Well-being at work is the subject of many misconceptions that can make it difficult to speak up, make decisions, take action and maintain physical and mental health. These effects are magnified when you are a social entrepreneur yourself. Laura Pivette, founder of Terra Legal, labor lawyer and mediator, debunks these myths, candidly and tactfully.
Source: article published on the CHICHE website by make_sense
“Talking about mental health is intrusive.”
Mental health is private, but not taboo. With the consent of those involved, it is possible to discuss it. Raising awareness and creating spaces for open discussion is not an intrusion into private life but an essential preventive measure against burnout.
“I’m a manager, not a therapist!”
And that’s normal! But having people within the organization who listen to difficulties without judgment can already provide support and help determine whether the cause of the distress is personal or professional. You can then refer them to appropriate resources: therapy sessions covered by health insurance, occupational health services, peer support, healthcare professionals, coaches… You don’t have to manage everything and find solutions on your own but creating an environment where everyone knows who to turn to makes all the difference.
“An entrepreneur must control every detail.”
Delegating and empowering others doesn’t mean losing control but sharing the burden for greater efficiency and peace of mind. Involving HR or managers and leveraging internal or external resources (occupational psychologists, mediators, lawyers, etc.) allows for a better distribution of responsibilities and ensures smoother, more sustainable operations.
“An entrepreneur must be exemplary.”
“Being exemplary” does not mean “being perfect.” Entrepreneurship is a collective adventure and requires pooling resources to move forward. Moments of vulnerability are not a weakness: they are normal fluctuations in professional and personal life. Knowing how to recognize them, cope with them and ask for help to deal with them is also a sign of professionalism!
“If an employee is experiencing burnout, it’s necessarily the manager’s fault. ”
Mental health depends on many factors: physical health, lifestyle, relationships, workload, mental load, work-life balance, psychological state, socio-cultural conditioning, professional environment, and personal environment… dimensions that are at once individual, structural and societal. In burnout situations, there are often multiple causes that stem from the individual and/or collective levels. In some cases, numerous measures are put in place to help employees maintain their health; if they don’t take advantage of them, they won’t have any impact! Conversely, if some people send out early warning signs but these aren’t addressed in time, it can lead to exhaustion.
“A good entrepreneur doesn’t need anyone to monitor their well-being.”
Entrepreneurship isn’t for everyone… and even for those who have “it in their blood,” it’s a difficult experience because the demands of entrepreneurship aren’t necessarily compatible with the fundamentals of physical and mental health.
Whether through peers, coaches, mentors, or a therapist… getting support is essential to gaining perspective during difficult times, receiving guidance on important decisions, and preserving your health to sustain yourself over the long term.
“If I take too good care of my employees, they’ll take advantage of it, and I’ll be the one who burns out.”
A supportive environment fosters engagement and reduces turnover. Listening and recognition aren’t open doors to complacency, but rather drivers of motivation. Abuse is rare, but if it happens, it may be a sign of misalignment or disengagement on the part of the individual in their role or with the project. Being supportive doesn’t mean being overprotective: the goal is to create a work environment that fosters trust, engagement, and autonomy without doing others’ work for them or taking on the entire burden yourself. Kim Scott specifically discusses “supportive candor” in her book Radical Candor to avoid falling into “toxic” supportiveness.
“Setting boundaries restricts freedom. ”
A clear framework doesn’t limit freedom; it structures it. Co-creating explicit operating rules (through a collective agreement or a charter) helps avoid unrealistic expectations and maintain a healthy environment where everyone knows where they stand.