At Lyra, we’re proud to partner with benefits leaders who think boldly and prioritize the mental health of their employees. We had the privilege of speaking with Andrea Miller, Senior Mental Health Consultant at Higginbotham Insurance & Financial Services, about the company’s partnership with Lyra and how mental health support is a key part of workforce well-being. 

Why is mental health so important?
Mental health is important because our brain is the epicenter to our whole body. I believe in whole-body, positive, healthy functioning, and I think it starts with mental wellness. We can’t really pay full attention to our physical wellness and our diet, nutrition, and exercise if we’re not in a really good mental health space.

What are you especially proud of?
I am so thankful that Higginbotham sees the value in having a mental health benefit. Research shows that when leadership cares about mental health, it has a trickle-down effect on each and every employee. And Higginbotham partnering with Lyra has been proof of just that. We’ve heard so many things about Lyra being such a wonderful resource. It’s simple and easy to use, and has been beneficial to our employees. I’m so proud to say that I had a hand in that.

What do you or your members love most about the Lyra benefit?
I hear so often that when a person needs a mental health resource, it’s so difficult to find. You know they’re feeling upset in that moment and it makes it even more stressful for that individual when they can’t find help. 

Well, we don’t have that problem at Higginbotham because we’ve partnered with Lyra. It’s simple, easy, and our employees love it. I hear them saying things like, “Lyra was easy to navigate and really motivated me to start my journey toward working on my mental health.” And “I absolutely love it. It was easy to sign up and find a therapist. The scheduling, the videos, the whole setup is so easy. I’ve really gained a lot from my sessions.” These are actual quotes from some of our employees.

If another benefits leader asks you how or why they should make the case for a mental health benefit, what would you tell them?
I would tell them that an employee who feels good is going to be a great employee. It’s really important to have a mental health benefit. It arms HR, leadership, and the employee with tools that they need in any sort of situation, and helps them on their journey to feeling good and functioning at their best.

We talk about anxiety and depression all the time. But we often misunderstand both. Anxiety gets reduced to “stress.” Depression gets reduced to “sadness.” In reality, both are more complex—and more connected—than we tend to acknowledge.

To unpack what’s often missed, we spoke with Marlene Gomez, MA, LMFT, about how anxiety and depression actually show up in people’s day-to-day lives, and why recognizing the difference matters.

The biggest signal: impact

One of the biggest misconceptions about anxiety and depression is that they’re defined by how someone feels.

But clinically, that’s not the full picture.

“People often think they understand anxiety or depression because they’ve felt worry or sadness before,” Gomez explains. “But emotions are temporary. Clinical anxiety or depression is more persistent and begins to affect how someone functions in their day-to-day life.”

Anxiety doesn’t always look like anxiety

We tend to picture anxiety as visible worry or panic. But in practice, it often shows up in more subtle—and socially reinforced—ways:

Hallmark symptoms:

• Excessive, hard-to-control worry
• Restlessness or feeling on edge
• Muscle tension and sleep problems

Less common symptoms:

• Irritability
• Stomach issues or headaches
• Perfectionism and panic attacks

“Anxiety might show up as pressure, perfectionism, or constant worry about getting things right,” Gomez says. “When things don’t go as planned, that pressure can turn inward and become harsh self-criticism, which starts to look a lot like depression.”

Depression isn’t always visible, either

Depression is often associated with sadness, but many people experience it differently.

Hallmark symptoms:

• Persistent low mood
• Loss of interest or pleasure
• Low energy or fatigue

Less common symptoms:

• Irritability or anger
• Physical aches and pains
• Slowed thinking or emotional numbness

For some, it’s not an overwhelming emotion. It’s the absence of one. And because of that, it can be easy to overlook or misinterpret.

What’s the difference between anxiety and depression?

Anxiety and depression are distinct, but they frequently overlap. In fact, research shows that nearly half of people with major depression also have an anxiety disorder.

Someone might spend the day:

• Worrying about what could go wrong
• Replaying conversations
• Anticipating failure

…while also feeling:

• Exhausted
• Unmotivated
• Disconnected from things they used to enjoy

This combination can be confusing—and easy to dismiss as “just stress.”

