We Need To Normalize Mental Health Support For The C-Suite

Executives aren’t invincible; they’ve just perfected the art of hiding burnout behind boardroom bravado. Beneath the hefty compensation and outward confidence lies a real human vulnerability to crippling stress and mental health challenges.

A staggering 81 percent of CEOs believe that organizations view individuals with mental health issues as "weak or a burden," while 65 percent report feeling intimidated by their coworkers. 

Senior leaders in the Gulf Cooperation Council (GCC) region face relentless pressure. While the region is poised for accelerated growth in 2025, the path forward is fraught with challenges. CEOs are navigating the lingering effects of economic instability-high interest rates, inflation, and tightened investments continue to weigh on decision-making.

Layered onto this are geopolitical tensions and an ongoing talent management crisis. Despite some softening in the labor market, finding and retaining skilled talent remains a pressing issue. 

In high-stakes environments like these, the emotional toll on executives can be immense. Yet, the assumption persists: “They’re in the C-suite, they can handle it.” This misconception not only endangers their well-being, but it can also jeopardize organizational health, leading to missed opportunities and diminished performance. 

The Hidden Toll

Executives carry a unique burden. Their decisions reshape strategies, redefine departments, and impact livelihoods. At the same time, they must satisfy shareholder demands, adapt to market fluctuations, and project unwavering confidence.  

Unlike the general workforce, senior leaders often hesitate to access mental health resources, fearing stigma or appearing vulnerable. Isolation amplifies this challenge. In C-suite roles, where few peers share similar burdens, the sense of being misunderstood is acute. Leaders often believe they must present an image of invincibility, making it harder to seek help. 

In the GCC, traditional hierarchies and cultural norms compound these challenges. Open discussions about personal or mental struggles are often avoided, leaving signs of stress or burnout unnoticed until they manifest in erratic behavior or poor decision-making. 

Ripple Effects on Organizations

The personal struggles of senior leaders don’t exist in isolation – they cascade through organizations. Unmanaged mental health challenges can lead to productivity declines, demoralized teams, and delayed or flawed decision-making. High-performing managers may leave for more supportive environments, further destabilizing organizations. 

Conversely, proactive steps by executives to prioritize mental well-being can foster a culture of openness and resilience. When leaders share their own experiences with therapy, coaching, or mindfulness, they help destigmatize mental health support and inspire others to follow suit. Workplaces with robust mental health policies see a considerable reduction in absenteeism and presenteeism. While such research often references the general workforce, the impact at the executive level is no less transformative. 

Leading the Culture Shift

A cultural shift starts at the top. When board members and shareholders champion executive well-being as a strategic priority, they dismantle entrenched stigmas and signal the importance of mental health.  

Visible, unwavering support for tailored initiatives, such as faith-based counseling or culturally aligned programs, ensures resonance with local realities. These efforts not only increase uptake but also integrate mental health into the organizational fabric. 

External experts must also align with GCC-specific cultural values, fostering trust and acceptance. By adopting interventions that respect regional norms, organizations make mental health support both accessible and impactful. 

The Way Forward

Executives are human – and no level of compensation can shield them from the realities of stress or burnout. The notion that “they’re paid enough to handle it” is not only dismissive but also dangerous.  

GCC organizations must prioritize and normalize mental health care for their leaders, laying the foundation for empathetic and growth-driven cultures. Encouraging senior leaders to embrace the same support they advocate for others sets a powerful precedent.  

By doing so, organizations can redefine workplace well-being – ensuring resilience, sustainability, and success for every member of the team. 

About The Author

Amel Osman is an independent communications and reputation advisor based in the UAE.