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The work mental health providers do is profoundly meaningful—and often incredibly demanding as they balance their client’s needs with required administrative tasks. The Lyra AI Sessions Summaries tool helps lighten this administrative load, allowing providers to be even more focused and present with their clients throughout their day.

Built in close collaboration with clinicians, Lyra’s AI tool supports providers while keeping their professional autonomy and judgement at the center. It drafts a summary of each session they can review, edit, and finalize in their notes, ensuring documentation reflects their clinical expertise and perspective.

Built with providers in mind

Integrated into the Lyra Engage provider platform, Lyra AI Session Summaries streamlines paperwork so providers can stay engaged in their workflow. As part of the development, Lyra conducted a 10-week pilot study, designed to measure the usability and impact of the new Lyra AI Session Summaries. In the pilot, providers saved an average of three administrative hours per week from using the tool—time they could reinvest in planning, reflection, or recharging. Providers also saw real potential for AI to reduce their administrative work. 

The pilot study found the tool to be: 

Tested, trusted, and clinician-approved

Rigorous research is core to how we validate our results and build trust. Every Lyra AI tool is guided by Lyra’s Polaris Principles, our framework for safe, responsible AI in mental health care. The pilot study shows that when AI is designed and implemented thoughtfully, it can reduce administrative strain while supporting high-quality documentation. 

Technology that supports providers

With around 75% of sessions now using Lyra AI Session Summaries, the tool is becoming a seamless part of providers’ workflow. With less paperwork, providers can dedicate more attention to the work they care about most—helping clients get better.

At Lyra, we’re proud to partner with benefits leaders who think boldly and prioritize the mental health of their employees by visibly and meaningfully integrating mental health into their broader company strategy. Carey Shore, Wellness Program Manager at Heidelberg Materials, is the winner of Lyra’s 2025 Workforce Mental Health Innovator of the Year award. Carey is a leader who has demonstrated a willingness to push limits and think boldly about the future of workforce mental health by launching programs like Heidelberg’s Well First Responders and working with leadership to reduce stigma and promote mental health at all levels of the organization. We had the privilege of speaking with her about how she promotes mental health in the workplace. 

What is your approach to advocating for mental health?
A major reason we’ve been able to introduce innovative programs is strong leadership involvement. When leaders openly communicate that it’s OK to talk about mental health, and that support is confidential and free for employees, it sends a powerful message. Those are big deals. That leadership backing was critical for us in the beginning, and it continues to drive engagement and reinforce the importance of mental health today. 

What are you especially proud of?
What I’m most proud of is that we’re driving engagement and utilization. I love seeing people use these resources—they’re engaged, they’re learning, and they’re getting help when they need it. And I’m proud that we’re talking openly about sensitive topics we never talked about before. We’re talking about suicide, anger management, parenting—real, sensitive issues that shape people’s lives. These conversations help create cultural transformation and better work-life balance. I feel like it’s truly making a difference for our people.

What do you or your members love most about the Lyra benefit?
What I hear most often about Lyra, and what our employees love, is how easy it is to use. If a benefit isn’t easy, people simply won’t use it. It has to feel comfortable, accessible, and seamless, and Lyra consistently delivers on that. 

If another benefits leader asked why they should invest in a mental health benefit, what would you tell them?
I would say that mental health is essential. It’s truly the foundation of overall well-being. You can’t be physically if you’re not mentally well. That’s why having a high-quality provider, paired with ease of use and strong engagement, is key for any benefits package.

Managers have always been the engines of performance, but the role has changed dramatically. Today’s managers are expected not just to meet goals but to foster connection, adaptability, and well-being in their teams.

For HR leaders, that shift creates both a challenge and an opportunity: how to equip managers with the modern management skills that drive engagement, retention, and resilience. 

Lyra’s 2026 Workforce Mental Health Trends Forecast shows that while employee expectations have evolved, manager training hasn’t always kept pace. Many managers are navigating greater demands than ever—supporting team well-being, adapting to rapid change, and meeting rising performance goals—often without the tools or time to do it all effectively.

Yesterday’s skills won’t solve today’s problems

Management skills have typically focused on process: Do they know the software? Are the projects running on time? Did they fix the broken thing? But in an era where AI can build a project plan and a dashboard can flag a problem, human management skills have become the true competitive edge.

Today’s key people management skills include:

How to build “superpowered” managers

Developing great managers requires focused training and a culture that gives them space to apply what they learn.

#1 Modernize management skills training 

Most organizations offer training, but 95% of HR leaders say it’s not enough. A generic management skills webinar can’t prepare a manager to support a neurodiverse employee or respond to a mental health challenge. Without practical, scenario-based support, managers are left guessing—and employees feel the impact. This is especially important in leadership training for new managers who may be promoted for skills besides people management readiness.