But there’s a clearer way to think about it:

• Anxiety is often future-focused (what might happen)
• Depression is often present-focused (what feels flat or out of reach now)

And when both are present, they can reinforce each other.

“Functional impairment is really the signal,” Gomez notes. “When anxiety or depression starts to change how someone behaves or how they’re able to engage in daily life, that’s when we begin to think about it clinically.”

What we still get wrong (and why it matters)

Even as awareness grows, many common beliefs still hold people back from getting support. Cultural messaging, social media, and even well-meaning advice can blur the reality of what these conditions actually are. Let’s clear up some of the most common misconceptions about anxiety vs depression.

1. Anxiety is “just stress.”

Stress is a normal response to a challenge. Anxiety is persistent, excessive, and often disproportionate to the situation. It doesn’t switch off when the stressor passes.

2. Depression is “just sadness.”

Sadness tends to pass. Depression is more persistent and involves sustained changes in mood, energy, thinking, and physical patterns such as sleep and appetite that meaningfully affect daily life.

3. “If I’m functioning, I’m fine.”

Many people are considered “high-functioning”—they continue to perform at work or in daily life while struggling internally. But outward productivity doesn’t always reflect inner well-being. “There’s often a belief that strong people should just push through,” Gomez says. “But pushing through can come at the cost of your well-being. It takes courage to acknowledge that you’re struggling and ask for support.”

4. “I should be able to handle this on my own.”

This belief delays support, often until symptoms worsen or become harder to manage.

5. “Treatment means one path”

Effective care is personalized and evidence-based, and may include therapy, skills-building, lifestyle changes, medication, or a combination.

The goal is earlier recognition

Understanding anxiety and depression isn’t just about labeling symptoms correctly. It’s about recognizing when something has shifted:

• When worry doesn’t turn off
• When energy doesn’t come back
• When daily life starts to feel harder than it used to

That’s often the moment where support can make the biggest difference.

You don’t have to figure it out alone

Support can take different forms, but the most important step is recognizing when it might help. “We’re not meant to figure everything out alone,” Gomez says. “Getting another perspective from a therapist, coach, or psychiatrist can help people see patterns they might not recognize on their own.”

Early usage of our new AI free-text option in Lyra’s care search shows a strong signal of shifting behaviors and a better path forward to accessing the right care 

Nothing blocks the path to healing or finding what you need for your health faster than a gauntlet of drop-down menus and checkboxes. The industry standard of rigid form fills and intakes has persisted for too long.

We set out to change this 10 years ago when we designed a more human intake for Lyra members to find mental health care and a provider that fits their needs. As we continue to iterate on the most effective ways to apply AI across the Lyra platform, we asked ourselves a simple question about our care search: What if we just let people speak for themselves?

The shift: Effort to expression, with natural language-driven intake

We recently rolled out a new feature in our care search and triage process. Instead of navigating preset options, members can use a free-text interface. Powered by Lyra AI, this tool still surfaces some guiding cues but allows our members to describe what they’re feeling or thinking in their own words, which we use to get them to the right care recommendation.

Early signals: What the data says

We are in the early stages of this, with a phased rollout beginning in January of 2025. The initial engagement has been eye-opening, and we are approaching these insights with humility, knowing that early doesn’t mean absolute, but the trend is clear: people want to be able to find what they’re looking for in an unencumbered, natural way.

37% of members who are offered the free-text option use it. In other words, more than 1 in 3 people are choosing to bypass a more traditional experience in favor of natural language.

This is happening with an early version of free text and as part of an initial rollout where we’ve included it only as a secondary option to our standard search for care intake.

What comes next for care search

These numbers suggest that the friction of traditional health care isn’t just a nuisance, it’s a barrier that people will drop when presented with a simpler, more human alternative.

We know we haven’t solved the intake problem entirely. Rather, we’re using these early learnings to inform our continued iteration. We’re actively working to understand how our members think about their mental health before they’ve had a chance to get care, so that we can meet them with a product that speaks their language, not the other way around.

Most workplaces weren’t designed for everyone, but that’s starting to change.

For many people on the autism spectrum, work can mean constantly translating—reading social cues, navigating communication styles, or adapting to environments that weren’t built for different ways of thinking.

