I’m a clinical psychologist: Ask me about workplace anxiety.

That was written on a pin I wore to the UNLEASH America conference for business and human resources executives in Las Vegas.

I expectd a few brief exchanges. What I got was an outpouring of candid, deeply personal conversations.

Attendees quietly pulled me aside to share their experiences with stress, burnout, even depression and addiction. They spoke not just about their own struggles, but that of their children, their employees, and their entire organizations. I heard stories about the challenges of stepping into executive roles, the weight of responsibility at the VP level, and the invisible toll of trying to lead while holding it all together.

These conversations were deeply human, but also…

Despite thousands of attendees and dozens of sessions on technology, talent acquisition, and leadership, mine was one of the only talks focused directly on mental health. Anxiety is clearly everywhere in corporate life, yet almost nowhere in the corporate conversation.

To be fair, many companies are investing in wellness. Most have EAPs, apps, and benefits designed to support mental health. But these offerings tend to frame anxiety as something to be fixed or removed, as a liability, a disorder, a business problem to solve. This approach is misguided. Anxiety isn’t just a clinical issue; it’s a leadership issue.

In one session I attended, entitled "Reinventing Humanistic Leadership in the Heart of Silicon Valley & Wall Street", Brian Glaser, Chief Talent & Learning Officer at Google, emphasized that embracing anxiety is key to innovation. He noted that projects like Chrome, Maps, and Gmail were all significant risks clouded in uncertainty at their inception. By embracing the unknown, the leaders behind these teams had the courage to place bets and win big. In his words, uncertainty wasn't an obstacle. It was a catalyst.

Matthew Breitfelder, Partner and Head of Human Capital at Apollo Global Management, expanded on this theme during the same session. Drawing on principles from sports psychology, he noted that elite performers don’t stay calm or feel certain about the future, rather they reframe stress as energy to drive forward. In athletics, that mindset leads to better outcomes.

These ideas align with what mental health clinicians already know: Anxiety often arises not because something is wrong, but because something important is at stake. When viewed in context, anxiety can be a powerful emotional signal. It can sharpen focus, deepen reflection, and when handled well, drive creative, values-aligned decisions. In fact, the presence of anxiety is simply a sign that something matters.

The problem isn’t anxiety itself. The problem is how we respond to it. Business leaders often interpret uncertainty, nervousness, or emotional struggle as signs of dysfunction. That misinterpretation is costly. It prevents leaders and teams from harnessing anxiety as fuel for growth, connection, and sustained performance.

Here’s what it could look like to embrace anxiety as part of a healthier corporate culture.

First, corporations should make space for anxiety, instead of immediately trying to eliminate it. Leaders who name their own discomfort (without oversharing) create psychological safety for others to do the same. This builds trust and authenticity.

Second, leaders should normalize uncertainty. Anxiety intensifies in secrecy. Acknowledging that no one has all the answers can foster humility, more adaptive decision-making, and provides permission for team members to take calculated risks.

Third, anxiety should be connected to purpose. When team members get the jitters, it’s because they care. Reframing anxiety as an expression of core values can transform fear into energy and action.

By weaving anxiety into leadership conversations - not as a flaw but as a feature - we move toward a more human-centered culture, one marked by connection, vulnerability, and resilience. That kind of culture isn’t just good for mental health. It’s good for business.