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. Salesforce has demonstrated a willingness to push limits and think boldly about the future of workforce mental health, and is the winner of Lyra’s 2025 Workforce Mental Health Award for Innovative Company of the Year. Earlier this year, we had the privilege of speaking with Felicia Cheng, director of global well-being design and strategy at Salesforce, to discuss Salesforce’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?
I see my role in the organization as creating the environment and the conditions for employees to thrive in their wellbeing and to feel safe to seek care whenever they need it. It’s also important that when they do choose to seek care, we offer them the highest quality of resources and care with quick access.

What do you or your members love most about the Lyra benefit?
What I love most about the Lyra benefit is the guarantee of evidence-based care and outcomes. That gives me peace of mind every night when I go to bed, knowing that I’m putting our employees in the right hands and the right care. What I hear from our employees about what they love most is the match they make with their Lyra therapist. They’ve said to me that “It feels like a match made in heaven.” It’s incredibly important to them that they find someone they can trust and connect with and they find it in Lyra.

What’s the next big thing you’re working on? 
As a leader in AI CRM, we know that technology is only half the equation. The other half is the human talent that wields it. With the incredible pace of change in AI, it’s also natural for our employees to experience levels of uncertainty at times. We’re focused on turning that uncertainty or anxiety around AI into a growth mindset, accelerating innovation and further bridging that Human + AI Connection.

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 mental health is a business imperative – not just a Benefits one. We are seeing the cost of poor mental health, with higher health care claims and mental health leaves as short- and long-term disability claims continue to rise, especially in North America. There’s also a huge cost in employee productivity and presenteeism. 

I think of mental health as a foundation, like a building. It’s often unseen, but it’s really important. So you can have the best strategies and tools, but if the foundation is shaken (i.e., your employees are suffering from anxiety, depression, or burnout), it could collapse. Strengthening the foundation of mental health through a mental health benefit is critical to achieving business outcomes and your business goals.

“When you’re trying to create change, and then try to convince everybody at the same time, it just doesn’t work like that,” clinical psychologist Dr. Julie Smith told an audience of HR and benefits leaders. Dr. Julie Smith spoke on how to move from workplace initiatives with limited adoption to those with organization-wide impact at Lyra’s Breakthrough 2025.

The bestselling author of “Open When…” and content creator had a different approach: forget about changing everyone all at once. Instead, focus on the internal influencers who can model small changes that have a big impact. This could be anything from leaders taking 10-minute recovery breaks between meetings to speaking openly about their mistakes in front of their team.

Dr. Smith shared these insights in a recent conversation with Lyra’s SVP of Customer Success Susan Wyatt, where she challenged how organizations think about workplace mental health initiatives and shared her secrets for reaching a younger audience, such as Gen Z employees. (Shocker: they don’t respond to lectures.)

The problem with the big shiny “roll out”

Too often, organizations roll out company-wide initiatives expecting universal adoption. But instead of widespread enthusiasm, they get resistance from a skeptical majority while the few willing participants get lost in the noise.

“When you plot a population of people,” Dr. Smith explains, “you’ve got innovators, early adopters, and then this whole chunk of people who won’t consider change until they see that most other people are doing it.”

Her advice? Stop trying to convince the resistors and start with the willing few.

Why “word of mouth” beats company mandates

When Dr. Smith left the NHS in England and started her own practice, she was sure she’d have to learn to promote herself. Instead, her clientele grew entirely through word of mouth—even in mental health, where you might expect people to stay silent.

Dr. Smith has observed this same word-of-mouth principle in workplace settings. When organizations create mental health initiatives that have a genuine impact, employees naturally share their experiences with colleagues who might also be struggling.

“When someone finds it helpful and gets better, they can’t wait to tell someone else,” Dr. Smith explains. This is where leaders play a crucial role. By modeling healthy behaviors themselves, they can kickstart the culture shift they want to see across their organization.

The 10-minute revolution

Dr. Smith’s solution centers on how leaders can use micro-modeling—initiating small, authentic actions that take ten minutes or less but create powerful ripple effects throughout their organizations. When a manager visibly takes breaks between meetings, publicly uses a mental health resource, or openly discusses a project failure, these brief moments of authenticity can encourage a culture of trust and open communication.

It also tackles a hidden drain on workplace well-being. “Technology has filled all our in-between moments with things that feel productive but are actually triggering stress responses,” Dr. Smith notes. Each stress response creates a kind of debt that accumulates throughout the day. Small moments of authentic leadership are powerful, as they show people that there’s a better way to take breaks, and can help stop systemic cycles of stress and burnout.

But here’s what makes this revolutionary: when one person consistently models this behavior and others notice their intentional actions and improved performance, it creates what Dr. Smith calls “healthy envy.”

Micro-modeling in action

Begin by thinking about change as something that grows from within. People learn by watching their peers, not by hearing “what works” from senior leadership. “We’re social beings,” says Dr. Smith, “we learn by watching each other.” If a coworker is engaging in a behavior that’s creating clear positive results, it will have an impact. Those choices, says Dr. Smith, “become the campfire stories that shape your workplace culture.”

When leadership models healthy self-awareness and conflict-resolution, that behavior impacts their team—who may then go on to model those same skills for others.

Here are three key behaviors worth modeling: 

The Recovery Choice: Take breaks instead of checking emails between meetings. Sit on a park bench and just breathe. Mindfully eat a snack. Go to your car and listen to a guided meditation, or even a run to boost your endorphins. Any of these choices will lower your stress response and prepare you to enter your next meeting with a clear mind.

