Boundaries

On the covers of business magazines, leaders look like they have everything under control. In interviews, they talk about vision and the courage to make difficult decisions. Except that this narrative does not include the seventy-one per cent of leaders who experience significantly higher stress since taking office. Nor does it include the fifty-five per cent of CEOs who have had mental health problems in the last year. Behind closed doors, something is happening that is not officially discussed. Researchers call it quiet cracking.

In many companies, illnesses are present but invisible. We hide them because we are afraid of labels, lost opportunities, and awkward reactions from team members or superiors. This strategy costs people their energy and dignity, and organisations their mistakes, presenteeism, and resignations. However, you do not have to accept this. With little effort, you can create an environment where we talk about needs without revealing full diagnoses, and work is designed for real people. This text shows how to do it and why it pays off for everyone.