Between the experiences I witnessed as a business leader during the global pandemic and what I see on a daily basis at a mindful company like Calm, I strongly advocate for the importance of proactively addressing and reducing workplace stress. Simply offering generic benefits is no longer sufficient. To truly support our employees and foster a healthy and productive environment, we must embrace the concept of tailored mental health support that addresses the unique needs of each individual. This isn’t just a feel-good “wellness” initiative; it’s a strategic imperative that directly impacts team morale and overall productivity.
For example, when we speak of a tailored approach, I like to think that we are all unique and each of our brains processes information and works in its own way. When we hear the term “neurodiversity,” many people tend to only think of the autism spectrum, but in fact 15 to 20 percent of the U.S. population is neurodiverse.[1] This includes ADHD, the autism spectrum, dyslexia, and other conditions. Leaders must learn to leverage the talents and meet the needs of all their people.
My early experiences at Ripple Health Group, especially during the abrupt shift to remote work in the midst of COVID-19, underscored the rising stress levels and the critical need for human connection. We saw firsthand how the lack of in-person interaction and the blurring lines between work and home life took a toll. To combat this, we implemented informal initiatives aimed at fostering connections, like socially distanced walks in the park and backyard meet-ups. At the time, we were a start-up and small—and it was a bit easier for us to do this. These simple acts, though, were a testament to the fundamental human need for connection and how its absence can significantly contribute to stress. We even recognized the value of the initial moments in virtual meetings for informal “chit chat,” mirroring the organic interactions of an office environment. Think about when you gather for an in-person meeting. As we’re waiting for everyone to arrive, we engage in small talk or even important work talk that occurs spontaneously. The same thing occurs when we leave meetings—we might linger and continue a conversation. We lose those human connections when online interactions are strictly business.
When Ripple merged with Calm, I appreciated the existing culture that already incorporated elements of kindness and mindfulness over Zoom, such as the use of heart emojis in chats (frankly, I’d never seen so many blue heart emojis in a meeting!) and the practice of meditation. This highlighted the potential of embedding well-being into the fabric of our daily interactions.
However, we also recognized the limitations of traditional Employee Assistance Programs (EAPs). These programs tend to be highly underutilized, usually in the area of 5 users per 100 employees (though those numbers did go up during the pandemic).[2]
When I was at United, I saw how often these resources went unused unless actively promoted by leadership, incentivized, or associated with a recognizable brand. This taught me that simply providing a long list of options isn’t effective. Employees often feel overwhelmed and don’t know where to start. What kind of help do I really need? And which number do I call?
This realization led to a crucial insight: we need to work directly with our employees to understand what kind of support they would genuinely value. Instead of offering a generic menu of benefits, we should be building programs from the ground up, addressing specific needs and preferences. For instance, at Ripple, we recognized the value of Calm and considered offering access to similar tools that employees found valuable.
The concept of tailoring mental health support extends beyond general well-being to address the unique needs of diverse individuals, including those who are neurodiverse. A one-size-fits-all approach simply won’t cut it. We need to recognize that everyone’s experience of stress and their support needs are different. There is also a tendency to think of “neurodiversity” as synonymous with the autism spectrum. I prefer to think of it in much broader terms—ensuring we include people with ADHD, OCD, or many other diagnoses. In fact, I prefer to think that we are all unique with unique needs.
To effectively implement tailored support, we must ensure that these programs are easy for employees to find and understand. HR teams play a crucial role. They must clearly communicate available resources, even tailoring recommendations based on employee needs or feedback. Furthermore, it’s essential to evaluate the effectiveness of our programs and be willing to adapt or replace underutilized resources. Stacking benefits without engagement doesn’t serve anyone.
Beyond formal programs, leadership has a major role to play in creating a healthier work environment and reducing stress. Besides exceptional communication, leaders must be empathetic and recognize the impact of factors outside of work on employee well-being. While we can’t solve every personal challenge, acknowledging these realities and offering flexibility and understanding can go a long way. Empathy—clearly expressed—can also help erase the stigma of seeking help. For example, a 2025 workplace survey by the National Alliance on Mental Health (NAMI) showed 42 percent of respondents worried their career would suffer if they talked about mental health issues at work.[1] Additionally, the same survey showed that about one-quarter of respondents did not know if their company offered mental health benefits.[2] This is a failure of communication!
Ultimately, reducing workplace stress with tailored mental health support requires a holistic and empathetic approach. It’s about moving beyond simply offering benefits to actively understanding and addressing the diverse needs of our employees, fostering a culture of connection and open communication, and ensuring that the support we provide is accessible, relevant, and truly makes a difference. This is the philosophy we champion at Calm, and it’s a lesson I’ve learned and continue to reinforce throughout my leadership journey.
[1] Vanessa Leikvoll, “20% of People Are Neurodivergent—How to Leverage These Unique Strengths,” Leaders.com, June 20, 2023, https://leaders.com/articles/productivity/neurodivergent/. (Vanessa Leikvoll, Author at Leaders.com)
[2] Mark Attridge, “Profile of Small Employers in the United States and the Importance of Employee Assistance Programs During the COVID-19 Pandemic,” American Journal of Health Promotion 36, no. 7 (September 2022): 1229–36, https://doi.org/10.1177/08901171221112488.
[3] National Alliance on Mental Illness. The 2025 NAMI Workplace Mental Health Poll. Arlington, VA: National Alliance on Mental Illness, 2025. https://www.nami.org/support-education/publications-reports/survey-reports/the-2025-nami-workplace-mental-health-poll/.
[4] Ibid.