Solution: Offer people management training that builds human-centered leadership skills—like empathy, adaptability, and mental health literacy—and pair it with individual coaching so managers can practice these skills, apply them to real situations, and get tailored guidance for their role.

#2 Reward people skills that lead to performance

If promotions hinge only on hitting numbers, you signal that people come second. Managers who connect and inspire can be as valuable as those who deliver metrics. 

This is a real business risk. Managers account for 70% of team engagement, and recent Gartner research found 75% of HR leaders say managers are overwhelmed by increasing job responsibilities.

Solution: Incorporate human connection skills into performance reviews. Use 360-degree feedback, and celebrate managers who build trust and engagement, in addition to the ones who crush a quota.

#3 Address “the middle squeeze”

Managers can’t build connections if they’re stretched to their limits. The average manager now oversees three times as many direct reports as in 2017. When capacity breaks, even the best skills can’t compensate.

Solution: Review manager workloads and goals. Create realistic spans of control and provide expert consultation and coaching support so managers aren’t carrying the emotional labor alone.

#4 Foster autonomy and trust

Micromanagement drains energy and engagement. High-performing teams thrive on autonomy and trust. 

Solution: Empower managers to coach, not control. This means giving employees ownership over their work and trusting them to deliver. Lyra’s report notes that 53% of leaders are redesigning roles and workloads to reduce chronic stressors, and building autonomy is a key way to do that.

#5 Prioritize self-care as a leadership skill

Managers who are overwhelmed can’t model balance for their teams. Self-care is not indulgent—it’s essential to effective leadership.

Solution: Normalize healthy boundaries, time off, and use of mental health resources when needed. When leaders care for themselves, they lead with more empathy, clarity, and sustainability.

Equip managers to lead with impact

The manager role has evolved faster than most organizations’ support systems. By investing in modern management skills now, you can help prevent burnout, strengthen culture, and build resilient teams ready for the future of work.

Coming back to work after losing someone you love can feel impossible. The routines that once felt normal now feel strange. Yet, the workplace can also be a place of healing—a space to reconnect, find purpose, and rebuild structure amid the challenges of grief. How you support someone returning from bereavement leave shapes not only how safe and supported they feel, but also how connected and committed they remain to your organization.

7 ways to support employees after bereavement leave

Some employees find comfort in the structure of work after a loss. Others need time to regain focus and balance in their daily routine. Supporting someone after bereavement leave isn’t about having the perfect words, it’s about creating space, showing empathy, and acknowledging their experience. 

#1 Acknowledge, don’t avoid

It can be difficult to see an employee or coworker affected by grief, especially in the early days after they return from bereavement leave. You might wish there is more you could do, like offering a perspective that eases their pain. Yet it’s often best to refrain from trying to comfort or “fix” an employee’s experience of grief with statements like, “You’ll feel better in time” or “At least they lived a long life.” These well-intentioned words can minimize the person’s pain, or even create the impression that you expect them to move on quickly. 

Instead, acknowledge their loss with something simple and genuine like “That sounds incredibly hard. I’m here for you.” However small, these compassionate interactions matter. You can’t make grief go away, but you can show that you see and respect it. Foster a work culture where grief and other challenges are acknowledged as part of the human experience, not avoided altogether. 

#2 Create a reentry plan together

Grieving employees may be tending to complex issues and making difficult decisions outside of work, particularly in the first month or two after a loss. As the employee returns, recognize that their grief experience continues. Discuss what would make the transition back to work easier—adjusted hours, modified workload priorities, or a gradual return schedule. Clarifying expectations early prevents overwhelm and signals that flexibility is supported, not penalized. In a study of bereaved employees, the most-used supports were those that offered flexibility and control, including flexible schedules (53%), reduced schedules (41%), and workload assistance (44%). 

#3 Follow their lead

Every employee’s needs are different. Healthy expressions of grief vary widely across individuals and cultural backgrounds. Some employees may want to talk about their loss at work, while others may need space to process their reactions privately. Ask how you can best support them and whether they’d like anything shared with the team on their behalf. Check in regularly, but let them set the pace and boundaries around what they choose to share. If the employee is a part of a team, consider encouraging co-workers to offer support in small ways, like sending a card or helping with a project, without putting pressure on the grieving employee to make a public response. 

#4 Help them prioritize

The pain of loss is an intensely emotional experience, but changes in emotion are not the only impact of grief at work. Some estimates indicate that up to 94% of grieving employees have trouble concentrating after a loss and as many as 91% feel significantly less productive. In the first weeks back, help employees focus on core responsibilities. When possible, offer flexibility—adjusted hours or workloads, remote work, or camera-off meetings—to ease the transition. Encourage open conversations about key priorities so they can manage their workload at a sustainable pace. 