What this looks like in action:

• In a work-from-home culture, a manager changes their Slack status to “meditation break”. Why? This encourages a culture where team members take care of themselves, encourage taking breaks that improve mental health, and protect each other’s time.
• In an in-office culture, the manager intentionally leaves their phone at their desk during lunch. Why? This encourages a culture where employees can protect their personal time and avoid feeling like they’re taking a break when they’re actually still working and checking their messages.
• A trusted colleague consistently takes 10-minute walks between meetings, encouraging their peers to come along. Why? This demonstrates that recovery time leads to better performance and encourages others to do the same.

The Humanity Moment: Particularly important if you’re in a leadership role—when you make a mistake, acknowledge it. Model what it looks like to repair and then move forward. Because people on your team “won’t do what you say,” says Dr. Smith, “they’ll do what you do.”

What this looks like in action:

• A marketing leader openly shares insight into why a particular project or campaign they led failed. Why? This encourages a culture of acceptance, owning your actions, and learning by way of experimentation.
• A team lead shares during their one-to-one meetings and with their team at large that there’s an issue in how they collaborate and communicate. They then share what they’re putting into practice to help resolve the issue, and they ask their team for feedback. Why? This encourages a culture of humility, leaders learning from their teams, and taking action on team feedback.
• A senior employee admits in a team meeting that they made an error on a client deliverable. They explain what they learned and the steps they are taking to prevent it from happening again. Why? This shows that mistakes are learning opportunities rather than failures and encourages personal responsibility at all levels.

The Curiosity Response: One of the primary goals of therapy, Dr. Smith says, is to create some distance between a patient’s feelings and their response to those feelings. The goal is to get a wider view, and this same technique can be used in any moment of stress. Instead of immediately judging a challenging situation, try to view it from a place of curiosity. “Help me understand” can be your mantra.

What this looks like in action:

• A manager receives an email from a team member voicing their frustration. The manager responds with “I can see you’re concerned about this project. Help me understand what’s behind those concerns so we can address them together.” Why? This defuses tension and creates open, productive dialogue.
• A project leader, when facing unexpected pushback from a client, asks their team, “What might we be missing from the client’s perspective?” Why? This reframes pushback as valuable information and encourages collaborative problem-solving.
• When a colleague misses a deadline, instead of assuming they’re disorganized, a team member asks, “What challenges came up that we didn’t anticipate?” Why? This approach uncovers operational issues and builds trust rather than blame.

The compound effect

It will come as no surprise to any human being that stress accumulates throughout our day. Scrolling between meetings, checking emails during transitions, or responding to constant notifications isn’t good for our well-being. In fact, the more we try to seek productivity in every moment, the more stress we feel.

Recovery works in reverse. “You’re not suddenly going to feel all zen because you took 10 minutes out,” says Dr. Smith, “but if you take that 10 minutes every day, you’re going to feel different over time.” The same compound effect applies when leaders consistently show vulnerability after they make mistakes or approach conflicts with curiosity rather than judgment. These small, repeated actions gradually shift how teams communicate and support each other.

Small positive changes build an arsenal of tools that make it more likely that you’ll pull yourself out of negativity during stressful periods, rather than succumb to them. When your team sees you consistently bounce back from challenges using these techniques, they begin to believe they can do the same.

Finding influencers on the inside

Influencers are everywhere. Anyone who can showcase impact through their example behavior is an ideal internal influencer for your organization. It could be a team lead, a longtime employee, or an early career worker.

When considering who to approach about micro-modeling and spreading the word on a new mental health initiative, focus on those who are naturally open-minded, welcoming, and “willing to give it a try”.

As an HR and benefits leader, you can also serve as an influencer. In addition to practicing recovery behaviors yourself, you can model genuine human behavior at work by:

• Showing appropriate vulnerability
• Demonstrating sustainable performance (and not glorifying burnout)
• Creating spaces of psychological safety where others feel comfortable sharing their struggles

Above all, people want to feel seen in their daily human experiences. Dr. Smith has seen this as a therapist and content creator. The videos that spark the most reaction, especially from younger audiences, are the ones that illustrate a shared experience—being truthful about common mental health struggles, rather than trying to “educate.”

As you’re communicating new initiatives to employees, focus on true-to-life moments, rather than clinical mental health language. “Younger groups want to feel that they’re not alone experiencing things for the first time,” says Dr. Smith, “but it’s actually true of multiple generations.”

How to make long-lasting change, 10 minutes at a time

If you’re an HR or Benefits leader remember: you don’t have to tackle everything at once. In fact, starting small with influential early-adopters will generate the kind of “healthy envy” that will spread to your entire organization.

Here’s how:

1. Start with the willing: Identify early adopters, don’t try to convince everyone simultaneously
2. Model the behavior yourself: Take recovery breaks, show authentic humanity, respond with curiosity
3. Focus on relatable experiences: Frame support around universal human moments rather than diagnoses
4. Create space for authentic connection: Enable those “campfire” moments where people share common experiences

When Dr. Smith talks to her patients about how small changes accumulate, she doesn’t explain—she demonstrates:

Little by little, she takes a dropper full of red dye and drips it into a container of water. One drop barely makes a difference. By ten drops, the water has taken on a pinkish hue. By the time she’s emptied the dropper, the water is bright red.

Small positive changes accumulate. When you model that being human at work is acceptable and beneficial, you create the kind of psychological safety that makes it possible for others to do the same.

The compound effect works in both directions, Dr. Smith says. “Choose which way you want your water to change color.”

When a new CEO changed company strategy overnight, one product manager didn’t panic. She used her adaptability and communication skills to rally her team around a new plan. An HR specialist defused tension between co-workers by leaning into his empathy and active listening skills. What could’ve been a meltdown became a breakthrough.

These are just a couple examples of employee strengths in action. Whether it’s staying calm under pressure, building trust, or solving tough problems, every employee brings unique strengths to the table—and organizations thrive when they make the most of them.

What are employee strengths?

