Human Well-being, Olympic Medals, and Workplace Productivity: What is the Common Thread?

“Performance assessment is no longer solely based on on-the-job skills, whether for a sportsperson or a corporate executive.”

The Olympics has just concluded, an event the world eagerly awaits every four years, for which the top athletes train for many years. In every edition, we witness numerous world and Olympic records fall, as men and women push the limits of their bodies and minds to reach new heights. The 2024 Paris Olympics was no exception. However, a notable development in this edition was the attention participating countries paid to the mental health and fitness of athletes, on par with their physical fitness.

The withdrawal of top gymnast Simone Biles during the Tokyo Olympics, citing mental health challenges, had a significant impact on how athletes and the countries they represent address mental health issues. According to Fortune Health, the U.S. Olympic team, which topped the medals tally, had more than 250 healthcare professionals, including clinical psychologists and certified mental performance consultants.

The Indian support staff included 26 psychotherapists and mental conditioning coaches for its contingent of 117 athletes.

Performance assessment is no longer based solely on on-the-job skills, whether for a sportsperson or a corporate executive. Simone Biles’s withdrawal made headlines, but the growing number of corporate employees who quit their jobs or take leaves of absence due to mental health issues often goes unnoticed. As stated in the 2024 Economic Survey, “Mental health problems affect the quality of life and constrain the realization of an individual’s potential. At an aggregate economic level, mental health disorders are associated with significant productivity losses due to absenteeism, decreased productivity, disability, and increased healthcare costs.” Moreover, individuals aged 25-44 are most affected by mental illness—an age group that forms the backbone of any organization.

It’s clear that human well-being must be prioritized in organizational policies and practices to close productivity gaps. As a society, improving our nation’s overall well-being and happiness index may even help us win more medals in future Olympics.

One of the world’s largest global professional services groups, where I worked for nearly two decades, recently created a new position called the “Chief Happiness Officer” (CHO). The CHO sits on the Core Executive Management team, signifying the seriousness of this initiative.

I recall my own experience with mental health challenges in the workplace. A young professional in his late 20s, a top performer on my team, was highly competitive but often faced breakdowns due to his “always wanting to beat others” attitude. One day he decided to resign unexpectedly. During a conversation I had with him, he revealed that the recent loss of a parent had left a void in his life, and he had no one to confide in or seek guidance from, either personally or professionally. It became clear that his struggles were rooted in mental health, and I encouraged him to take advantage of the internal counseling services. Thankfully, we were able to retain him.

Building Employee Resilience – the many ways

Today, many top corporations have introduced comprehensive mental health support systems. In the IT sector, companies consider the industry’s specific needs, such as long and irregular hours, periods of inactivity, followed by sudden surges in work. These companies have begun focusing on four key pillars to build employee resilience: physical, emotional, social well-being, and safety.

Programs that address all five aspects of wellness—physical, mental, spiritual, financial, and social—are proving effective. These services are available not only to employees but also to their families. One innovative support system involves a “trained friend,” a confidant co-workers can approach during personal or professional crises. This allows employees to share their pressures with a trusted peer and eventually find solutions.

Key Insights on Enhancing Employee Well-being and Resilience

1. Having someone to talk to, combined with professional help, can effectively address mental health challenges.
2. It’s crucial to address employee well-being systematically and proactively. Organizations must follow through with appropriate practices, not just demonstrate intent.
3. As growth is driven by competitive service industries, well-being programs must focus more on mental health, not just physical safety.
4. Companies should increase engagement with families and peer groups, rather than solely focusing on individual employees.
5. Coping mechanisms—such as counseling, coaching, and workplace behavior training—are key differentiators and should be central to company well-being plans.
Winning rewards in the workplace or winning medals at the Olympics now requires resilient minds alongside exceptional skills. We must invest in preparing resilient minds as much as we invest in developing skills. Our future depends on it.
Author – Sachin Paranjape, CFI Coach