These moments are easy to overlook, but over time, they shape something bigger: whether someone feels comfortable speaking up, sharing ideas, or fully participating.

And the gap is real: nearly half of neurodivergent employees worry about how they’ll be perceived if they speak up, even though most say the right support would help them do their best work.

At the same time, people with autism bring strengths that teams increasingly rely on, such as deep focus, attention to detail, and new ways of solving problems.

When environments make space for different ways of thinking and working, those strengths are easier to see and easier to show. 

The goal isn’t awareness, it’s not having to ask

One of the less visible challenges many people with neurodiverse conditions face at work is having to explain what they need just to do their job well or silently try to fit themselves into a “neurotypical” mold to avoid the risk of being seen as different. As understanding of autism grows, more organizations are rethinking that dynamic.

Instead of waiting for individuals to ask for support, there’s an opportunity for organizations to build it in from the start, creating environments where different communication styles, ways of processing information, and ways of contributing are expected, not exceptions.

When that happens, people don’t have to advocate for every adjustment. They can focus on their work. It reduces the pressure to mask and makes everyday interactions feel more natural, so people can show up more authentically.

Small shifts can change how people experience work

Change doesn’t always come from large initiatives. Often, it shows up in small, practical ways:

• Giving people time to process before responding
• Offering multiple ways to contribute
• Being clear about expectations instead of assuming understanding

Individually, these shifts are simple. Together, they create environments where more people can engage, contribute, and do their best work.

Support should show up in systems, not just moments

As awareness grows, organizations are thinking more intentionally about how support shows up day to day, both inside and outside of work.

Lyra’s Center of Excellence for Neurodiversity is designed to meet that need, connecting individuals with specialized assessments and care, while helping organizations build more practical, consistent support for employees with neurodiverse conditions.

From awareness to real change

Autism Acceptance (formerly Awareness) Month is a reminder that understanding is only the starting point. What matters is how that understanding shows up—in how we work, how we collaborate, and how we design environments for different ways of thinking.

Inclusion doesn’t stop at the workplace. It shapes how people experience the world around them. And when more people feel understood, supported, and able to participate fully, everyone benefits.

Employees are logged in and getting work done. But beneath the surface, something is shifting. More employees are feeling disconnected from their work and colleagues, and it’s showing up in how work gets done: fewer ideas, weaker collaboration, and a growing sense that work is getting done without real connection behind it.

And when connection fades, performance often follows. Engagement has dropped to historic lows—not because employees are doing less, but because they’re less connected to what they’re doing. 

Disconnection comes from how work is structured

There are many reasons employees may feel disconnected, but how work is structured can be a major driver.

• Too much input, not enough focus – Workdays are filled with meetings, messages, and updates, leaving little room for meaningful progress
• Constant change, limited clarity – Priorities shift quickly, often without clear tradeoffs
• Managers under strain – Managers are expected to deliver results and support teams without the structure and resources to do both well
• Work that feels fragmented – Work becomes a series of tasks, not a valued contribution

Over time, this leads to feeling detached from work, teams, and outcomes. That distance tends to show up in consistent ways:

1. Social disconnection – not feeling seen or supported
2. Operational disconnection – unclear priorities and decisions
3. Purpose disconnection – work feels disconnected from impact

Because this shift is gradual, it often goes unaddressed until performance stalls or people begin to leave.

Managers are the most strained connection point

Managers sit closest to where work happens, and where it starts to break down. They translate strategy into action and shape how employees experience work every day. But the role has changed.

Managers are now expected to carry both operational and emotional responsibility: deliver results while supporting employees through stress, uncertainty, and change. At the same time, their scope of work has expanded dramatically, from an average of 1 manager for every 5 employees to 1 for every 15.

The pressure is showing. Nearly half of benefits leaders say managers are struggling to meet goals without adequate support, while facing the emotional toll of supporting team members in distress.

Most managers haven’t been trained for this. Few are given the capacity to do it well—even as organizations invest more in manager resources, the need continues to outpace support.

When the layer responsible for connection is under strain—management—connection doesn’t hold.

Why more communication isn’t fixing the problem

When disconnection shows up, many organizations respond by increasing communication—more updates, more meetings, more messages. But more communication doesn’t create clarity. It creates noise.

