Anand Mehta of AMFM Healthcare On How the World’s Best Leaders Build Burnout-Free Workplace Cultures
An Interview With Chad Silverstein
Allow flexible schedules or remote work options. One of our employees was able to care for an aging parent while maintaining her productivity because of our flexible work policy.
In today’s high-pressure business landscape, burnout has become an epidemic affecting both employees and leaders. The question is — how can companies create workplace cultures that prioritize well-being without compromising performance? To dive into this important topic, we are interviewing Anand Mehta.
Anand Mehta, LMFT, is a distinguished leader in mental health care, currently serving as the Executive Director at A Mission for Michael Healthcare — San Diego Region. With over a decade of experience, he has held pivotal roles, including Clinical Director, where his leadership and clinical expertise ensured high-quality, patient-centered care. Specializing in strength-focused treatment, Anand is certified in Cognitive Behavioral Therapy, Dialectical Behavioral Therapy, Acceptance and Commitment Therapy, EMDR, and Cognitive Processing Therapy, empowering clients and advancing mental health advocacy.
Thank you so much for joining us in this interview series. Before we dive into our discussion, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Thank you so much for having me. It’s a pleasure to be here and share my journey and insights with your readers. My journey into the mental healthcare industry was driven by a commitment to fostering well-being and providing empathetic support to those less fortunate. Over a decade ago, I embarked on this career with a dedication to advocating for mental health and delivering patient-centered therapy. I was originally motivated by the negative stigma many cultures have towards mental health support. My passion for transforming the mental health landscape led me from foundational roles to my current position as Executive Director at A Mission for Michael in the San Diego region.
My initial steps in the field were influenced by a desire to make a substantial difference in individuals’ lives, especially those from lower socio-economic classes, immigrants and people of color. As my career progressed, I embraced various essential roles, accumulating a wealth of experience in clinical leadership. This included a pivotal position as a Clinical Director, where my skilled management and clinical acumen ensured the provision of high-quality care. I became known as a nurturer of therapeutic guidance, inspiring others through my steadfast dedication.
Ultimately, my career path reflects my deep-seated belief in improving mental health care through compassionate service and commitment to the empowerment of clients.
Can you share the most interesting story that happened to you since you started your career?
Working in the mental healthcare field, interesting things happen every single day. Most stories are filled with hope and resilience from my clients. One of the most interesting things that has happened was the moment I reflected on the progress the field has made from when I started over 10 years ago till today. I spent many years working with male youth clients that were deemed as problematic. After moving into a leadership position and returning to that population, it was immediately the shift in the stigma of mental health, the openness and willingness from families and communities to support their loved ones. I saw more males searching for mental health services and leaning on each other for support. I also noticed this same experience in many other populations I’ve had the opportunity to work with. The overall openness and support from the community has been the most interesting and rewarding change since the start of my career.
You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
1. Empathy — Whether it’s in higher leadership meetings or in front of clients and families, the empathy trait has always been crucial for myself. Empathizing with each individual’s goals, intent and journey has helped me build positive alliances with other leaders and work towards effective results for myself, my team and the individuals we serve.
2. Collaboration — For me, empathy and collaboration go hand in hand. Working effectively with others has been my key to success. Being able to work in a multidisciplinary team with executives, doctors, medical providers, therapists, case managers, and other organizations is a pivotal piece of the work we do. Being able to take each individual’s contributions and feedback and make informed decisions is instrumental in my success. Also, going into each collaborative session with the idea of positive intent, while we all may have different ideas and ways to get from A-Z, our goal of getting to the most positive outcome is a commonality.
3. Integrity — Upholding a strong standard for yourself and others in my profession has been crucial. Working everyday to hold myself to the highest level of integrity, and being a leader, I would follow. Doing things you say you’re going to do and being a person of your word. Sometimes making hard decisions but making those decisions with honesty, accountability and respect in mind.
Let’s now jump to the primary focus of our interview. Can you share a pivotal moment in your career when you realized the importance of creating a burnout-free workplace culture? How did it influence your approach to leadership?
