Employee networks: why protecting leaders’ mental health is essential

Employee networks: why protecting leaders’ mental health is essential

By Jo Faragher on 24 June 2025

For so many employees, colleague networks or employee resource groups can provide a vital “safe space” where they can discuss the challenges and barriers they face at work. A survey by software company Workhuman found that the presence of an ERG in a business makes over a third of people trust leaders more, and a quarter feel more connected to company culture. Almost two thirds of respondents said ERGs contribute to their psychological safety.

But is there a human cost to offering that support? Shortly after the murder of George Floyd in 2020, Black and other race networks reported feeling overwhelmed by the need to offer support to members while also advising their employers about the best way to respond. For network chairs and other active participants, the mental toll of supporting colleagues can be significant. Debra Clark, head of wellbeing at Towergate Employee Benefits, explains: “If set up correctly, members of employee networks will feel psychologically safe to share specific challenges or issues they may be facing. It is great for employees’ wellbeing to be with like-minded people with a common purpose and this is what exists in networks.”

Clark is co-chair of her company’s menopause and menstruation colleague community. “We have had so much feedback from people saying how beneficial they find having the network, to ask questions, seek guidance and just listen. They are all delighted that it is part of the company they work for,” she adds. “Feeling part of something, belonging, is one of the critical elements to having mental strength. Whilst the issues may not be work related, they may have an indirect impact on work, with people feeling more able to bring their whole selves to work. Happier employees are more productive and less likely to be absent.” However, she recognises how hard it can be to hear colleagues’ stories, particularly on top of employees’ existing stress from their day jobs.

Boundaries are crucial

Clark is a mental health first aider (MHFA) so can draw on this experience to support herself and others. She says: “I have to be very aware of my boundaries, take regular breaks and I also compartmentalise the different work and this enables me to better focus on both aspects. If I struggle, I can reach out to the other MHFAs or co-chairs, as we have a strong support network amongst ourselves. This would be my approach prior to me needing to look for additional external support from our employee assistance programme, for example.” HR teams, too, can benefit from similar support. A recent survey by Towergate found that almost nine in 10 HR professionals felt unsupported at work, and a high proportion are at risk of burnout.

Paul Guess, a mental wellbeing expert at caba, the charity for accounting professionals, argues that networks can help to reduce the stigma around mental health, creating an environment where people feel comfortable expressing themselves without fear of judgement. “Establishing clear expectations – such as confidentiality, respectful dialogue, and inclusive language – helps to create the foundation for compassionate, constructive conversation. It’s easier to keep up with these guidelines if networks stay connected to the wider organisation,” he advises.

Businesses must recognise the emotional commitment from network leaders as well as their time, he adds. “This might mean enabling the people organising the networks to set aside dedicated work hours for network responsibilities, offering access to wellbeing resources or coaching, and encouraging regular time to rest and recharge. It’s also essential that these leads aren’t put in the position of acting as therapists. Having clear pathways for escalating more serious concerns ensures that support stays appropriate and sustainable. When leaders feel supported themselves, they’re more able to continue supporting others and helping to build a culture of care throughout the workplace.”

Making the connection

Sarah McIntosh, chief executive of Mental Health First Aid England is passionate about the connection between workplace mental health and employee networks. “Done well, [networks] drive culture change, boost employee engagement and improve workplace wellbeing. They can be lifelines. They’re where colleagues turn when they need to feel seen, heard, and supported,” she says. “But for those leading, or involved in these groups, the emotional toll can negatively impact wellbeing. That’s why employers must go beyond good intentions and provide meaningful, structured support.”

MHFA England works with organisations to build mentally healthy environments, and McIntosh notes that these “don’t happen by accident”. “They’re built through intention, inclusion, and investment. To be effective, ERGs and networks must be well defined, connected to organisational change and strategy, and have the backing of a senior leader. Crucially, leaders must champion these networks visibly and vocally, including regular check-ins, resourcing, and recognition,” she adds. By connecting mental health provision, such as Mental Health First Aid, with employee networks, businesses can extend that support and help network leaders manage their own wellbeing. “Support for those supporting others isn’t optional. It’s the foundation of a resilient culture, one where employees and businesses thrive,” she says.

Central Co-op has five colleague networks, spanning gender, LGBTQ+ inclusion, ethnicity, age or its Ability (disability) network, and they all aim to “ensure every voice is heard and every colleague feels seen”, according to Naomi Smith, inclusion and wellbeing manager. “These safe spaces play a crucial role in supporting mental health and emotional wellbeing. For many colleagues, simply having a place where they can speak openly without fear of judgement can be transformational,” she explains. “By connecting with others who share similar experiences or challenges, colleagues can reduce feelings of isolation, build resilience and gain confidence. For us, the best feedback we’ve had from network members is how they’ve found new friendships within the business. Importantly, these networks also help the business to understand where additional support or change is needed, acting as a vital feedback loop.”

Sharing the load

That said, there’s a recognition that leading these groups is not always easy, and executive sponsors and leads often hear difficult stories. “That’s why each network has two co-leads – to share responsibility, balance different strengths and avoid isolation,” she adds. “With ten co-leads across our five networks, they regularly connect to support, mentor and learn from one another. In just a year, they’ve driven incredible engagement, and by working as a team they know they’re never doing it alone.” This sits alongside a wider wellbeing commitment by the organisation to offer accessible support for all colleagues, including free counselling and access to virtual GP services. Central Co-op also has a partnership with the Samaritans that has helped it develop webinars to address specific, intersectional health challenges.

“By ensuring our network leaders have access to wellbeing resources and specialist support, we aim to ensure they are not only empowered to lead, but are also supported in safeguarding their own mental health. Inclusion is not just a value we hold, it’s embedded in how we care for each other every day,” Smith concludes.