Employee strengths are the skills, traits, and talents that help people succeed at work. Some are technical, like data analysis or project management. Others are interpersonal, like empathy, collaboration, or adaptability. Often, strengths reflect a person’s values and interests, making them especially energizing to use.

When companies recognize and develop employee strengths, they see better performance, higher engagement, stronger retention, and more resilient teams.

Common employee strengths that drive success

Here are a few employee strengths in the workplace that fuel high-performing teams:

• Dependability, time management, and attention to detail keep work on track 
• Problem solving, critical thinking, and creativity support innovation 
• Emotional intelligence, communication, and collaboration improve teamwork 
• Adaptability and resilience help employees navigate change 
• Leadership, initiative, and accountability reflect core manager strengths

Why developing employee strengths matters

Helping employees build on their strengths in the workplace isn’t just good for morale. It drives results across your business. Here’s how:

• Boosts performance and profits. When employees do what they’re best at, productivity rises. In one study, foucsing on employee strengths saw 10–19% more sales and 14–29% higher profits. 
• Boosts engagement and helps attract and retain top talent. People who use their strengths every day are six times more likely to be engaged—making it easier to keep and grow the right talent for your organization’s current and future needs. 
• Improves team dynamics. Great teams blend diverse employee strengths, like big-picture visionaries and detail-focused planners, to get better results faster. 
• Builds confidence and satisfaction. Doing work you’re good at feels good. Employees perform better and report greater fulfillment when they lean into their strengths in the workplace. 
• Fosters a culture of growth. Strengths-based leadership encourages feedback, recognition, and a shared mindset of continuous improvement. 
• Supports mental health. People who use their strengths regularly experience fewer negative emotions, lower stress, and stronger workplace well-being. 
• Improves customer outcomes. According to Gallup, strengths-focused teams also drive 3–7% higher customer engagement and up to 59% fewer safety incidents.

How to nurture employee strengths in the workplace

Developing employee strengths takes intention, but it’s not complicated. Here are a few ways to get started:

• Give employees autonomy so they can work in ways that utilize their strengths. 
• Recognize employee strengths often. Build regular feedback rituals like “kudos” sessions to reinforce positive ways of working. 
• Align work with strengths. Great managers grow talent by focusing on what people do best—not fixing weaknesses. 
• Encourage peer mentorship to support growth and strengthen relationships across the team.

By combining these elements, companies can build an environment where employee strengths are recognized, amplified, and woven into everyday work. When you help people do more of what they do best, they show up stronger—for themselves, their teammates, and your business. That’s the power of investing in employee strengths.

Think back to childhood: A gold star on your homework meant you did something right, and it felt good. That sense of recognition doesn’t disappear with age. In the workplace, feedback still matters. But not every moment calls for praise. Sometimes, performance slips. And how you respond can either fuel growth or shut it down.

This is where constructive feedback comes in. Unlike generic praise or harsh criticism, constructive feedback helps employees understand what’s working, where they can improve, and how to move forward. It’s clear, caring, and essential for supporting both performance and well-being.

When delivered well, constructive feedback builds trust and momentum. When done poorly, constructive criticism can damage confidence and morale. So, how do you get it right? 

What is constructive feedback?

Constructive feedback is clear, specific input aimed at helping someone improve. It focuses on behaviors, not personal traits, and offers actionable suggestions in a respectful, supportive way. Here are a few constructive feedback examples that show how subtle shifts in language can make feedback clearer, kinder, and more impactful.

It’s clear, not vague. When delivered clearly and thoughtfully, constructive feedback builds trust and momentum. But when it’s avoided (letting things pass in hopes they’ll get better on their own), vague, or poorly timed, it can erode confidence and morale. Getting it right takes intention and skill.

Constructive feedback for employees avoids negative or ambiguous language. It focuses on specific behaviors, not personal traits. 

Do: “I noticed you missed two deadlines this month. Let’s talk about what’s making it hard to stay on track.”

Don’t: “You’re just not dependable lately.”

It feels supportive. When done right, constructive feedback helps employees feel guided, not attacked. 

Do: “I’m sharing this because I know you’re capable of more, and I want to support your success.”

Don’t: “If this keeps up, we’re going to have a bigger problem.”

It’s thoughtfully delivered. The way you give constructive feedback can change how it’s received. Research shows that when feedback is well-intentioned, targeted, and helpful, it’s more likely to resonate. 

Do: “Let’s review both what went well and what can be improved. I want this to be a learning opportunity.”

Don’t: “I don’t have time to explain this again.”

It turns setbacks into growth. Unlike harsh criticism, constructive feedback reframes mistakes as learning opportunities.

Do: “I know this didn’t land the way you intended. How do you think you can approach it differently next time?”

Don’t: “You failed on this again.”

It protects mental health. Thoughtful, forward-focused feedback can reduce anxiety, build confidence, and improve psychological safety.

Do: “Let’s talk about next steps and what support you might need.”

Don’t: “This just isn’t good enough.”

It’s essential for retention. Feedback affects more than performance. It impacts morale, trust, and an employee’s decision to stay or leave.

Do: “I appreciate your work and want to make sure you’re set up for long-term success here.”

Don’t: “If you don’t improve, you might not be the right fit.”

How to provide constructive feedback

When you need to correct a problem, constructive feedback can be a turning point. But only if it’s delivered with empathy, clarity, and intention. Here are a few tips and constructive feedback examples to make it land:

1. Share it privately

Constructive feedback is a dish best served in person, not in front of others. Choose a quiet, private setting where you and your employee can talk openly. This shows respect and creates space for honest dialogue.

Try: “Can we find time to talk about how that last project went? I’d love to align on what worked well and what we could improve.”

2. Customize your approach

Effective feedback isn’t one-size-fits-all. Consider the employee’s communication style, work preferences, and lived experiences. And always focus on behavior, not identity. When feedback is fair, specific, and respectful, it’s much more likely to be heard and acted on.

