Since having Dr. Daniel Crosby (psychologist, financial thinker and New York Times bestselling author) on the Money:Mindshift podcast, I’ve been reflecting on a personal story he shared with me.
Daniel had been suffering from debilitating headaches for weeks without a diagnosis. Then, his pain suddenly vanished when a cracked tooth was discovered and treated.
What stuck with me was that, when the pain was unbearable, he turned to his wife and said: ‘I would give away all our money if I could just make this go away’.
It resonated with me as it’s a powerful reminder that health isn’t a luxury – it’s everything to us. Moreso than money. For employers, it raises a simple but urgent question: are you doing enough to protect the health of your employees?
Financial stress isn’t just personal
Health and money can be tightly connected. But we often forget that financial stress can play out not only in private lives, but at work. Through absenteeism, presenteeism and distraction.
When someone’s worrying about debt, unexpected bills, or insecure housing, it’s likely that it won’t stay neatly at home and they’ll carry this into meetings, emails, and team calls.
As a line manager or HR professional, you might not see the spreadsheet of someone’s financial life. But you might see some of these symptoms: low energy, short temper, reduced performance, or frequent sick days.
The case for making health and money a leadership priority
On the podcast, Daniel also shared that people who take care of their health – physically and emotionally (by, say, going to the gym or getting therapy) – tend to perform better financially. He also pointed to the surprising correlation between therapy and higher income.
The reason? Self-awareness, emotional regulation, and stress management are not soft skills. They’re performance skills.
So, what does that mean for those in leadership roles?
It means supporting employee wellbeing isn’t just a nice-to-have. It’s a productivity strategy. A retention strategy. A culture strategy.
What employers can do
Here are six ways to help build wellbeing into the way you lead:
- Normalise wellbeing conversations
Make it OK to talk about stress, fatigue, or financial pressure. That doesn’t mean you need to solve everything. But showing openness can create psychological safety.
- Be flexible with real-life needs
If someone’s managing childcare, care for elderly relatives, or recovery from illness, offer flexibility in hours or expectations. Don’t wait to be asked. Proactively explore options where you can.
- Signpost support services
Make sure your team knows what’s available to them, when they need it. Whether that’s an employee assistance programme, financial coaching, or therapy benefits. And don’t just mention them once. Repetition is the mother of wisdom. Repetition builds permission.
- Design jobs that don’t deplete people
Review workloads and expectations constantly. Is the role sustainable? Are you rewarding output, or just hours spent online? Do people feel trusted to manage their time?
- Train managers to spot the signs early
Your managers are your frontline. Teach them to notice when someone’s struggling and respond supportively. A caring check-in from a manager can make all the difference and help people to open up.
- Lead by example
If you’re constantly online, skipping breaks, and working through illness, your team could get the message that this is what it takes. Try modelling the behaviours you want to encourage.
Anxiety is information
Daniel also talks about anxiety as a signal. Rather than something to avoid, it can point to areas of life that are out of sync. In the workplace, if someone seems anxious, stressed, or withdrawn, ask yourself: what might this be telling us about their current workload, clarity, or support?
Creating a culture where people feel safe to voice concerns, before they become crises, is the mark of a high-functioning team.
Making the most of your influence
Health isn’t a separate priority. It’s the soil everything else grows from. And as employers, you have enormous influence over the daily environments that people experience.
So, next time someone seems off their game, don’t just ask what’s wrong – ask them what might help, instead.
Because the strongest organisations aren’t just built by healthy profit margins. They’re built by healthy people.