#5 Expect fluctuations

Grief isn’t linear. One day an employee might seem fully engaged; the next, they may struggle to focus or participate. Grief can affect energy, concentration, and relationships. These are all natural responses to loss. If there’s an obvious work performance concern, it may be counterproductive to “intervene” on subtle changes that ultimately won’t last. If you notice changes in grieving employees, handle these with compassion (e.g.,“How have you been doing lately?”) and have open dialogues that account for fluctuations over time. Transparent conversations help employees feel connected and cared for through their grief journey and prevent premature disciplinary actions. Keep in mind that grief-related changes in motivation or performance may rebound in the days ahead. Incorporate an employee’s grief into the overall picture. 

#6 Be mindful of sensitive moments

Anniversaries, team celebrations, or milestones can stir painful memories or feelings. Give employees a heads-up and permission to opt out: “We’re planning a celebration next week. You’re welcome to join, but no pressure.” These small gestures honor their emotional experience and help employees feel supported to find the level of connection that is right for them.

#7 Watch for signs of deeper struggle

Changes in focus and motivation are normal after bereavement leave, and grief may be a lasting presence in someone’s life after a loss. But persistent withdrawal, emotional overwhelm, or major behavior changes (e.g., panic attacks, low mood, reports of sleep disturbances) may signal a need for extra mental health support. Some employees will cope with grief-related stress in less sustainable ways, like overworking—watch for signs of burnout or exhaustion and connect employees to mental health resources early. Most importantly, normalize the use of mental health supports by talking about them upfront  and showing people how easy they are to use. Lyra offers fast access to individual therapy services for a range of mental health concerns, including grief. 

Help grieving employees feel supported

Returning to work after a loss is a transitional time for both employees and their teams. Leading with empathy helps rebuild purpose,stability, and connection in the work environment. Your response can shape whether the workplace feels like a source of stress or support in the weeks ahead.

Companies have long known that mental health challenges affect how their employees show up to work and their productivity, but putting a dollar amount on it has been complex. 

Lyra Health’s newest peer-reviewed study, published in the Journal of Occupational and Environmental Medicine, changes that. Using a clinically validated tool that measures workplace productivity, we quantified the precise impact of mental health care on thousands of employees.

The impact is clear: employees who engage in mental health care regain an average of four productive hours per week—worth $4,806 annually. Those with the most severe challenges take back 17 hours per week, translating to $20,882 per year.

This is evidence that investing in mental health drives measurable business results.

Mark’s story: the hidden cost of struggling in silence

Mark’s week started with a familiar struggle. His calendar was packed, but a constant hum of worry and anxiety sapped his focus. His brain was filled with concerns about his family, his work performance, and other smaller worries he couldn’t seem to stop. 

He’d find himself staring at a patient’s chart, re-reading the same lab results three times before they clicked. During a consultation, he had to force himself to concentrate, worried he’d miss a subtle symptom his patient was describing. By Wednesday, the exhaustion felt physical. The thought of his packed patient list, the mounting charting and administrative tasks, alongside the high-stakes risk of missing something all felt too overwhelming. 

He sent the message to his practice manager: “Not feeling well, going to take a sick day.” He knew it meant canceling a full day of patients and creating a backlog, but the thought of pushing through felt impossible. He hit send and felt the first moment of real relief he’d had all week.

Mark’s story highlights the workplace impacts of unaddressed mental health challenges. Employees like him often try to push through, showing up at work but unable to perform at their best (presenteeism), or needing to miss work entirely (absenteeism). Both quietly chip away not just at productivity and performance, but can also have safety and quality implications as well.

Productivity backed by science

Mark’s story is common, but its impact on business has been hard to quantify. How do you measure the cost of lost focus or having to take days off due to mental exhaustion? Lyra’s new study answers that question. We asked thousands of employees receiving therapy from Lyra to report changes in their work impairment and productivity.

On average, employees who received care from Lyra:

Employees with the most severe challenges regained 17+ productive hours per week. That’s more than two full workdays, valued at  $20,882 per employee, per year.

Proof, not promises: the power of validated measurement

Numbers this significant demand a high standard of proof. To ensure accuracy, Lyra used the Lam Employment Absence and Productivity Scale (LEAPS)—a clinically validated measure built for assessing the impact of mental health on the workplace. 

LEAPS:

Help employees bring their best selves to work

Mental health care strengthens both well-being and performance. Behind every productivity gain is a person who finally feels better—and every hour regained is proof that better care means better business.

Employees can have great pay and flexible hours, but if they feel disconnected from the people around them, work quickly starts to feel like … work.