Try: “I’ve noticed some delays in your recent deliverables. I know you’ve been juggling a lot. Can we talk about what’s getting in the way?”

3. Lead with empathy

Your tone matters. Your timing matters. Constructive feedback should never come from a place of frustration or judgment. Ask yourself: How would I want to hear this? Approaching feedback with empathy strengthens trust and increases impact.

Try: “This isn’t about blame. I want to make sure you have what you need to succeed moving forward.”

4. Be specific and solutions-focused

Describe exactly what’s working, what’s not, and what change looks like. Offer clear, actionable steps for improvement. That’s the difference between helpful constructive feedback and criticism that goes nowhere.

Try: “In meetings, I’ve noticed some team members feel cut off. Let’s talk about ways to ensure everyone’s voice is heard, including yours.”

5. Follow up and focus forward

Feedback isn’t one-and-done. Revisit the conversation. Celebrate progress. Clarify goals. A future-focused mindset helps employees stay motivated and supported, not stuck in what went wrong.

Try: “I’ve seen real progress since our last check-in. Let’s keep building on that.”

Make constructive feedback part of your culture

The best workplaces treat constructive feedback as a normal, ongoing part of how people grow, not something to fear or avoid.

When feedback flows in both directions, it becomes a tool for connection and progress. Managers should model openness by asking for feedback themselves and inviting employees to share their experiences regularly.

Make space for these conversations in one-on-ones, team check-ins, or quarterly reviews. Normalize the idea that constructive feedback is how we get better, not something to brace for.

Turn feedback into fuel for growth 

When delivered with care and clarity, constructive feedback doesn’t just fix performance issues, it builds trust and boosts confidence. And it reinforces that employees are valued, even when things need to improve.

In today’s workplace, that kind of feedback isn’t optional. It’s essential—for performance, mental health, and long-term success.

Substance use doesn’t stay at home—it shows up at work, too. And when it does, it takes a heavy toll. From lost productivity to more sick days and safety risks, the impact of substance use in the workplace is substantial for both employees and employers.

People with substance use disorders (SUD) face significant stigma and often don’t receive the treatment they need. While 48.5 million Americans have a substance use disorder, only 15% receive treatment.

The toll of substance use in the workplace

Substance use in the workplace costs employers over $400 billion each year, but the real impact goes beyond dollars. Behind every statistic is a person who’s struggling, and the ripple effects touch teams, safety, and productivity. Challenges include:

#1 Employee suffering

Addiction can cause significant emotional distress for employees using substances and their families. Employees with a substance use disorder may struggle with using more than one substance. And about half of people with substance use disorders have another mental health condition such as depression or anxiety—a combination that requires specialized treatment.

Family members are also profoundly affected by a loved one’s substance use. Addiction can cause economic hardship, legal problems, emotional distress, and other struggles that impact the entire family.

#2 Higher health care costs

Substance use disorders contribute to escalating health care costs and use of emergency services. People with drug or alcohol problems are more likely to be hospitalized and stay longer than people without these conditions. They also visit the emergency department twice as much as their peers. And a Lyra Health survey of a Fortune 500 company found that health care spending was four to 10 times higher for employees with an alcohol use disorder.

Fortunately, treatment has been proven to reduce health care costs for employees and their families. Employees in recovery from substance use have lower health care utilization and costs, saving employers an average of $8,817 per employee per year. 

#3 Reduced productivity

Absenteeism among employees with alcohol problems is up to 8 times greater than other workers. Alcohol use disorders alone account for an estimated 232 million lost workdays each year. Whereas workers typically miss 15 days of work for unscheduled leave per year, employees struggling with drug use and related problems miss about 24.6. Those with a pain medication use disorder miss over 15 days per year on average.

#4 Higher turnover

Turnover is common among employees with substance use disorders. Thirty-six percent of workers with substance use disorders have had more than one employer in the past year, compared to 25% of employees without a substance use disorder. However, employees in recovery have the lowest turnover and absenteeism rates. Depending on the industry, companies that invest in drug or alcohol treatment resources may save an estimated $8,500 per employee in turnover and replacement costs.

#5 Co-worker safety

One in five workers say they’ve been injured or put in danger because of a co-worker’s drinking, or needed to work harder or for longer because their co-worker couldn’t complete a task due to substance use in the workplace. When people don’t feel safe at work, employee morale can suffer.

How to mitigate the impact of substance use in the workplace

Employers play an important role in preventing and identifying substance use in the workplace, and connecting employees to resources that can help. Here are a few steps employers can take to support workers struggling with drug and alcohol use and mitigate the impact of substance use in the workplace:

• Reduce stigma to create a culture of understanding, so people feel comfortable asking for help
• Promote a drug-free workplace through education, training, and effective policies
• Train managers to recognize when an employee may be struggling and connect them to available resources
• Make the process of getting help simple

Recovery begins with the right benefits

Addiction is a serious condition. Without the right support, it can take a toll on every part of a person’s life. Easy access to integrated, evidence-based care can turn lives around and build a healthier, more resilient workforce.

Learn more about the ways to address substance use in the workplace.

Download our guide

INFOGRAPHIC RESOURCES

1. A Substance Use Cost Calculator for US Employers With an Emphasis on Prescription Pain Medication Misuse
2. Office of Neuroscience Research
3. National Council on Alcoholism and Drug Dependence
4. Lyra Health survey of a Fortune 500 company
5. Alcoholism In The Workplace: A Handbook for Supervisors
6. The Workplace Impact of Alcohol Use Disorders
7. Drug Testing & Safety: What’s the Connection?
8. Data on Opioids in the Workplace
9. NORC at the University of Chicago and the National Safety Council (NSC)

With Lyra, faster recovery, better performance, and significant health plan savings aren’t just proven—they’re guaranteed.   

