In Conversation With Shikha Saxena

1. Given the increasing awareness about mental health and wellbeing of employees, have things improved in the corporate world? What changes are you seeing around you?

In recent years, awareness around mental health and wellbeing in the corporate world has evolved from a superficial focus on wellness to a core component of business strategy. Mental well-being was once a taboo topic, but post-COVID, it has become a more open conversation, encouraging employees to seek support without fear of stigma. It is recognized as an integral part of overall wellness and, crucially, as a business imperative, rather than a "soft" issue. Data-driven insights have clearly demonstrated its impact on employee engagement, absenteeism, productivity and retention.

Two significant shifts are driving the adoption of mental health initiatives: first, the creation of tailored programs that address the specific needs of the workforce; and second, the active involvement of leadership. Leaders & influencers are not only championing these initiatives but also sharing their own experiences, fostering a culture of openness and support.

2. Corporate work, especially sales roles, have targets to be achieved. The technology that keeps a person connected, working at different hours and WFH has blurred the boundaries between work and personal life. With more women employees in sales, and their expecting to travel, what do you think is being done or must be done to manage mental wellbeing and keep them mentally strong?

Managing the mental well-being of women in sales requires a comprehensive approach that combines flexibility, strong leadership support, personalised mental wellbeing programs, and a workplace culture that respects boundaries. It's crucial to recognize the unique pressures women in sales face and offer proactive solutions.

Although technology and remote work have blurred the boundaries between professional and personal life, they can also be used to offer greater flexibility. Flexibility shouldn’t just mean the ability to work from home, but also the autonomy for women to structure their workday around their personal responsibilities without sacrificing performance.

One of the biggest challenges women in high-pressure sales roles face is the fear of being perceived as "less committed" when they speak up about their struggles. Leaders, especially those without first hand experience, need training on understanding and addressing these topics with empathy. Including men in these discussions is essential for building psychologically safe workspaces. Regular mental wellbeing check-ins by managers or HR that go beyond performance reviews can help significantly in this area.

For women in sales, frequent travel can lead to burnout, isolation, and fatigue—all of which can have a serious impact on mental well-being. It’s not just the physical act of traveling but also the constant need to be "on," whether in client meetings, airports, or during calls from home.

As a woman with decades of experience in this field, I remember feeling hesitant about taking on an ambitious sales role just a few months before my wedding. It was my future spouse's encouragement and support that gave me the confidence to take this leap of faith. Since then, several factors have contributed to my success, including company policies that reduced overnight stays, allowed my daughter and her nanny to accompany me on longer trips, and ensured safe travel options such as thoughtful hotel choices and flight schedules. Most importantly, I have been fortunate to work with compassionate managers who understand the unique challenges faced by women travellers. They have supported me in balancing both my personal and professional lives, helping to weave a balanced success story even when I’ve felt pulled in different directions.

Lastly, providing access to coaching or mentorship programs can be highly beneficial. Pairing women in sales with other successful women in similar roles offers guidance on handling the demands of the job, managing travel, and achieving work-life balance, while also providing much-needed emotional support.

3. Increasing women workforce has brought up issues related to women’s health issues like menstrual and menopause leaves. These contribute to mental wellbeing as well. As a woman professional, what are your views on this?

As a woman professional, I believe the conversation around women’s health—particularly regarding menstrual health, menopause, and associated leaves—is long overdue. Women’s health is not merely a personal matter; it’s a workplace issue. Failing to address these realities can diminish productivity, increase absenteeism, and lead to the loss of valuable talent.

Normalizing discussions around menstrual and menopause leave, while educating leaders to approach these topics with empathy, is essential for fostering equity and reducing bias. This inclusivity not only supports mental well-being and prevents burnout, but also demonstrates a genuine commitment to employees’ holistic health. Offering such leave isn’t about giving special treatment; it’s about recognising the unique health challenges women face and fostering a fair, supportive workplace that measures success by deliverables rather than traditional methods.

Beyond leave policies, companies can further empower women by offering flexible working hours, mental health resources, and comprehensive wellness programs. A workforce that feels both physically and mentally supported is one that will thrive, providing a critical competitive edge in today’s business environment.

4. What kind of preventative measures must every organisation take to reduce burnout and it’s impact on employees? How can organisations keep a check on symptoms of burnout among employees? What would be the role of the immediate reporting manager and how can they be trained?

