As healthcare leaders, we have a responsibility to address the growing mental health needs of our workforce. Mental illness is among the most common health conditions in the U.S., affecting more than 1 in 5 adults. Serious mental illnesses, including major depression and bipolar disorder, affect approximately 1 in 25 adults, according to the CDC. These conditions reflect a complex interplay of genetics, life experiences and environmental stressors that can evolve over time.
In healthcare, these challenges are amplified. The pace is relentless, the stakes are high, and the emotional demands on clinicians and staff are constant. Burnout, anxiety, emotional fatigue and depression are not isolated issues; rather, they are workforce realities that directly affect engagement, retention and, ultimately, the quality and safety of care we deliver.
For this reason, resilience cannot be viewed as an individual responsibility alone. It must be intentionally designed into our culture, leadership practices and systems of care.
A resilient healthcare culture is one where team members feel supported in speaking up, acknowledging stress and seeking help early. It is a culture where asking for help is not stigmatized but expected as part of sustaining high performance and well-being over time.
Building that culture requires more than intention — it requires infrastructure. Confidential, accessible support services such as employee assistance programs play an important role in helping team members and their families address challenges before they escalate. These resources must be easy to access and actively promoted, not just made available.
Equally important are internal supports that strengthen connection and prevent burnout. At Lee Health, peer support programs, resilience education and dedicated staff well-being resources help normalize conversations about stress and reinforce a culture of care within teams. While these services are not a substitute for clinical mental health care, they are essential in creating an environment where people feel seen, supported and valued.
Leadership behavior is equally critical. The tone we set matters. When leaders acknowledge stress openly, model vulnerability and actively encourage the use of support resources, we help reduce stigma and reinforce that well-being is integral to performance and not separate from it.
Ultimately, building resilience is not about asking people to endure more. It is about ensuring they do not have to do it alone. Our ability to recruit, retain and support a strong workforce depends on the culture we create for the people who care for our communities every day and night.
A truly resilient healthcare organization is one where support is visible, stigma is absent and every team member knows they are not alone. Seeking help is a sign of strength, not weakness.
Larry Antonucci, MD, is president and CEO of Fort Myers, Fla.-based Lee Health.
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