webinar provocatively titled, “The Workplace Wellness Program is Dead—Now What?” The title itself raises vital questions:
• Who holds responsibility for employee mental health?
• Is there a tension between what drives profit and what supports people?
• Can great business practices themselves become a force for mental well-being?
A Look Back—and a Way Forward
Even before the COVID-19 pandemic, a shift was underway. Employers had begun to recognize employees as whole people, not just workers. That movement intensified during the pandemic, as organizations were forced to adapt to new realities and rethink their priorities. Since then, numerous initiatives—some highly creative—have emerged to support mental health. But have they worked?
According to MHA’s 2022 Work Health Survey, the answer is: not well enough. Of over 11,000 U.S. employees across 17 industries, key findings included:
• 71% reported difficulty concentrating at work (up from 46% in 2018).
• 56% had actively looked for a new job (vs. 40% in 2018).
• Only 40% said their company invests in supportive managers.
• Just 34% felt leadership openly discussed mental health.
• Most employees (66%) did not feel comfortable giving their manager feedback.
• 57% said they couldn’t negotiate workload or responsibilities.
The report concluded: “Positive workplace mental health requires investment—of time, intention, and action—from all levels of an organization.”
Why Well-Intentioned Efforts Often Fall Short
Efforts like yoga classes, meditation apps, and wellness challenges are well-meaning. But they often fail to address the systemic and cultural roots of workplace stress. Managers, already under pressure to hit strategic goals, are also expected to care for their team’s emotional well-being—without sufficient tools, training, or support.
This raises a pivotal question: rather than adding more programs, can we embed mental health into the way we do business?
Dialogue Discipline: A Game-Changer for Culture and Performance
At the heart of this reimagined approach is a concept called Dialogue Discipline, based on research from MIT’s William Isaacs and Peter Senge (The Fifth Discipline). It centers on transforming workplace communication—especially in high-stakes or conflict-prone scenarios.
Traditional workplace conversations often default to debate (from the Latin to beat down) or discussion (to shake apart). These approaches reinforce win-lose thinking, suppress curiosity, and trigger defensive reactions. In contrast, dialogue (from dia = through, and logos = meaning or word) invites mutual understanding and collective insight.
Dialogue Discipline promotes:
• Inner inquiry (self-awareness),
• Outward inquiry (curiosity about others),
• Respectful, psychologically safe communication.
Real-World Impact
Janet Werner, President of U Have My Word LLC, has applied Dialogue Discipline since the 1990s in large-scale system transformation efforts. In one pharmaceutical company, she facilitated a decade-long cultural evolution involving senior executives and frontline workers. The result: sustainable, respectful dialogue that improved both mental health and business outcomes.
John Griffith, Founder of Griffith Training Consultants LLC, introduced “assumption-checking” language tools to leadership teams at a global data insights firm. The Chief Data Officer wanted improvement in his executive team’s surfacing and resolving of tough issues that had long gone unspoken. During his session, John put placemats with cues in front of each team member to help them shift from judgment to curiosity, leading to more open, productive conversations.
In both cases, Dialogue Discipline didn’t add another program to the list—it changed the way the business functioned, organically reducing stress and strengthening trust.
Insights from the Field
Thought leaders agree that integrating mental health into core business practices is not optional—it’s essential:
• Carlito Cabelin, Strategy Executive for Employee Ownership, observes: “Executives in the banking sector are white-knuckling it. The number of wellness programs is overwhelming, but burnout persists.”
• Dr. Debra L. Wentz, CEO of the New Jersey Association of Mental Health and Addiction Agencies, stresses: “Mental health support is essential for recruitment and retention—especially as workforce shortages worsen in health care and beyond.”
• Achille Dejean, Executive Director at Mental Health America of Monmouth County, adds: “When leaders genuinely listen and stay attuned to their employees—while maintaining boundaries—they can make practical, policy-aligned changes that impact culture.”
A Call to Reflection—and to Action
Instead of viewing mental health programs as an add-on, what if we reimagined great business practices themselves as the solution?
• What if communication that respects and connects people was how we did business—not just an HR initiative?
• What if empowering leadership, assumption-checking, and intentional dialogue were standard operating procedures?
• What if organizations cultivated a “Culture of Caring” simply by being more human in their daily practices?
Yes, mental health training costs time and money. But integrating well-being into everyday operations doesn’t have to be complex or expensive. It begins with a shift in mindset—and a commitment to dialogue.
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Meet the Authors
Dr. Dale G. Caldwell – President of Centenary University and Pastor of Covenant United Methodist Church
A visionary leader in education and ministry, Dr. Caldwell is deeply committed to improving lives through academic innovation, spiritual growth, and community empowerment. He brings a unique blend of business acumen, educational leadership, and pastoral care to his work, championing initiatives that promote human flourishing, mental health, and organizational excellence.
Janet Werner – President, U Have My Word LLC
Janet specializes in large-scale system transformation using MIT-based dialogue disciplines. She is the creator of Business Table Talk Tools™ and Napkin Notes™—tools designed to simplify change and foster effective, human-centered communication. Author of N.O. Spells No. Y.E.S. Spells Yes: Maybe So? It’s Got to Go!
John Griffith – Founder, Griffith Training Consultants LLC
John works with high-growth businesses and global corporations to unlock leadership potential and foster meaningful communication. He specializes in coaching managers to lead with empathy and clarity during times of change and growth.
The opinions expressed in this op-ed are those of the author and do not necessarily reflect the views of ROI-NJ.