For over a decade, Lyra has led the way, measuring symptom improvement at scale. The goal: better care for every person. That commitment enabled us to build the industry’s largest clinical outcomes dataset and produce 20+ peer-reviewed papers. Today, it makes it possible to ensure employers only pay when we deliver real clinical and financial outcomes.

As the first to offer outcomes-based pricing for mental health care, we’ve eliminated fixed fees and tied care costs to performance. This is a sharp departure from traditional models that charge a flat rate for every employee, regardless of whether they improve. With Lyra, you only pay for results—because our success is directly tied to yours.

How it works

Our pricing is based on measurable care and performance.

• You only pay for what works – No fixed fees. You only pay for the care your members receive until we deliver results.
• Performance drives payment – After one year, if Lyra delivers outcomes—like fast access to appointments, strong member satisfaction, significant clinical improvement, and a positive return on investment (ROI)—we earn a bonus. If we don’t hit those marks, you receive a credit on your care fees.

No fixed fees

• You pay for care delivered
• Lyra covers all program setup, management, and support

Real results or we pay you

• If we hit agreed-upon targets, we collect a bonus payment
• Miss a target? You get a credit on your care fees

What it means for you 

So, what does this new era of mental health benefits mean for your organization? It means undeniable advantages for your people and your bottom line. You’ll get:

• Confidence in your investment – Transparent pricing tied to outcomes, powered by Lyra’s measurement-based care model. Because we track clinical and financial results with precision, you know exactly what you’re paying for—and can trust the impact it’s having.
• A true strategic partner – We work alongside you to advance both employee well-being and your business objectives.
• Guaranteed results – Each year, if Lyra meets clear benchmarks, we earn a bonus. If we don’t, you get a credit on your care fees.

Bottom line: No upfront fixed fees. You pay only for care until we deliver results. 

Lyra’s performance measures

Fast access

Member satisfaction

Symptom improvement

ROI

If Lyra delivers outcomes, we collect a bonus

If we miss, we issue you a credit

The stakes have never been higher

Lyra’s innovative pricing model comes at a pivotal moment, when economic uncertainty, rising health care costs, and an unprecedented need for mental health support are converging. Organizations aren’t just looking for benefits anymore; they urgently need greater accountability and proven value from every dollar invested.

As more employees seek support, organizations need solutions that truly work. The staggering cost of unaddressed mental health challenges—from plummeting productivity and engagement to turnover and rising medical claims—isn’t just financial. It’s human. It’s the toll on your people’s potential, their well-being, and their lives.

Our outcomes-based pricing meets this moment. It ensures your investment transforms lives and delivers measurable impact—because behind every data point is a human story of resilience and renewed well-being.

Now’s the time for value-driven mental health care

With outcomes-based pricing, Lyra is setting a new standard for accountability, proving that transforming lives isn’t just a promise. It’s a guarantee.

Get dinner on the table. Buy Mom a birthday gift. Meet the deadline. We haven’t had a date night in over a year. The teacher said he’s been quiet lately. Did I come off too aggressive on that call?

Many women employees carry a heavy weight before their workday begins. It’s the relentless, disproportionate load of family logistics, caregiving, and personal health challenges from infertility to menopause, all shouldered with silent pressure to handle it alone. This weight doesn’t disappear at the office. It follows them, affecting focus, energy, and well-being. To truly help women thrive, mental health care must reflect their realities.

The business risk you can’t afford to ignore

Women make up nearly half of all workers and the majority of college-educated professionals. Their mental health isn’t just a personal matter—it’s vital to building strong, successful businesses. Supporting women means breaking down the barriers that hold them back and designing workplaces where they can lead, innovate, and stay.

But here’s a reality we can’t afford to ignore: Over 50% of women say they don’t get adequate support for their mental health at work. That signals a much deeper issue. For too long, women’s mental health has been treated with a one-size-fits-all approach that overlooks the complex, layered reality of their lives. And clearly, that model isn’t working.

Finally, mental health care built for her

Through Lyra’s specialty care for women, we’re redefining what mental health support looks like. Traditional care has long failed to meet women’s needs, so we built a new model grounded in real-life challenges and backed by expert care.

Expert care for women’s unique challenges

From caregiving and burnout to reproductive health and trauma, our therapists and coaches specialize in what women actually face—at work, at home, and everywhere in between.

• Identity and purpose: Navigating career and identity while building self-worth and confidence
• Fertility and reproductive choices: Specialized support for every path, from fertility journeys and reproductive choices to grief and loss
• Pregnancy and postpartum: Integrated perinatal therapy, return-to-work guidance, and peer support to navigate new motherhood
• Parenting and caregiving: Tackling the “second shift” by balancing career and caregiving, and preventing burnout before it starts
• Relationships and boundaries: Fostering healthier connections at work and home through stronger boundaries and communication
• Safety and trauma recovery: Confidential, trauma-informed therapy that focuses on safety, healing, and autonomy
• Stress, change, and resilience: Managing life transitions and the “mental load” to build resilience
• Midlife and menopause: Thriving through midlife and menopause with specialized care for this pivotal life stage

Support for her whole self

Effective mental health care supports every part of her life. Lyra offers personalized support that can include therapy, medication, coaching, and community—whatever she needs, all in one place.

Connected to the benefits she already uses

We integrate with programs like fertility, maternity, and caregiving benefits to deliver a seamless experience. Better care for her, less complexity for your team.

A partnership for your people and your business

When the women on your team are truly supported, your entire organization thrives. This kind of specialized care creates a positive ripple effect:

• Talent feels supported to stay and build careers with you
• Your teams become more engaged, collaborative, and productive
• Your people are healthier and more present, leading to fewer costly leaves
• The entire benefits experience becomes simpler and more human-centered

It’s a thoughtful way to bring your DEI, well-being, and talent strategy goals to life.

