The idea of ‘duvet days’ – those unplanned mental health breaks – is catching on in workplaces, but can CEOs really take them?
To explore this idea, Revolutionaries of Wellbeing (ROW) recently canvassed CEOs from different industries about their openness to taking a ‘duvet day’. The findings were striking: although many were willing to respond, very few felt comfortable actually taking mental health days or being publicly named in the process. This highlights the significant pressure CEOs face, despite efforts to normalise mental health discussions.
Todd Scott, owner of the National Business Review (NBR) and a key figure in New Zealand’s media, shared with ROW that previous experience taught him “it’s something that you hide, and it’s a very lonely, hidden challenge.”
Scott recounts concealing struggles from superiors and staff in the past, noting, “The last thing that my boss would have wanted to have known is that I had any mental health issues because I wouldn’t have lasted long.”
“You cannot allow for anybody to feel like you’re not on top of your game or you have any doubts in yourself, your business, or your strategy,” he says.
After the New Zealand rugby team’s recent loss, Todd Scott, owner of NBR, highlights the importance of ‘duvet days’ for mental health, reminding us that even the best need a break sometimes.
the Hidden cost behind closed doors
Scott’s experience resonates with other leaders ROW spoke to, reflecting just how isolating mental health struggles can be at the top.
Lee Babe, a former CEO and now professional director, knows firsthand how work can affect mental health. In the late 1990s and early 2000s, Babe says he faced intense pressure in his corporate roles. He describes the environment as “very, very competitive”.
The constant deadlines and high-stakes environment took a toll on his mental health, leading to what he calls “mini burnouts” throughout his career.
“I basically just worked harder and harder,” Babe says, “I just found that I just kept getting the flu and I just was always tired.”
It’s not just about hours worked either, he says. Babe notes he could “have been just as burnt out doing 45 hours weeks as I could have done 60 because it’s the intensity of what you’re doing.”
This mindset, combined with significant life changes and demanding work responsibilities, eventually led to physical symptoms of burnout.
“If you don’t look intense, if you’re not intense enough about your job and you don’t look like you’re invested, then you’re not working hard enough,” he says, which highlights the societal expectation on senior leaders to push through difficulties without acknowledging the impact on mental wellbeing.
What Holds CEOs Back
Our conversations with CEOs showed that while they support wellbeing initiatives for their teams, the idea of taking an unplanned mental health break themselves, like a ‘duvet day’, is still tied up with feelings of guilt and shame.
As one CEO in the infrastructure sector says, “My answer is no I can’t. The company would be fine if I did and would function normally – we take leave and the company continues to perform. It’s just that I would find it hard to be home knowing I should be working and that would impact my mental health and I would feel very guilty.”
“It feels like a failing or weakness if I don’t keep going. I have no problem with others at work doing it if they need the time to reset,” the CEO says.
This feeling is widespread, with other CEOs concerned that taking a break and being open about it could be seen as a lack of commitment or capability.
Dr. Dougal Sutherland, registered clinical psychologist and CEO at workplace wellbeing consultancy Umbrella, thinks this hesitation could stem from concerns about how boards or government ministers might respond.
He mentions Simon McKenzie, CEO of Vector Energy, who’s been open about his struggles with stress and burnout. McKenzie’s transparency is largely attributed to the support he receives from his board, showing just how much top-level backing can influence whether CEOs feel safe discussing mental health publicly.
Sutherland also says while younger CEOs may be more attuned to mental health concerns, spontaneous time off could actually create more stress for leaders. From experience coaching executive leaders, he sees CEOs more likely to plan these breaks ahead of time rather than taking them impulsively.
In line with this, a CEO in the public sector says, “It needs to become pretty bad but yes, if I’ve been going hard for too long I will definitely take a day off. It probably won’t be spontaneous though as my schedule means a lot of cancelled meetings at short notice. My relationship with my ELT is for them to do the same and I’m always happy for them to say they need a recovery or down day. I completely trust them and know they work hard.”
The fear of how burnout might impact future job opportunities is another factor. CEOs who have experienced burnout and stepped away from roles are especially cautious, worried about being labelled as someone who ‘burnt out’ when looking for new positions.
Meryll Waters, former CEO from a national law firm who experienced burnout herself, says, “In C-suite positions, it’s very hard to imagine everything can tick along without you. But in fact, it will.”
“There’s this inherent belief that you are all to everybody, but we have to understand that if we stepped away, things will always carry on.”