Strong relationships with co-workers can lead to more engagement, resilience, and increased likelihood of remaining in a job (even when faced with tight deadlines or budgets). Building relationships at work not only protects against stress and burnout, but helps people feel supported through challenges and boosts overall well-being. When employees feel part of something bigger, collaboration flows more naturally, communication improves, and teams thrive.

Unfortunately, not everyone feels that sense of connection. About a quarter of employees say they feel lonely or isolated at work—and younger workers report the highest rates. For those from underrepresented or historically marginalized backgrounds, it can be even harder. Black and Latinx professionals, for example, are nearly twice as likely as their White peers to report difficulty forming close work friendships with remote co-workers. When cultural barriers or lack of representation get in the way, relationships can stall at surface-level small talk instead of growing into real trust and belonging.

And connection doesn’t mean friendships with everyone—it can be a few genuine relationships where people feel open, respected, and supported. Those trusted bonds are what make the biggest difference in how people experience their work. Strong relationships don’t just make work feel easier and more tolerable; they make employees feel more of their humanity. When people feel safe to show up as themselves—and see others doing the same—it builds a culture of care, trust, and community that benefits everyone.

How to build relationships at work

Whether it’s the teammate who supports you, the mentor who challenges you, or the colleague who just gets your sense of humor, relationships at work set the tone for how people show up every day. It’s a few authentic connections that make work feel collaborative, supportive, and real.

The strongest relationships often share a few qualities:

Building relationships in the workplace doesn’t require grand gestures or forced fun. (No one ever found lifelong belonging through a mandatory trust fall.) It’s about steady, genuine effort through small actions that show people they matter.

#1 Be open and respectful

Building strong relationships at work starts with respect. Stay curious about different perspectives, communication styles, and backgrounds, even when they don’t match your own. When someone shares an opinion, listen first instead of rushing to respond. If you make a mistake, own it and move on. Openness grows when people feel heard and valued for who they are.

#2 Practice active listening

When someone’s talking, give them your full attention. Not “half-listen while planning your response” listening. Reflect what you’ve heard (“It sounds like you’re saying…”), ask questions that invite more than a yes or no, and resist the urge to fix things right away. Sometimes people just need to feel understood.

#3 Show empathy

Everyone’s carrying something you can’t see—stress, family issues, health concerns. If someone seems off, check in gently: “Hey, how are you holding up?” or “Anything I can do to help?” A little patience and compassion can build a lot of trust. 

#4 Offer help, and ask for it

If you see someone underwater, offer a hand. And don’t hesitate to ask for help yourself. It’s not a weakness. It shows trust and respect for others’ strengths. Sharing the load keeps work collaborative instead of competitive and helps teams build stronger bonds.

#5 Create opportunities for connection

Connection doesn’t happen by accident. Join in on team lunches, coffee chats, or volunteer days. Even quick “what’s going well?” check-ins can go a long way. These moments matter less for their frequency and more for their authenticity. A few real connections will outlast a dozen polite interactions.

#6 Respect boundaries

Not everyone wants to join every chat thread or after-hours happy hour. Some people recharge quietly; others thrive on connection. Be mindful about when and how you reach out, especially outside work hours. Respecting boundaries keeps relationships healthy and sustainable.

#7 Celebrate often 

Build relationships at work by taking a moment to notice what other teammates are doing. A quick “great idea” or “thanks for jumping in on that” goes a long way. Celebrate wins big and small—the progress, effort, and behind-the-scenes saves that make everyone’s job easier. When teammates recognize each other genuinely and often, work feels lighter, friendlier, and more connected.

Better work starts with better relationships

Building relationships in the workplace happens in everyday moments—the quick check-ins, the shared laughs, the small signs of care. A few meaningful connections can transform how someone feels at work. When people consistently show up for each other, work feels less transactional and more human. And when organizations intentionally nurture that kind of culture, they don’t just build stronger teams, they create places where people want to stay and do their best work.

Frequently Asked Questions

Why are workplace relationships important for employee retention?

Strong relationships with co-workers lead to more engagement, resilience, and increased likelihood of remaining in a job, even when faced with tight deadlines or budgets.

How common is loneliness at work?

About a quarter of employees say they feel lonely or isolated at work, with younger workers reporting the highest rates.

Do I need to be friends with everyone at work to feel connected?

No, connection doesn’t mean friendships with everyone—it can be a few genuine relationships where people feel open, respected, and supported.

What does active listening mean in the workplace?

Active listening means giving someone your full attention, reflecting what you’ve heard, asking open-ended questions, and resisting the urge to fix things right away.

How can I show appreciation to coworkers?

Take a moment to notice what teammates are doing with a quick “great idea” or “thanks for jumping in on that,” and celebrate wins big and small.

How do I respect boundaries while building workplace relationships?

