Psychological and mental problems are more common today than ever before. This may have something to do with the fact that we have built a mentally exhausting society. Socially, culturally and economically, a lot is demanded of our mental capacities.

In many organizations, the mental processes are running at full speed and are sometimes even overloaded. Sometimes this is short-lived, and peace returns after a while. But in some sectors, the mental overload seems structural. Because we can only keep this up to a limited extent, all kinds of mental problems arise. The tax burden is particularly high in education, healthcare and logistics.

It is very important that we gain knowledge and insights about these mental health problems. After all, if we know how that works, we can act proactively and prevent these mental problems in some cases.

It’s the same with burnout. It is important that there is knowledge in the organization about how this can arise. And how you can protect your staff against that.

I will specify the rest of the text to burnout, but issues such as gloom, loneliness, anxiety, etc., can also benefit from the same approach.


Acquiring mental knowledge can be done in different ways. It’s often not that complicated at all, but you have to be open to it.

The easiest and most accessible knowledge is, of course, experience. Someone with a burnout can tell you exactly what’s going on. Just like someone who has fears, is gloomy or has other mental problems.

It can provide important insights to discuss with these people what happened and why. Apart from the fact that people feel heard, this is of course the most important source of knowledge. Together we look at what can be done better/differently, so that this does not happen again in the future.

The second source is the knowledge from theory. There are books written about mental subjects, as well as various websites (like mine) where a lot of information can be found. You can also make use of experts in this field. Think of psychologists, coaches, mental health care, etc. Perhaps it can help to invite these people periodically (once a year). To think along with the risks within your organization.

The last source is the knowledge from InterVision. It can help to take a look at fellow companies and institutions. To find out what they are doing at this point and see what you can take from them. After all, we all have the same problem in our sector.


If the organization becomes (more) aware of the mental problems that may exist, then as an organization you are much more aware of them. You try to protect your employees and prevent them from getting into trouble.

As a result, the mindset around mental health issues will change. And gets the attention it deserves. It is then seen less as something intangible but takes shape.

You will notice that people in the organization can talk more easily about their mental problems. This increases trust and commitment for the organization.


We are on the verge of a major change. The growth towards an organization in which mental topics are part of being a good employer.

So that in addition to safety, health and atmosphere, we can also add a fourth theme, namely: mental health. With the goal: happy employees

It is inevitable that this will take place. So, the sooner, the better.


In 10 years’, time, we will look back and think: how little we knew then and what a pity that we did not see all this before. It’s a good thing that we do pay attention to mental health today.

I am confident that we are heading in that direction. Just as I have full confidence that understanding and being able to see through mental problems substantially improves job satisfaction.

A good organization is one that includes knowledge of mental health!!


Burnout is the No. 1 disease. By gaining more knowledge of this phenomenon, we can take preventive measures to prevent it.

Knowledge about this subject is a prerequisite for this, as well as knowledge about other mental subjects.