Support women. Supercharge your workforce.

True support for women means recognizing everything she carries—her health, her responsibilities, her drive. When you show up for her, she shows up stronger—for herself, her team, and your organization.

A note on inclusivity in women’s mental health

While we designed this program to address the distinct mental health challenges women disproportionately face—like postpartum depression, menopause, and caregiving—Lyra is for everyone. We welcome and support people of all gender identities and family structures, because partners, co-parents, and non-binary individuals carry immense responsibilities, too. Everyone’s journey deserves expert care.

If you had only a few moments to express your company’s core values, could you do it? As someone with a deep understanding of the heart and soul of your company, we bet the answer is an unequivocal yes. 

You understand what drives every team’s work and what your leadership cares most about. While these things might not be top of mind every day—you recognize that these core values inform the culture, create the environment, and guide every business objective for your organization. 

Paul Sale, Managing Director of HR Compensation and Benefits at Alaska Airlines, wants us all to think more about these core values and less about superficial “curb appeal” when it comes to employee benefits. When you take a deep look at the foundation, it’s always possible to draw a direct line between the impact of employee mental health and your business’s driving mission—and at Lyra Breakthrough 2025, Sale showed us how.  

For Alaska Airlines, safety is at the very core of their business. To maintain their value of “Owning Safety”, they need their employees to function at peak performance—able to spot a potential problem before it becomes an actual safety issue. 

In order to achieve this, you need to:

1. Map employee mental-health and your company’s ability to attain their core values and succeed.
2. See beyond the baseline demographics of your employees to the unseen issues (well-being, stability, contentment) that impact their ability to thrive. 
3. Develop work-group specific approaches to address unique employee experiences
4. Find the partners who also value the unseen (and less glamorous) aspects of employee benefits

Sale compares his strategy to taking care of a house. If you don’t invest in the infrastructure, it can never serve as a home. Similarly, if you don’t invest in the people who are helping you achieve your core mission, you won’t be able to achieve it. 

At Breakthrough, Sale shared how he was able to help Alaska Airlines fulfill their vision—and live up to their core values—by advocating for mental health benefits that meet employees where they are. 

Here’s how you can connect mental health to your core business values, and make the case for meaningful benefits that go beyond the superficial. So your people can thrive, and your house can stay sturdy. 

Why mental health must be more than an “add-on”

“What does your company say is their greatest asset?”

When Sale asks audiences this question, the answer is immediate: “People!” But as he points out, there’s often a critical gap between what a company might establish as core to its mission and vision and how they treat employees to bring it to life.  

“We say that people are our greatest asset… but do we truly act like that as companies?” Sale presses. “Do we treat our employees in a way that says to them every day: ‘you’re our greatest asset’?”

When companies treat mental health plans like ad hoc “perks,” employees don’t utilize them (of the 89% of employees who experienced a mental health challenge last year, only 47% received care). Leaders don’t value them, and it’s nearly impossible to measure the impact of these one-size-fits-all benefits. Executives hesitate to invest in resources that show no tangible value, so the cycle continues. Employee mental health remains invisible and under-prioritized.

To flip the script, you must position mental health initiatives as essential to achieving core business objectives rather than as standalone HR programs. “It’s not a human resources strategy,” says Sale, “It’s a business and a human strategy.”

Integrating mental health into your business’s foundation: a 4-step process

To move beyond ad hoc and surface-level mental health initiatives, use Sale’s systematic approach to draw a straight line between employee mental health and business outcomes.

Step 1: Map mental health to your core business values

Consider the core values of your business and how the well-being of your employees connects to those values. These connections might seem intuitive, but take time to consciously draw connections between happy people and a thriving company.  

In the case of Alaska Airlines, their core values include: 

• “Own Safety,”
• And “Be Kind-Hearted” 

The link between employee happiness and the fulfillment of these core principles is strikingly clear:

• Distracted employees can’t maintain safety standards 
• And unhappy ones can’t deliver the caring experience customers expect 

“Our company’s values call for mental health in order to be successful,” says Sale. “I can’t expect a ground crew person to double check that latch underneath a plane if they’re not mentally healthy.”

To understand these connections in your own business, start by identifying the specific ways in which employee mental health directly impacts your organization’s core values and business-critical functions.

Creating your map:

1. List your company’s core values and mission statement
2. For each value, identify specific job functions where your employees’ mental states directly impact the delivery of those values 
3. Document concrete scenarios where poor mental health could compromise your primary objectives
4. Quantify business risk and present these connections to executives as business imperatives, not just HR initiatives

Step 2: Analyze your employee population beyond demographics

Move beyond what Sale calls “brochure stats”—the sanitized employee categories that look good in presentations—to understand the full spectrum of human experiences in our workforce. Instead of “customer service” workers, “under 25,” include that these employees are working two jobs to make ends meet, paying off student debt, and juggling uncertain schedules. 

Here are some the groups of employees that Sale identified: 

• Well-paid pilots who work alongside part-time flight attendants who may be struggling financially
• Employees managing overnight shifts that may lead them to spend less time with their families
• Ground crews dealing with weather-related stress and the impact of physical labor
• Corporate workers facing different but equally real pressure to maintain airline standards

“We are human,” says Sale. “This is who I’m problem-solving for.”

Look beyond job titles. Document work-specific stressors for each group (shift work, travel, high-pressure deadlines) and identify which groups face the highest mental health risks. Let those insights—not baseline demographics—guide your benefits design.

Step 3: Develop “work group” specific approaches and partnerships

Often, HR leaders mistakenly “boil the ocean”—trying to get widespread buy-in without thinking about the individual needs and circumstances of different employee groups. Sale warns against this approach.