Be mindful about when and how you reach out, especially outside work hours, and recognize that not everyone wants to join every chat thread or after-hours happy hour.

What are the key qualities of strong workplace relationships?

Strong relationships include feeling safe to speak honestly, practicing openness, owning mistakes, maintaining consistency and authenticity, and showing frequent genuine appreciation.

This playbook will provide you with a clear, actionable, 5-step process to help spearhead a new kind of mental health conversation—and transformation, within your organization.

Bookmark it. Reference it in conversation. Share it out with like-minded HR and benefits leaders. Most importantly, use these guidelines as an entry point to start to build the community of support you need to make lasting change.

For Dr. Joe Grasso “transformation” is deeply meaningful. As a Clinical Psychologist by training, he’s seen the impact when companies prioritize and invest in comprehensive mental health resources for their employees.

Lives change. Work gets better. Performance thrives. 

As VP of Workforce Transformation and Customer Marketing at Lyra, Dr. Grasso partners directly with HR and benefits leaders at professional services and tech companies to advocate for systemic change over ad hoc wellness benefits.

But implementing that change isn’t always easy. 

Overcoming resistance to systemic mental health initiatives

Workforce transformation requires an investment of time and energy that doesn’t always align with how many executives view the business critical goals of their organization.

They’re often only willing to “okay” individual wellness interventions and one-off benefits. Can’t we just add another mental-health day? Reimburse for yoga? Encourage everyone to meditate?

“Once we get into things like changing culture, policy, or ways of working,” says Dr. Grasso, “they’ll say: we don’t want a well-being culture. We want a performance culture.”

The irony is: this isn’t an “either or” choice. A wellness culture is a performance culture. But we don’t need to tell you that…

The five-step approach to leading the conversation around mental health workforce transformation

As an HR or benefits leader, you’re probably already a change-maker in your organization (we see you). But you’re also often caught between two (all consuming) responsibilities: the needs of individual employees vs. the organization-wide changes needed to build a culture of safety. In most cases, one can help shape the other. 

When you spend so much time putting out fires, there’s little fuel left to make organizational change. Our five-step approach is designed to help you start the conversation, soften potential resistance from leadership, and take small but powerful steps forward. 

Step 1: Identify the right entry point

As an HR or benefits leader, finding the right entry point — when leadership is most receptive to thinking in a new way about employee well-being — can be a doorway to change. These moments often occur in the wake of a crisis: 

But it’s not just “when.” In his work with Lyra clients, Dr. Grasso has learned that how we talk about change matters… a lot. So when you’re starting the conversation, be intentional with your evidence. 

Does leadership care most about customer retention? Or customer acquisition? You can draw a clear line between employee well-being and any business goal your exec team cares about.

Are they concerned about human impact? Make sure you’ve spoken to employees, gotten feedback, and can paint a clear picture of the risk to their people. 

Are they motivated by competitive advantage? Show them the performance and reputational gains happening in companies that prioritize employee well-being and the risk to their own position if they continue to delay action. 

“It’s about speaking the language of what the company cares about,” says Dr. Grasso. In the case of high turnover, you might frame the problem this way: 

This is a team that will continue to be at high risk of turnover, and it’s costing us $[X] unless we solve the problem at the root. 

“It’s as much about storytelling as it is about data,” says Dr. Grasso.

Step 2: Identify internal champions (you’re going to need them)

It can be tempting to go straight up the chain for implementation approval, and in certain cases that’s enough, but Dr. Grasso also recommends a lateral approach:

Identify and recruit allies from across your organization. Whether that’s executives with decision-making power or cross-functional teams who will need to help put your plan to action (or even those who will feel the change most dramatically), you want people engaged with your objectives so that you can:

  1. Make a compelling case when it comes time to get approval
  2. And hit the ground running once you get it 

To build internal champions you’ll need to:

Focus on the right champions. For example: if your plan includes embedding mental health training as part of your learning and development (L&D) and safety programs: you’ll need the leads on each of these initiatives to help you with implementation. 

Engage necessary stakeholders, early. If you want to avoid friction and unnecessary defensiveness from colleagues who feel blindsided by change—what is this plan and why are we doing it, anyhow? —you’ll want to get champions on your side. Ideally, before implementation even begins.

Create a compelling narrative that’s tied to data. The narrative should tie your wellness objectives to concrete business goals, and the supporting data should speak to the goals of the individual you’re addressing. 

If an executive cares about retention, share data that ties your initiative to retention goals—show them the clear connection between employees who feel happy in the workplace and how it has a direct impact on retaining customers. 

If a health and safety colleague cares about the psychological safety of employees, show them how embedding the right training into their courses will help managers play an active role in well-being and preventing employee crises. 

Step 3: Gather compelling data that connects mental health to business outcomes

Next, you’ll need to go below the surface to get targeted, qualitative insights.

