“Wellbeing can’t be an afterthought’: How I became a mental health ambassador

Ian Scott CMgr FCMI, director of branch operations excellence at auto parts provider LKQ, vividly recalls the moment he truly grasped the importance of mental health in the workplace.

A couple of years ago, he noticed that a particular employee who was performing exceptionally well, was prone to unexpected outbursts and arguments. The contrast puzzled Ian. if his performance was so strong, what was fueling the frustration, anger and anxiety? Sensing something deeper at play, Ian invited him for a casual coffee. As they chatted about life beyond work, the employee suddenly broke down in tears.

As Ian had created a space that encouraged the staff member to open up, he soon learned the external factors that were affecting his mental state at work and was able to get him to a trained counsellor for proper support.

“He was coming into work and putting in 110% effort to distract from what was happening outside,” says Ian. “If we hadn’t picked it up at that point, I think something would have snapped.

“Managers talk a lot about well-being, but however much we care and take an active interest, we can’t assume we know what's really going on in people's lives. We may forget the stress we put on people day-to-day and not really think about their wellbeing afterwards. That can’t be an afterthought. We need to live and breathe that every single day.”

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Good leadership = people first

Ian began advocating for open conversations around mental health, supporting colleagues and helping to drive initiatives that promote wellbeing in the workplace. LKQ is a company that puts great emphasis on support and it soon appointed Ian as a mental health ambassador. Ian reflects that his adoption of the role was a “natural extension of my approach to leadership – leading by example, showing empathy and encouraging a culture where people felt safe to talk about challenges”.

“I’ve always believed that leadership is about people first, and mental wellbeing is integral to that,” he adds. “I’ve seen first-hand how mental health impacts performance, engagement and overall wellbeing. And I’ve observed how pressures from work can take a toll on individuals, especially in high-demand, fast-paced environments, which can lead to anxiety, stress and burnout.”

My involvement with CMI has allowed me to integrate mental health considerations into broader business discussions, ensuring that wellbeing becomes part of leadership at every level

A proactive approach to wellbeing also offers clear benefits to organisations. Companies that prioritise mental health may see stronger engagement, better retention and improved performance. Poor mental health can lead to absenteeism, burnout and lower productivity. But what’s at stake here isn’t just business performance. This is about people’s careers and even their lives. 

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Balancing people and performance

So where does that leave managers? Ian says that learning to navigate the balance between performance expectations and wellbeing has been a key part of his leadership journey – and that this education has been helped by his experience of CMI accreditation in several ways. 

“The CMI and its associated resources have strengthened my communication, emotional intelligence, active listening and ethical leadership, all of which are critical for supporting mental wellbeing”, he says.

“The credibility of being a Chartered Manager also helped me gain buy-in from leadership for wellbeing initiatives. And the structured leadership approach I developed through CMI has allowed me to integrate mental health considerations into broader business discussions, ensuring that wellbeing becomes part of leadership at every level.”