Employees are already operating in a constant stream of information. Adding more often just fragments attention further.

Connection isn’t built through volume. It’s built through how work actually functions:

• How priorities are set
• How decisions are made
• How managers show up in everyday moments

This often isn’t a communication problem. It’s an operating system problem.

How to rebuild connection at work

When people are feeling disconnected at work, the solution isn’t typically adding more programs—it’s improving how work is designed.

#1 Make clarity the foundation

When priorities and ownership are clear, people can focus their energy where it matters.

• Align on the top three priorities regularly
• Clarify tradeoffs when new work is added
• Define ownership and decision rights

#2 Strengthen managers as the connection layer

Managers aren’t a middle layer. They’re infrastructure. 

• Protect time for meaningful 1:1s
• Reduce unnecessary reporting and administrative burden
• Provide training and targeted support
• Show managers where to direct employees for mental health support

#3 Reduce digital overload

Digital overload is one of the most common drivers of feeling detached and disengaged. Connection requires space.

• Audit meeting volume and after-hours expectations
• Clarify decision ownership
• Normalize asynchronous work

#4 Build psychological safety

Psychological safety helps prevent employees from feeling disconnected. People contribute more when they feel safe to do so.

• Normalize disagreement
• Respond constructively to mistakes
• Reward transparency

#5 Embed belonging into everyday work

Belonging is a critical counterweight to feeling disconnected at work. It’s built through everyday team interactions and consistency. 

• Make recognition specific
• Ensure equitable visibility and access to growth
• Build inclusive habits into team routines (e.g., rotating who speaks first, sharing agendas in advance)

#6 Treat mental health as part of performance

Mental health isn’t separate from performance, it enables it.

• Make support visible, accessible, and easy to navigate
• Equip managers with information to guide employees to care
• Normalize conversations about workload and capacity

When mental health is supported proactively, it’s easier to prevent employees feeling disconnected before it escalates.

The path back to connection

Connection strengthens when people have what they need to do their best work—clear priorities, consistent support, and real opportunities to contribute. When those are in place, employees move beyond simply logging in. They become more invested, collaborative, and engaged in what they’re building—and who they’re building it with.

FAQs

#1 What does it mean to feel disconnected at work?

Feeling disconnected at work can show up in different ways. Some employees feel detached from their work, unsure how their efforts contribute to larger goals. Others feel disconnected from their team or manager, with less support or collaboration than they need. The work still gets done, but with less energy, purpose, and engagement behind it.

#2 Why are employees feeling disconnected right now?

There’s no single cause. Most employees are navigating a mix of constant change, unclear priorities, heavy workloads, and digital overload. When work becomes reactive and fragmented, it’s harder to stay focused, aligned, and connected to what matters. Over time, that can lead to feeling disconnected, even in high-performing teams.

#3 What are the signs an employee is feeling disconnected?

Employees who are feeling disconnected don’t always disengage visibly. Instead, the signs are often subtle:

• Contributing fewer ideas
• Participating at a surface level
• Pulling back from collaboration
• Showing less initiative or ownership

These shifts tend to build gradually, which is why they’re often missed until performance or retention is affected.

#4 How does feeling disconnected affect performance?

When employees are feeling detached from their work, performance doesn’t necessarily drop right away. It shifts over time. Teams may see less creativity, slower problem-solving, and weaker collaboration. Over time, this can impact productivity, engagement, and retention. 

#5 How can leaders address employees feeling disconnected?

Focus on how work operates day to day:

• Clarify priorities and decision ownership
• Support managers so they can support their teams
• Reduce digital overload (e.g., unnecessary meetings)
• Create space for meaningful contribution (e.g., focus time, structured ways to share ideas)
• Build psychological safety so employees feel comfortable speaking up and contributing
• Make mental health support visible, accessible, and easy to navigate

Small, consistent changes often have the biggest impact.

#6 Is feeling disconnected the same as burnout?

Not exactly. Burnout is tied to chronic stress and exhaustion, while feeling disconnected is a loss of connection to work, people, or purpose. The two are related, though. Over time, feeling disconnected at work can contribute to burnout, especially when support and clarity are lacking.