Your leadership wants data. But you don’t have to be an analytics expert to gather it. Start by:

You should also feel empowered to survey more than once. Executives fear “survey fatigue,” but, “people don’t have survey fatigue from surveys,” says Dr. Grasso. “They have it from lack of follow-up.”

If you survey and then take action, employees will be happy to answer your surveys again. 

When Dr. Grasso and his team work with clients, they use Lyra’s Organizational Health Assessment to gather data to predict potential outcomes related to employee wellbeing and performance. The assessment helps HR and benefits leaders get a deep understanding of individual risk and surface answers to questions like: 

Following the assessment, the employer receives a dynamic heat map to help them visualize these problem areas. 

“On the heat map, we can tell the whole story of risk,” says Dr. Grasso. An example of Lyra’s Organizational Health Assessment is pictured below. 

Step 4: Implement a small change with high visibility

When it comes to workforce transformation, it’s OK to start small. By simply opening the doors to a new kind of conversation around issues like burnout—a problem that plagues employees and destroys productivity—you can start to turn things in the right direction. 

“The norm is: most companies don’t talk about burnout,” says Dr. Grasso. “Or when they do, they talk about how people can cope more effectively, not the organization’s responsibility to mitigate it.”

To start small, identify just one risk area to address. This could be anything from an internal event impacting one or more employees or a specific team that’s showing signs of burnout. Once you’ve worked to resolve the issue, expand the conversation to other parts of the organization. 

Dr. Grasso shared that one HR leader discovered an issue with role clarity that was impacting employees on a specific team. It was showing up in several critical ways:

HR’s solution? They asked each team member to write their own job description, then had every manager also write a job description for each of their direct reports. At the end, they compared the two descriptions to align on role responsibilities. 

This was a powerful intervention that addressed a small but frustrating company-wide problem, cost zero dollars to implement, and had an immediate impact on the team:

That trifecta: big problem, simple solution, visible impact–will go a long way toward making a case for larger systemic change. When employees see you take action toward solving their challenges, rather than just “survey and split,” their trust—and performance—improves. 

Step 5: Reassess and use results to expand the conversation

Congratulations! You’ve successfully implemented a new mental health initiative! Job done, right? 

Not so fast. 

After implementation, you’ll need to reassess by:

Don’t stop at the first positive result. Circle back. Ask people how they’re feeling about the change: what’s working and what’s not. Then adjust or course-correct as necessary. 

Putting transformation in motion: gains for employees, companies, and your future

When you implement thoughtful, targeted interventions, you create compelling evidence that helps you secure the buy-in and budget needed for organization-wide mental health changes.

And even small changes can reduce employee risk and improve trust. 

These results aren’t limited to the employees and teams around you. As a mental health champion, you can also positively impact your own future. Following the successful launch of some key mental health initiatives with the help of Lyra, one HR leader was able to boost her visibility among the leadership team and make the case for her professional advancement. 

– 

With Lyra, you have a partner and a champion of your own. 

We’ll be with you through every step of the process — together we’ll find an entry point, gain needed buy-in, collect data with our Organizational Health Assessment, then implement and reassess that change to make sure it’s working. 

If you’re interested in learning more about how Lyra can help you transform the mental health culture of your organization—and change the lives of your people for the better—start a conversation with our team today.

The ground beneath workforce mental health is shifting fast. After years of progress, pressure is mounting. Health care costs are rising, employee needs are growing more complex, and AI is reshaping how we live and work. In the middle of it all, HR and benefits leaders are being asked to do the impossible: contain costs without compromising care quality or employee well-being.

Workforce mental health is entering its toughest test yet, and the decisions leaders make now will shape the future of employee health, performance, and retention.

To uncover how organizations are meeting this moment, we surveyed more than 500 HR and benefits leaders from U.S.-based global organizations. The findings reveal the most pressing challenges for organizations in 2026, and the bold strategies you can use to meet them head on.

Download the full Lyra Trends Forecast for even more insights and strategies to stay ahead of 2026’s biggest workforce mental health challenges.

Stay ahead of what’s next

Get the report

Trend #1: Resilience wears thin as mental health leaves and complex needs rise

Over the past several years, many organizations have made meaningful progress, strengthening their mental health strategies, expanding access to care, and recognizing that employee well-being is business-critical. But new data suggests pressure is building once more: rates of complex conditions—like substance use—are climbing, mental health-related leaves are accelerating, and signs of stress are resurfacing.

Traditional benefits may not be built for the scale or intensity of what’s ahead. Without deeper, more proactive support, the risk to workforce resilience will only grow.