The law firm environment, with its non-stop demands and sky-high expectations, created the perfect storm for Water’s own mental health crisis. “It’s an unforgiving industry. You’re always on,” she explains, highlighting the constant pressure many executives face.
For many CEOs, the pressure to always be ‘on’ creates a major barrier to addressing mental health.
And the guilt of stepping away, even for a short time, is real.
A Shift in Perspective
Despite these challenges, some CEOs are starting to recognise the importance of mental health at work, across all levels.
Recent survey data from the Business Leaders’ Health and Safety Forum shows that mental wellbeing in the workplace is increasingly on the radar as a critical issue.
And they’re starting to value self-care as part of peak performance – including for themselves.
One CEO in the healthcare sector said, “I take the odd duvet day when my battery needs a recharge and strongly encourage the senior management team to do the same!”
Babe says these days, it’s about choosing to work with organisations and people whose values match his own and keeping work in perspective.
He says, “My wife used to be able to say ‘can’t you switch off’? And I really couldn’t, I just couldn’t. I’d wake up in the morning exhausted because I’ve worked in my mind all night. So as much as I agree that the environment’s a massive part of it, the strategy and values and the integrity of the organisation has got to align with you as an individual.”
In his current leadership roles, Babe aims to foster an environment where people feel comfortable discussing mental health. He leads by example, being open about his own experiences and needs. He believes this approach encourages others to be more open about their wellbeing too.
Scott isn’t afraid to step back when he needs to focus on his mental health either, noting, “You won’t solve any problem unless you’ve solved the problem of the headspace that you’re in.”
“People can see it in your eyes, they can see care, they can see love, they can see concern, they can see worry, they can see stress. You are better off just taking that time out because you’ll be more authentic when you’re ok.”
This openness helps create a culture of understanding in his organisation and encourages others to prioritise their mental health too.
In fact, such is Scott’s commitment to driving change in senior leader wellbeing, he’s giving a rare webinar interview about his own experiences in November with the ROW team to lift the lid on senior leader mental health.
Breaking the Cycle
By opening up, Scott wants to encourage more open conversations about mental health in the workplace, particularly at senior levels and he wants to see preventive care normalised.
“When you wake up in the morning and you’re not feeling 100%, the last thing you should feel like doing is justifying it to yourself, explaining it to yourself, and certainly not explaining it to anybody else.”
This focus on being real is echoed by other leaders.
Babe says, “If we’re real as leaders and we’re just ourselves, but we still do a good job and we care about people and we deliver, it’s got to be good for everybody else. It just has to be.”
Some CEOs are even opening up about their mental health experiences with their teams, Sutherland says.
“I’ve been in team meetings where the CEO has said, ‘I’ve used this kind of service myself and found it really helpful,'” he says.
For CEOs looking to prioritise their mental health, Sutherland advises being proactive.
“Don’t wait until things fall apart,” he says. He recommends including mental wellbeing checks in existing executive health packages.
Waters says her recovery journey, which took nearly a year, led to a major career shift. She moved into consultancy work, bringing her professional life more in line with her passions and values. This change wasn’t just about bouncing back from burnout; it was about rediscovering the joy in her work.
TIPS for CEOs
The CEOs interviewed for this story suggest:
- Accept your feelings without judgement. Take time off when needed, even if it’s just an afternoon.
- Get moving with physical exercise and outdoor activities.
- Unplug from technology and focus on family time.
- Create a support network and open communication with your team.
- Recognise when work is contributing to stress and be ready to make changes.
- Set an example by prioritising mental health for yourself and your team.
To support mental health conversations, Umbrella offers this great resource.
The Way Forward
While progress is being made, our conversations show there’s still a long way to go in breaking the stigma around mental health at the top. The mixed reactions to CEOs taking duvet days reflect the ongoing tension between acknowledging the importance of mental health and the high expectations placed on leadership roles.
Sutherland points out that board-level support is key to normalising these conversations. For those supporting CEOs, he suggests advocating to make mental health a priority at the board level.
“The most effective approach might be to influence the board or the minister,” Sutherland says, highlighting the power of influencing leadership at the highest levels to embed wellbeing into organisational priorities, rather than focusing solely on the CEO.
And now is the time for action. Leaders at every level have a responsibility to challenge outdated attitudes and create environments where mental wellbeing is valued as much as productivity.
It starts with fostering open conversations, supporting each other, and pushing for mental health to become a core priority at the boardroom table.
The future of workplace wellbeing depends on leaders who are brave enough, like Scott, Babe, Waters, and Sutherland, to lead by example.