At Lyra, we’re proud to partner with benefits leaders who think boldly and prioritize the mental health of their employees. Northwestern Mutual is the winner of Lyra’s 2025 Workforce Mental Health Rising Star Award. Since launching with Lyra in 2024, the company has shown exceptional promise and commitment to bringing mental health care to its employee base. 

We had the privilege of speaking with Stephanie Hosig, Northwestern Mutual’s Benefits Consultant, about the company’s partnership with Lyra and how mental health support is an essential component of business success. 

What is your philosophy around caring for a workforce?
Northwestern Mutual’s focus is to free Americans from financial anxiety. Our People and Total Rewards teams aim to bring that same care to our employees and their families. We ask: how do we provide the care and resources people need to show up as their best selves? What will help them feel more secure? Partners like Lyra are a key part of that. 

What are you especially proud of?
That’s a simple one. I’m most proud of the way we’ve opened up the dialogue about mental health and helped others feel less alone. Lyra’s platform has been really instrumental in facilitating these important conversations.

What do you or your members love most about the Lyra benefit?
Lyra has been a fantastic partner for Northwestern Mutual. We needed a partner who would help drive our mission forward, and Lyra has been with us every step of the way. 

Personally, one of the things that I love most about Lyra’s benefit is the flexibility to find the care you need across different platforms. If you’re having a tough day at work and just need a moment to recenter yourself, you can open the Lyra app and do that. Or, if you like to work with a therapist in person, you have the flexibility to do that too. The flexibility for employees to find the type of care that works for them has been invaluable.

If another benefits leader asks you how or why they should make the case for a mental health benefit, what would you tell them?
Offering mental health care is essential for a comprehensive benefits package, especially if you aim to attract and retain top talent. In today’s competitive job market, employees expect their employers to support their overall well-being, and mental health is a crucial part of that. By providing quality mental health benefits, you demonstrate a genuine commitment to your employees’ health and to fostering a supportive and productive work environment.

If you’re unsure how to approach neurodiversity in the workplace, you’re not alone. According to Lyra Health’s 2025 Workforce Mental Health Trends Forecast, most benefits leaders recognize the importance of supporting neurodiversity at work but don’t know where to start. By making small changes, you can create an environment where everyone is set up for success.

What is neurodiversity?

Neurodiversity describes how brains naturally work in unique ways. “Neurotypical” refers to people whose thinking patterns are more common. “Neurodivergent” describes brains that work differently, sometimes linked to conditions like attention-deficit/hyperactivity disorder (ADHD), dyslexia, and autism spectrum disorder (ASD). The term “neurodiversity” celebrates and appreciates the many different ways people think, learn, and experience the world.

What is neurodiversity in the workplace? 

People with neurodivergent traits often shine in areas like problem-solving, spotting patterns, thinking outside the box, and uncovering innovative solutions. They might also deal with things like sensory sensitivities, emotional overwhelm, reading social cues, or challenges with tasks like planning and staying organized. Without the right support, employees with neurodivergent conditions can be less effective and face extra stress, anxiety, or depression due to misunderstandings, workplace bias, or rigid workplace structures.

Supporting neurodiversity in the workplace

As more people speak up about their needs, it’s clear that companies can’t afford to overlook neurodiversity at work. Supporting it isn’t just the right thing to do—it’s key to attracting and keeping talent and fostering a culture of innovation and long-term success.

Neurodivergence looks different for everyone, so there’s no one-size-fits-all approach, but here are some general, yet effective strategies to support neurodiversity in the workplace:

#1 Provide structure and consistency

Take the guesswork out of the workplace by setting clear expectations around performance, communication, and daily routines. Keep workflows and structure consistent, provide step-by-step instructions, and use project management tools to help everyone stay on track.   

#2 Make work “work” for everyone 

A few small adjustments can greatly improve comfort and productivity. Consider flexible work like remote or hybrid options, and offer accommodations such as quiet areas, noise-canceling headphones, adjustable lighting, movement breaks, and alternative seating to support efficient neurodiversity in the workplace.

