Thriving on the Outside, Struggling on the Inside

Lately, I've been stumbling upon more and more discussions about the mental health of leaders, and it’s really got me thinking. Two big questions keep coming up. First, is there really such a strong link between success and mental health challenges? And second, how much longer will this subject remain a taboo in the workplace?

"A smattering of research has suggested that authority may be linked to depression, and that CEOs may be depressed at more than double the rate of the general public (which is already about 20%)," writes Alice G. Walton, PhD, in her article 'Why the super successful get depressed'.

In a well-known study of entrepreneurs, it was found that: "Entrepreneurs reported experiencing more depression (30%), ADHD (29%), substance use (12%), and bipolar disorder (11%) than comparison participants. Furthermore, 32% of the entrepreneurs reported having two or more mental health conditions, while 18% reported having three or more mental health conditions"?

Todd Essig, a Forbes contributor and New York-based psychologist, discusses the problem of depression among high-level executives in his publications, despite their success, or possibly even because of it.

In her article "Super Achievers & Addiction: Big Highs, Big Lows" , Dr. L. Stanger says that super-achievers face more pressure than others. They pay for their big results by confronting various mental health issues, such as panic attacks, insomnia, bursts of aggression, substance abuse, eating disorders, and suicidal thoughts.

This brings us to the workplace itself. Melissa Dorman, in her book Yes, You Can Talk about Mental Health at Work, pushes back against the outdated belief that mental health issues are purely personal and don’t belong at work. She argues that mental health should be treated just like physical health, and it’s crucial to break the stigma surrounding mental health discussions at the office.

So, what’s the real issue here? Even as these conversations are becoming more common, leaders will likely continue to steer clear of showing vulnerability.?

Why? First of all, there’s the deeply ingrained belief in many cultures that leaders must always be strong, confident, and unshakable. So, if you want to climb the ladder, you keep your problems to yourself.

If others see them faltering, will they still be viewed as capable, or will they be seen as weak? That’s the real dilemma.

And on top of that, vulnerability can be seen as losing control of the situation, which can spark anxiety, especially in times of crisis or when navigating uncertain waters. For leaders, keeping it together often means keeping it all inside.

So, what’s your take on this?