“Some of your work groups are going to be unique and more receptive to [mental health initiatives],” he says, “Find out their barriers to using [these resources] and their communication and provider preferences.”

Sale hosted meetings with various groups of employees to learn the answers to questions around barriers and communication preferences, and discovered key differences:  

• Pilots need coaching rather than clinical therapy due to the Federal Aviation Administration (FAA) licensing concerns
• Union employees want communications from labor leaders, not corporate HR
• Flight attendants need on-site airport support rather than resources that require them to travel to see a provider in an office

When considering mental health benefits in your own organization, meet directly with representatives from each major employee segment to understand their individualized barriers to your existing mental health or employee programs. Then design group-specific solutions that address their work environments, life scenarios, and limitations.  

Pro tip: test different approaches with focus groups before rolling out changes across the entire organization.

Step 4: Build strategic vendor partnerships for customization

Once you’re clear about the link between your employees’ well-being and your core values, invest in partners who share your priorities. Some vendors rarely think beyond the surface level. They’ll recommend ad hoc solutions and offer little in the way of customization. 

Alaska’s partnership with Lyra extends far beyond standard benefits offerings. It was a first for Alaska, “In other [partnerships], we were afraid to ask for help,” says Sale. “With Lyra, I just thought, ‘What if we ask?’ And every time, they’ve delivered.”

• During the 2023 Maui wildfires, Alaska partnered with Lyra to pitch community support to the government of Maui for impacted families (although many of the impacted families weren’t Alaska employees, they were part of a shared community) 
• During the 2025 collision between an non-Alaska airline jet and an Army helicopter near an airport where many Alaska employees worked, Sale called Lyra reps at 10PM and got immediate crisis support. 
• When there was a tragic incident at an Alaska gate area, Lyra provided on-site counseling.

Don’t settle for “what you see is what you get” partnerships. Prioritize mental health benefits partnerships that can create custom solutions for your unique organizational needs.

Questions to ask potential partners:

Does your contract include crisis response capabilities and customization options?

Do you have protocols for immediate mental health support during organizational crises?

Can this partnership extend beyond our employee base when community events impact our workforce?

Are you able to provide on-site support options for employees who can’t access traditional office-based resources?

Are there integrations between your mental health providers and primary healthcare benefits for seamless and holistic care?

When someone calls in the middle of the night with a pressing need, will anyone answer?

Learn more

“Sure, go find it in our portal” vs. mental health as a core part of your company DNA

When your EAP becomes common language—”Oh, have you called Lyra about that?”—you know mental health has become more than just a perk. At Alaska, mental health support is so embedded that senior leaders automatically suggest Lyra resources when colleagues face personal challenges.

Something magical happens when you connect mental health to your business strategy:

• Executives automatically include mental health resource links in all crisis communications
• Leadership knows how to activate immediate support for employees affected by workplace incidents
• Utilization spans across generational cohorts and employee types, showing engagement from diverse populations

When you treat mental health as foundational infrastructure rather than decorative benefits, you create sustainable competitive advantage. Then, your greatest asset—your employees—can finally deliver on the values your company claims to hold.

Motivation at work often gets tied to rewards: bonuses, promotions, gift cards, or “employee of the month” shoutouts. These can give a quick performance boost, but they don’t always last. What’s more powerful? Intrinsic motivation—the type that’s driven by curiosity, purpose, or the desire to learn.

Research shows that intrinsic motivation in the workplace leads to stronger engagement and more lasting results than external rewards alone. When people feel connected to their work, they’re more creative, productive, and resilient. And while you can’t hand out intrinsic motivation like a coffee gift card, organizations can create the kind of environment that helps it flourish.

“Motivation is about knowledge, it’s about being wise,” says Dr. Ayelet Fishbach, a motivation scientist at the University of Chicago. “I don’t believe in relying on some inner strength that you might feel you have or not. I believe in learning and doing the things that keep you motivated.”

What is intrinsic motivation?

Intrinsic motivators support the internal drive to do something because it’s inherently meaningful or enjoyable, not because of a prize or recognition. It’s what fuels people to keep reaching, even when no one’s watching. 

“Intrinsic motivators can come from different sources,” says Rachel Weaver Rivera, LCPC, a therapist at Lyra Health. “Some are fueled by passion for a chosen profession, others by humor or a sense of belonging in a healthy workplace. Overall, mutually supportive, respectful professional relationships, an employee’s ability to connect with core values, and the opportunity to contribute to a meaningful, shared workplace challenge set the stage for intrinsic motivation.”

Unlike extrinsic motivators like bonuses or public praise, intrinsic motivators spark longer-term engagement because they tap into values like purpose, autonomy, or mastery. 

Neuroscience shows both types of motivation activate the brain’s reward system. But our brains adjust more quickly to external rewards, especially if the work itself feels disconnected from growth or meaning. Internal motivation outlasts short-term rewards by activating reinforcement pathways that help people stay engaged over time. 

“When employees feel like they can breathe, they feel uplifted,” says Weaver Rivera. “That kind of refreshing, inspiring environment encourages creative, connected, and purposeful work.”

Why intrinsic motivation in the workplace matters 

Employees who are intrinsically motivated don’t just show up to work. They bring energy, focus, and resilience to their work, teams, and relationships. And that has a real impact. Studies show that intrinsically motivated employees:

• Feel more energized and satisfied at work
• Show greater creativity and innovation
• Demonstrate resilience under pressure
• Avoid burnout and disengagement
• Deliver higher quality, consistent work
• Are more likely to collaborate and contribute to team success
• Stay longer in roles where they feel valued

How to foster intrinsic motivation in the workplace

You can’t give someone intrinsic motivation, but you can shape a culture that encourages it. Here’s how:

Give people autonomy – Let employees shape how they work. Flexibility and ownership make people more invested. “Encouraging people to have a voice—that’s how you respect how a person works,” says Weaver Rivera.  