#3 Customize communication 

Talking openly about learning and communication preferences helps build stronger teams. Providing instructions in multiple formats—whether written, verbal, or recorded—ensures clarity for everyone. Be patient when communicating. Ask employees if they understand your directions and goals, and be open to explaining ideas and instructions in different ways. Likewise, offering meeting options, such as sharing agendas in advance, allowing written input, or giving employees the option to keep cameras off during virtual calls, fosters a more supportive and efficient environment. And just as patience is key when managing neurodiverse employees, managers should also give themselves grace as they learn and adapt to different communication styles.

#4 Build confidence with coaching and mentoring

Mentorship, coaching, and employee resource groups (ERGs) give employees a place to ask questions, build confidence, and grow their careers. Whether it’s navigating workplace challenges or learning how to advocate for themselves, these resources help employees make the most of their strengths. 

#5 Make “inclusion” more than a buzzword

Create a more successful workplace by fostering a welcoming culture that includes training on neurodiversity in the workplace and bias awareness. It’s also important to use language that celebrates different experiences and weave neurodiversity into DEI programs, leadership initiatives, and ERGs. Beyond training, inclusive practices should extend to performance reviews by focusing on each person’s unique strengths and work style.

#6 Make your mental health benefit work for everyone

Employees with neurodivergent conditions may face added stress or anxiety at work. To ensure they have access to the right support, offer benefits that include:

• A robust provider network with clinicians who understand neurodiversity
• Diagnosis and care for adults, teens, and children
• Tools to help parents advocate for school resources and navigate their child’s diagnosis
• Digital content for adults and teens to better understand neurodiversity
• Manager workshops and workforce education to foster an inclusive environment

Support neurodiversity, strengthen your workplace

Creating a truly inclusive workplace isn’t just about accommodations—it’s about building a culture where every employee feels valued, understood, and supported. That starts with listening, learning, and taking action to help all workers reach their full potential.

People think, learn, and solve problems in many ways, and workplaces are stronger when those differences are supported. HR leaders recognize this: 91% say supporting neurodiversity in the workplace is a growing priority, yet many organizations are still figuring out what meaningful support looks like in practice.

When employees feel pressure to hide how they think or struggle to navigate systems that weren’t designed with them in mind, stress and burnout rise. Neuroinclusive workplaces remove unnecessary barriers so people can contribute their strengths and do their best work.

This neuroinclusive workplace checklist highlights practical steps HR leaders and managers can take to build a more neuroinclusive workplace. Even small changes can help neurodivergent employees feel understood, supported, and able to do their best work, while strengthening collaboration, engagement, and performance across teams.

A checklist for building a neuroinclusive workplace

Hire inclusively

Bring neurodiverse talent into your organization.

• Write clear, structured job postings and offer flexible interview formats to reduce bias.
• Partner with programs or organizations that connect neurodivergent candidates with employers.
• Regularly review hiring practices and policies to ensure they support different thinking and communication styles.

Create supportive workspaces

Design environments that help employees focus and do their best work.

• Offer flexible schedules when possible so employees can work in ways that support their productivity.
• Provide quiet spaces or adjustable lighting to reduce sensory distractions.
• Build predictable workflows, so employees know what to expect and can plan effectively.

Communicate and collaborate effectively

Make information easy to process and respond to.

• Share written summaries of meetings for employees who process information best in writing.
• Offer multiple ways to give and receive feedback, like chat, email, or one-on-one check-ins.
• Provide tools that support different work styles, such as text-to-speech and visual task organizers.

Support growth and development

Give managers and employees the right tools they need to succeed.

• Train managers on inclusive practices and how to discuss work preferences.
• Offer optional supports like noise-canceling headphones, planners, or coaching resources.
• Partner with employee resource groups to better understand employee experiences and needs.

Make mental health benefits work for everyone

Ensure benefits reflect the needs of neurodivergent employees and their families.

• Provide access to clinicians trained in ADHD, autism, learning differences, and co-occurring conditions.
• Ensure your benefit offers care for all ages, including adults, teens, and children.
• Offer resources and training for parents, employees, and managers to foster understanding and inclusion.

Living with a long-term physical health condition doesn’t just affect the body. It affects how people sleep, work, eat, move, think, and show up for the moments that matter most in life.