Preventing burnout is no longer just a desirable goal for organisations—it’s essential for maintaining long-term productivity, employee well-being, and retention. Burnout develops gradually, often fuelled by overwhelming workloads, limited control, or blurred boundaries between work and personal life. To combat this, organisations need a proactive, multi-layered approach to monitor, prevent, and mitigate burnout.

A key strategy is reinforcing clear boundaries between work and personal life, especially in today’s always-on culture. Many companies now prioritize life after working hours by implementing policies like no emails or messages after work and on weekends. This allows employees to disconnect and recharge, preventing the accumulation of stress. Implementing 'no meeting' days or shortened work hours during high-stress periods can also help.

Fun at work initiatives, such as gamification, team-building events, and creative break zones, are another crucial component of burnout prevention. These activities foster engagement and boost morale, while non-work events strengthen social bonds within the team.

Frequent check-ins between managers and employees, focusing on stress levels and workload alongside performance, are essential. Managers need training to recognise early signs of burnout, such as fatigue or irritability, and create an environment where employees feel comfortable raising concerns. Regular recognition and appreciation also play a vital role, as feeling undervalued can accelerate burnout.

5. Companies engage in various programs around mental health. How do you think any organisation can measure it’s effectiveness?

Assessing the effectiveness of mental health programs is vital, not only for enhancing employee well-being but also for ensuring these initiatives deliver business value. A thorough evaluation should incorporate anonymous employee feedback, behavioral data, and business outcomes to gain a complete perspective. For example, Deloitte's 2022 survey revealed that 40 per cent of employees were unaware of their company's mental health resources, underscoring the importance of regular pulse or engagement surveys to measure awareness and perceptions.

Monitoring absenteeism and presenteeism can help identify mental health challenges such as stress or burnout and comparing these metrics before and after implementing programs demonstrates their effectiveness. Employee retention and productivity, particularly in high-pressure roles, serves as another strong indicator of success.

Managers are key in recognising when employees are struggling and providing valuable feedback & support. Their real-time observations enable HR to fine-tune programs, creating a continuous feedback loop that enhances the initiatives over time.

6. What about people at the top where there is high stress of performance, ensuring team growth as well as compliances along with high stakes?

For executives and senior leaders, the pressure to drive success, manage large teams, and make high-stakes decisions often leads to stress, burnout, and health issues. Their mental well-being is crucial, not just for them personally but for the entire organisation’s success.

A crucial component to this is a coaching program for leaders that goes beyond mere productivity. These programs should address the unique challenges leaders face, such as frequent travel, the constant demand for high-stakes decision-making, management styles, and dealing with impostor syndrome.

Fostering a strong sense of connection among leaders is essential. A structured program that encourages top level stakeholders to interact with one another on a deeper level—allowing them to become a more cohesive, supportive team—is key. This can include regular group sessions where they are encouraged to share experiences, offer mutual support, and invest personally in each other's success. Such a program helps break down silos, fosters collaboration and trust, and ensures that leaders don’t feel isolated at the top. Building these connections allows leadership teams to function as unified, interdependent units, creating stronger organisational leadership.

Rather than emphasising work-life balance, companies should promote work-life integration for top leaders by offering flexible schedules, burnout checks, and digital detox options.

7. Do you think spirituality has a role to play? If yes, what and how?

While spirituality is often a personal matter, its principles can provide leaders with valuable tools to manage stress, find balance, and maintain purpose amidst the pressures of their roles. Practices such as mindfulness and meditation have gained significant traction in corporate environments, particularly within Employee Assistance Programs (EAPs), because of their proven benefits for mental clarity, stress reduction, and emotional regulation. Meditation, for instance, is known to reduce anxiety and improve focus, while mindfulness encourages staying present, helping individuals avoid feeling overwhelmed by constant responsibilities and future uncertainties.

Spirituality also nurtures qualities such as, compassion, empathy, humility, and emotional intelligence—traits that are crucial for leadership and effective teamwork. Additionally, it fosters resilience, helping leaders navigate challenges with grace, embrace uncertainty, and maintain hope during difficult times.

By freely promoting spiritual well-being, organizations can help employees cultivate balance, clarity, and resilience, enhancing both personal fulfilment and professional performance.

Harbinder Narula

BW Reporters CEO - BW Healthcare World & BW Wellbeing World