Build trust and belonging – Create psychological safety through open communication and authentic relationships. “People are more motivated when they feel visible and validated,” says Weaver Rivera. “Everybody wants to feel seen.”

Recognize effort – Personalized, meaningful feedback helps people feel valued for how they work, not just what they deliver. 

Offer opportunities to grow – Let people stretch and learn. Mastery fuels motivation. “We help employees clarify their values. That process becomes the internal compass for the direction in which they want to grow,” says Weaver Rivera.

Connect work to purpose – Help employees see how their role fits into the bigger picture. “They need to feel they matter—not just for their title, performance review score, or what they do on the daily, but who they are at their core,” says Weaver Rivera

Encourage curiosity – Give people room to explore, learn, and follow their interests. Curiosity makes motivation stick. “Encourage humor, brainstorming, and a playful atmosphere where mistakes are welcome and vulnerability is the norm,” says Weaver Rivera. “Model a sense of wonder and valuing questions as much as having the right answer. Openly practice mindfulness. Bring an attitude of exploration and discovery to problem-solving.”

Celebrate what really matters – Align recognition with what your team values, not just metrics or output. This reinforces intrinsic motivation rather than substituting it with short-term rewards. “Everyone loves a coffee card, but true satisfaction comes from getting into the flow state of doing good work itself, then celebrating successes,” says Weaver Rivera. “There’s no greater feeling than being valued as an individual contributor in a supportive community of movers, shakers, and lifelong learners.”

Intrinsic motivation in the workplace creates a strategic advantage as workers shine from the inside out. When organizations build a culture that supports autonomy, purpose, and true connection, employees stay longer, collaborate more effectively, and bring their best and brightest thinking to the table.

Life doesn’t always go as planned, and some things are simply out of our control. Radical acceptance is a powerful skill that helps us face these challenges with greater ease—not by giving up, but by letting go of resistance and focusing on what we can change.

What is radical acceptance?

Radical acceptance is fully accepting what’s happening, even when it’s painful. It’s a distress tolerance skill in dialectical behavior therapy (DBT), an evidence-based approach for managing intense emotions. 

The idea isn’t to approve of the situation, but to stop fighting what you can’t change. That shift can help you tolerate distress and move forward in the present moment without judgment or criticism.

For example, stuck in traffic? You can stay trapped in frustration, or accept the situation for what it is—as frustrating as it may be—and perhaps use the time to enjoy a podcast or connect with someone. The traffic is still there, but your suffering doesn’t need to be. 

Why radical acceptance is transformative

Radical acceptance can help ground you during challenges like heartbreak, loss, life transitions, trauma, or  chronic illness. Acceptance is the basis of healthy relationships including your relationship with yourself.  When you practice radical acceptance you might experience: 

• More calm – When you stop fighting reality, it’s easier to feel lighter and more at peace, even if nothing changes.
• Stronger ability to bounce back – Facing intense feelings instead of avoiding them helps you stay grounded and build emotional strength over time.
• Healthier relationships – Letting go of the urge to fix or control others makes it easier to meet them where they are and keep communication open.
• Clearer thinking – When you’re not stuck in frustration or resistance, your mind has more space to focus and make thoughtful decisions.
• More self-compassion – Accepting your feelings and imperfections is a form of self-love and creates space for kindness and growth.
• Greater flexibility – Letting go of how things “should” be helps you handle life’s curveballs with more ease.

7 ways to practice radical acceptance

Ready to try it? Here’s how to make radical acceptance part of your everyday life:

#1 Notice resistance

Instead of ignoring what’s happening, gently bring your attention to it. For example, if you’re caught in an argument, pause and notice your senses: “What do I see, hear, feel, smell, and taste?”

#2 Name the facts

Rather than getting stuck in stories or blame, state what’s actually happening. Maybe your friend canceled plans at the last minute. Without creating a story, simply say: “My friend canceled plans.” No trying to interpret what the possibilities might be, but rather just focusing on the facts and acknowledging the situation.  

#3 Try the 4 DBT options

You don’t have to like what’s happening—but you can choose how to respond. When frustration builds (like a meeting that throws off your whole day) According to DBT, we have four options for how we might respond: (1) solve the problem, (2) change how you think about it, (3) radically accept it, or (4) stay miserable. What’s your move? Maybe it’s a walk, a quick stretch, or a reminder that you’ve handled worse.

#4 Stay present

Staying mindful can prevent you from getting caught up in expectations or frustration. For example, if you’re in a difficult meeting at work, pause to notice the warmth of your coffee cup or feel your feet on the ground, count to 10, inhaling and exhaling to give yourself a small moment of calm. Turn your mind toward the present moment.

#5 Redefine what it means to accept

Radical acceptance isn’t approval or giving up. It’s stepping back from the fight to see what you need now. If you’re at a tense family dinner, it might mean taking a break or changing the subject.

#6 Be patient with yourself

Radical acceptance takes practice. Give yourself time and compassion, especially when you’re learning to let go of being reactive versus responding. Practice half-smiling or willing hands—resting your hands gently on your lap or by your sides, palms facing up, as a way to physically signal openness and acceptance, even if your emotions haven’t caught up yet.

#7 Remember you have options

Radical acceptance is just one of the tools in your kit. Talking to a therapist, calling a friend, engaging in a different way to soothe yourself, or finding healthy distractions can also help. It’s about easing your distress and finding the willingness to cope with disappointments.

Stay centered, even when life gets hard

Radical acceptance is a powerful tool for staying grounded and reducing stress in everyday life. Lyra can help you build this skill and apply it when it matters most.