Yet for many people, care still feels fragmented. Support for mental and physical health  is scattered across point solutions, vendors, and disconnected tools, leaving individuals to do the hard work of coordination on their own.

At Lyra, we believe care should meet people where they are, not force them to navigate it alone.

That’s why we built the Health Challenges Toolkit: a personalized set of resources and guided support designed for people living with co-occurring physical health conditions, now available worldwide on the Lyra platform.

Mental health care that reflects real life

The Health Challenges Toolkit helps members find support aligned with what they’re experiencing physically and emotionally each day.

Instead of treating mental health in isolation, the Toolkit brings together guided resources, educational content, and direct pathways to care for conditions where mental supports physical health including:

• Weight management and body image concerns
• Sleep challenges and insomnia
• Chronic pain
• Cancer survivorship

Members can explore videos and learning tools tailored to their specific challenges, connect directly with a mental health provider when they need deeper support, and access integrated benefits that link them to relevant physical health partners, creating a more connected experience across care.

Grounded in evidence-based approaches, the Toolkit is designed to address the emotional realities that often accompany co-occurring physical health conditions: stress, uncertainty, fear, burnout, and loss of control.

This isn’t one-size-fits-all support. It’s care shaped around real life challenges.

Support that continues between sessions

Members can combine therapy with tailored digital tools that reinforce learning and skill-building over time, including:

• Cognitive and behavioral strategies to improve body image and body satisfaction
• Mindful eating practices that support sustainable behavior change
• Practical strategies to improve sleep quality
• Techniques for managing stress, uncertainty, pain, and emotional fatigue

By bringing care, tools, and resources together in one place, Lyra helps members turn learnings into lasting change.

What integrated support looks like in practice

For Maya, chronic pain affects her sleep, energy, and ability to stay engaged at work. Through Lyra, she gets care that helps her learn new ways to manage pain and engage in the things that matter to her.

For James, insomnia isn’t just about sleep. It’s anxiety, irritability, and feeling depleted day after day. The Toolkit connects him with care that addresses both mental and physical patterns.

For Raj, weight management is more than a number on the scale. Lyra helps him navigate body image concerns, fear of setbacks, and the emotional pressure that persists long after others assume the journey is over.

Different challenges. One integrated experience.

One platform, one connected experience

For many people, the hardest part of getting care isn’t willingness, it’s navigation.

Only Lyra brings mental health care and employer-sponsored health benefits together in a single, unified platform. Instead of juggling multiple vendors or starting over with each new condition, members can access personalized, coordinated support that evolves with them.

That means less friction, clearer next steps, and care that’s easier to use and stick with.

Better outcomes for people and organizations

The Health Challenges Toolkit reflects Lyra’s commitment to treating mental and physical health as deeply interconnected.

For employees, this means support that feels relevant, compassionate, and sustainable.

For employers, it means a healthier workforce, stronger engagement, and a more effective way to help control escalating medical spend.

And for the broader health care system, it’s a move away from fragmented point solutions toward integrated care that actually works.

The Health Challenges Toolkit is a more thoughtful way to support long-term health because no one should have to manage a health challenge alone.

Uncertainty at work is everywhere right now, and it’s weighing on people more than most leaders realize.

Job insecurity doesn’t need to show up as layoffs to take a toll. It often lives in the background as second-guessing in meetings, more cautious decision-making, and late-night worry about what comes next.

This kind of uncertainty is a form of chronic stress. When people don’t know whether their job, role, or future is secure, their nervous system stays on high alert. Over time, that constant vigilance can erode mental well-being and spill over into physical health, focus, and performance.

Research shows that even the perception of job insecurity is linked to higher levels of anxiety, depression, burnout, and health risks. In a climate shaped by economic volatility, public layoffs, and rapid technological change, these effects are becoming harder—and riskier—for organizations to overlook.

How employers respond makes a big difference. Clear communication, transparency, and access to mental health support can steady employees and preserve trust, while ambiguity or silence can quickly intensify stress and disengagement.