Ellipse stat illustrating that 65% of benefits leaders say disability leaves are on the rise

of benefits leaders say disability leaves are on the rise

Signs resilience has run out

More benefits leaders report worsening employee mental health:

Nearly 7 in 10 benefits leaders

say mental health challenges are significantly affecting employees’ ability to do their jobs.

We’re at the same kind of turning point we saw a decade ago when traditional EAPs gave way to more robust offerings. The standard for mental health at work is shifting again—toward proactive strategies, emphasis on sustainable work design, and truly comprehensive care.

– Joe Grasso, PhD, VP of Workforce Transformation, Lyra Health

Trend #2: AI is the double-edged sword of progress

AI is already reshaping the workplace, but benefits leaders are split on what it means for employee well-being. Over a third say it’s fueling anxiety, while others see potential to ease workloads and improve balance.

What leaders do agree on: AI should enhance mental health care, not replace it. Nearly all emphasize the need for tech that improves access and reduces barriers without sacrificing trust, transparency, or the human connection employees rely on.

Pressure vs. promise

Faded teal circle illustrating 35% stat

of benefits leaders say AI is driving employee stress and job anxiety

Faded teal circle illustrating 23% stat

expect AI to improve work-life balance through reduced workload

The future of AI, according to benefits leaders

98%

of benefits leaders believe employees should have a choice between human and AI-enabled care

96%

say AI should support rather than replace human providers

93%

are open to hybrid care models with human connection at the core

AI should be treated as a massive change-management initiative. Without clear guidance, employees are left with the mandate to use new tools, but no roadmap. This fuels stress, uncertainty, and anxiety.

– Joe Grasso, PhD, VP of Workforce Transformation, Lyra Health

Trend #3: Caregiving stress is the invisible load breaking your workforce

Caregiving has become a second job for many employees, and it’s taking a toll. From rising burnout to higher absenteeism and health care costs, the impact on workplace performance is real. Nearly half of benefits leaders now rank caregiving and family stress as a top workforce issue—a tenfold jump from just last year.

Yet finding flexible, reliable care remains a challenge. As caregiving demands surge, organizations that close this gap with better support aren’t just easing the burden at home—they’re building a stronger, more loyal workforce.

Caregivers are carrying the load alone

90%

of benefits leaders say employees struggle to find benefits tailored to caregivers

89%

say quality mental health care for kids and teens is hard to access

53%

report rising child and teen mental health claims

Top 3 barriers to care for kids and teens, according to employers

1

Time and flexibility to take kids to appointments

2

Lack of child specialists

3

Long wait times

Most of what the system does for kids’ mental health is reactive—waiting until they struggle. What’s missing is a systematic, proactive approach to help children build resilience from the start.

– Alethea Varra, PhD, Chief Clinical Officer, Lyra Health

Pressures are mounting, but so are the opportunities

The 2026 trends reveal a clear warning: mental health needs are deepening, and traditional benefits aren’t keeping pace. But those that see where workforce mental health is headed—and move first—have an opportunity to build resilient, high-performing teams for the future.

At Lyra, we’re proud to partner with benefits leaders who think boldly and prioritize the mental health of their employees by visibly and meaningfully integrating mental health into their broader company strategy. Amelia Subryan, senior manager, health and wellbeing at lululemon, is the winner of Lyra’s 2025 Workforce Mental Health Leader of the Year award. Amelia has consistently prioritized the mental health care of their employees by visibly and meaningfully integrating a mental health care focus into their broader company strategy. Earlier this year, we had the privilege of speaking with her about how she promotes mental health in the workplace. 

What is your philosophy around caring for a workforce?
Caring for others and caring for self is a really important philosophy at lululemon. It informs the decisions we make and who we collaborate with. How do we care for others? How do we care for self? We approach caring for the workforce by keeping that in mind.

What are you especially proud of?
I think the thing I’m most proud of with lululemon is just how aware our people are of the services. We hear so often about the great interactions or great feedback that employees have had from reaching out to our EAP. What we’re doing is working. It is successful. Our employees appreciate it, they feel good about it, the return is there, and they’re continuing to reach out. And I think it’s always just been so positive. That’s where the success lies.

What do you or your members love most about the Lyra benefit?
We always try to give our employees a little bit more, so we are a little bit more generous on the number of sessions we provide. I think that’s something that our employees love.  We also often have seminars with Lyra. We are very intentional with the types of seminars that we set up and the feedback is always phenomenal. People are always asking for the recordings.  We trust Lyra in creating really reliable and valid content.  Whenever we need something that’s going to be delivered globally, we trust Lyra so much in doing that. And so the feedback from that has always been very positive.

If another benefits leader asks you how or why they should make the case for a mental health benefit, what would you tell them?
Absolutely, yes, yes, yes, yes! Because not only when you look at it from an insurance perspective on things like return on investments, what it means for health care spend, or even looking at fewer leaves or less sick time—but also looking at overall happiness and prosperity of an employee and their just general well-being. Having a mental health benefit is so important to that. A healthy employee is a happy employee. It just translates in so many ways—in performance, in general happiness, and in attrition and retention—all of the things. I one hundred percent think that it’s a very, very necessary benefit to have.

There’s a new feeling showing up at work. It’s a mix of curiosity, excitement, and a steady undercurrent of unease. The term emerging for this feeling? AI anxiety.

Artificial intelligence isn’t just changing how we work, it’s changing how we feel about work. In my conversations with employees, the same AI fears surface again and again. Will AI take my job? Will it ease my workload or just increase the pressure to do more, faster?

These are no longer hypothetical concerns. They’re showing up in therapy as cognitive overload, blurred work boundaries, change fatigue, and anxiety about job security and performance expectations. Recent research reveals 52% of workers worry about AI’s future impact in the workplace, while only 36% express optimism. Employers have a critical role to play in terms of how AI is used and how they support employees through its psychological impact.

What is AI anxiety?

AI anxiety isn’t an official diagnosis or clinical disorder. It’s a term people are using to describe the stress, fear, and apprehension around the growing role of artificial intelligence in the workplace. At its core, it reflects the uncertainty of how this technology will reshape jobs, expectations, and careers and how this uncertainty is a very real response to a massive technological shift.

AI anxiety can manifest as:

For employers, unaddressed AI fear could quietly corrode the bottom line, leading to lower productivity, decreased engagement, and higher turnover as your best people seek more stable ground or remain physically present, but mentally elsewhere. That’s why AI anxiety isn’t a side effect to be treated later; it’s a structural challenge that needs to be addressed at the source, before it grows into a bigger problem.

7 tips to build a human-centered AI strategy

The single most powerful tool you have in managing this transition is transparency. Transparency builds trust. If you’re clear and consistent about how AI will be used (and just as importantly, how it won’t be), you’ll cut down on uncertainty and keep your team engaged. When people get the ‘why’ and ‘how,’ they can handle the ‘what’ better. Here are a few ways to ease AI anxiety:

#1 Design with them, not for them

Who knows the work better than the people doing it every day? Instead of pushing a new process from the top down, bring your team into the conversation from the start. Ask them how AI could make their jobs better. Give them a sense of ownership, keep things flexible, and don’t over-standardize the creative parts of work.

#2 Replace ambiguity with clarity

When AI starts handling certain tasks, people can get confused about what they’re supposed to do. Don’t let that ambiguity linger. Be deliberate about redefining roles. Make it clear what each person’s new responsibilities are and what success looks like. As things evolve, share the updated “map” of who does what to ease AI anxiety and keep everyone on the same page.

#3 Protect productivity by prioritizing people

It’s easy for “AI makes it faster” to turn into an expectation for constant, high-speed output, which quickly leads to more fear of AI and burnout. Talk with your team about a realistic pace with these new tools. Carve out “think time” so people have the mental space to focus on complex, strategic problem-solving that AI can’t. That’s where your team will add the most value.

#4 Protect human connection 

If you’re not careful, automation can strip away the natural moments of connection that build a strong team. Intentionally design new workflows to include human interaction. Keep collaborative steps in the process and set up team huddles or peer groups where people can share what’s working (and what’s not). 

#5 Support the supporters

Your managers are on the front lines of this change, tasked with delivering results while coaching their teams through uncertainty. They’re the ones who will field questions like, “Is AI taking over jobs?” Your goal isn’t to turn them into therapists, but to equip them as effective, empathetic leaders. Train them on the fundamentals of change management: how to clearly communicate the ‘why’ behind the transition, listen to their team’s concerns, and build trust through the process. To prevent burnout, ensure they have easy access to mental health resources for themselves—because leading through change is demanding work

#6 Turn “What if?” into “What’s next?”

Get out in front of AI anxiety by making the future tangible. Show your team what their career path can look like by outlining internal opportunities and offering training for new skills. When you prove you’re invested in helping employees grow, you build trust and security.

#7 Weave well-being into your strategy

Your mental health benefit is a core part of business strategy, especially in times of uncertainty. When employees feel supported, they’re more productive, engaged, and resilient. As AI reshapes work and fuels new anxieties, leading companies prioritize mental health from the start, embedding support into how they lead, communicate, and manage change. Giving employees access to human clinicians who understand workplace challenges is critical to helping them manage AI-related stress, adapt, and thrive.

Your AI strategy won’t work without a people strategy

AI is reshaping the workplace. How we care for our people through that change will define our culture and results. A resilient, engaged workforce grows from intentional, human-centered strategies. Lyra partners with organizations to design work in ways that benefit both people and business.