The impact of job insecurity in the workplace 

When job insecurity and stress linger, people focus on survival rather than growth. Over time, that stress compounds, and it can quietly affect many parts of a person’s mental health, including:

• Persistent stress and anxiety, driven by tension and worry about the future
• Emotional exhaustion, often paired with lower motivation, energy, and engagement
• Difficulty concentrating, as concern about job insecurity competes with focus 
• Feeling devalued or expendable, particularly during layoffs or restructures
• Declining optimism and confidence, making it harder to plan, take initiative, or think long-term
• Trouble falling or staying asleep while thinking about job insecurity
• Strained personal relationships, as worry seeps into home life

When employees are stuck in “Will I be OK?” mode, their energy naturally shifts toward self-protection. The impact doesn’t stop with individuals, it shapes how teams collaborate, how risks are taken, and whether people can imagine a future with the organization.

How employers can reduce the impact of job insecurity

You can’t always remove uncertainty, but you can reduce its harm by sending consistent signals of clarity, care, and fairness, so employees aren’t left guessing about their value or their future.

#1 Be transparent and communicate often

Silence fuels anxiety. You don’t need a perfect message—clear and honest beat vague and polished every time. Employees need regular updates about what’s changing, what’s not, and what it means for them.

• Host small group or one-on-one check-ins to address concerns
• Share what’s known, what’s still evolving, and why decisions are being made
• Communicate consistently to prevent rumors and confusion

Even simple statements like, “As soon as I know and can share something, I will. I’m committed to being as transparent as possible,” can build trust and calm uncertainty.

#2 Handle layoffs and role changes with empathy

How organizations manage change matters for both departing and those who remain after layoffs and restructuring. 

• Acknowledge emotions such as relief, guilt, or fear
• Offer practical support to departing employees (resume help, mock interviews, and networking opportunities)
• Give remaining employees time to process changes and reset priorities
• Encourage open conversations about individual roles and career paths

Be explicit about what comes next: what priorities are shifting, what stays the same, and how workloads will be adjusted. If a longer-term plan isn’t finalized yet, offer clear short-term direction and let employees know when they can expect an update. When people don’t see a plan, they often assume there isn’t one.

#3 Build psychological safety

Employees need to feel safe sharing concerns about job insecurity, asking questions, and learning from mistakes, especially during uncertain times.

• Ask open-ended questions in check-ins, like “How are you feeling about your role?” 
• Treat mistakes as learning opportunities, not failures 
• Offer mentorship, job shadowing, and skill building opportunities to normalize learning and not knowing all the answers

Managers play a critical role here. They’re often carrying their team’s questions and fears, along with their own. Leaders should equip managers with clear guidance, tools, and backing, so they can support teams without burning out themselves.

#4 Recognize employees

Recognition reinforces a sense of value and belonging—something that often erodes during periods of uncertainty.

• Share specific, timely appreciation in meetings or messages
• Highlight how individual contributions connect to team or customer outcomes
• Celebrate learning, problem-solving, and collaboration, not just results

A comment like, “You stepped in to untangle the client issue and kept the project moving—your follow-through made a real difference,” can reinforce employees’ sense of purpose and decrease job insecurity. Be specific about what they did, why it mattered, and what you want more of—that’s what sticks.

#5 Offer flexibility and career clarity

Even when change is unavoidable, helping employees feel some control over their future can ease anxiety.

• Clarify roles, expectations, and growth opportunities
• Provide flexibility in work location or schedules where possible
• Map potential career paths, highlight growth opportunities, and align training with future skills

When you can, share future signals—what skills will matter, which roles are evolving, and how employees can grow with the organization. Uncertainty shrinks when people can see a path forward.

#6 Support mental well-being

When job security feels uncertain, mental health support matters more than ever:

• Make mental health benefits easy to access, and remind employees they exist
• Train managers to notice when someone may be struggling and how to respond
• Create space for honest conversations to reduce stigma
• Encourage employees to take PTO and truly disconnect through modeling it on the team 

In uncertain times, many employees go quiet when they’re struggling. Proactive reminders and regular check-ins can make the difference.

Uncertainty is inevitable—support is a choice

Job insecurity is a powerful source of stress that can impact how people think, feel, and show up at work. When employers recognize job insecurity as a risk factor for mental health strain, not just a temporary morale issue, they reduce harm, help employees feel less alone, and create the conditions for trust, engagement, and resilience.