There was a pivotal moment when a trusted employee of mine approached me and verbalized concerns that I appeared to be visibly exhausted, concerned about my energy levels and the impact it was having on the team’s morale, essentially causing burnout for them. That moment was eye-opening and changed the way I approached all aspects of leadership. After a recharging vacation, I shifted my leadership approach to prioritizing work life balance and mental health. Encouraging folks to take their time off, and check-in with themselves about the moment of time they were spending with their loved ones outside of work. This change not only improved my own well being, my team’s well being, but also improved the results of those we serve. A culture centered around balance, checking in on each other and positive engagement fueled passion for work and continues to drive success.
What are some of the most common causes of burnout in today’s workplaces, and what signs should leaders look out for in their teams?
I’ll start by noting that burnout isn’t something that’s loud, overt and in your face. In my experience, burnout is a performing team member suddenly crashing. Burnout is quiet and hidden, until it’s not. Some common causes in my line of work include emotional exhaustion due to consistently being exposed to clients’ traumas, excessive workloads, vicarious trauma, insufficient mental health resources, poor work-life balance and unsupportive environments. As leaders, we should be looking at the constraints on our team members and monitoring their well-being. Signs I have found important to monitor include a decrease in performance, loss of motivation and reduced engagement outside of completing work tasks.
How do you personally balance the need to drive results with the need to ensure employee well-being?
Leading by example and modeling balance. As the executive director, a large part of my role is to drive results. Setting realistic goals for myself, prioritizing tasks, knowing what’s a now item, and a later item, delegating tasks, promoting breaks, not just when it comes to time off, but also throughout the day. Quick meeting to discuss budget and it’s a beautiful day, let’s go take a walk while we discuss. Creating time blocks for staff to ignore their phones and lock in on work mode, or simply spend 30 minutes on a self-care task. Also, reminding myself and my team that all studies indicate that taking care of yourself, taking breaks and knowing when you’re on/off, results in increased results, increased productivity and increased work satisfaction.
What role does communication play in creating a burnout-free workplace, and how can leaders foster open dialogue about mental health and work-life balance?
Communication is the cornerstone of a burnout-free workplace. It’s not just about talking, it’s about creating a safe space where employees feel heard, valued, and supported. Leaders must model vulnerability by openly discussing mental health and work-life balance. For example, I’ve seen leaders at our organization share their own struggles with stress or burnout, which normalizes these conversations and encourages employees to speak up without fear of judgment. We often do regular check-ins, team meetings focused on well-being, and anonymous feedback channels.
What is your take on traditional corporate norms, like long working hours and “always-on” availability? Are these practices outdated, or do they still have a place in certain industries?
In my opinion, these practices are outdated and counterproductive. While there may be occasional exceptions in high-pressure industries, the “always-on” mentality often leads to diminished productivity, increased errors, and, ultimately, burnout. Research consistently shows that employees who have clear boundaries and time to recharge are more creative, engaged, and effective. For example, at our organization, we’ve implemented policies like “no emails after 6 PM” and encouraged employees to use their PTO. The result? Higher morale and better patient outcomes.
Ok, let’s dig into actionable strategies. Based on your experience and research, can you share “5 Ways to Build a Burnout-Free Workplace Culture”? If you can, please include examples or stories for each.
1. Create an environment where employees feel safe to express concerns or ask for help. For example, I once worked with a team where a junior employee felt overwhelmed but feared speaking up. After we introduced regular “well-being rounds,” she shared her struggles, and we adjusted her workload, which improved her performance and mental health.
2. Model and enforce healthy work-life boundaries. At our organization, we’ve seen success with “focus hours” where employees are encouraged to disconnect from meetings and focus on deep work.
3. Offer access to therapy, coaching, or wellness programs. One of our clinicians was struggling with burnout, and after attending a mindfulness workshop we sponsored, she reported feeling more grounded and productive.
4. Regularly acknowledge employees’ hard work. A simple “thank you” or public recognition can go a long way. I’ve seen teams thrive when leaders celebrate small wins, not just major milestones.
5. Allow flexible schedules or remote work options. One of our employees was able to care for an aging parent while maintaining her productivity because of our flexible work policy.
What do you say to skeptics who believe that creating a burnout-free culture may come at the cost of productivity or profits?
I’d say the data tells a different story. Studies show that burnout leads to higher turnover, absenteeism, and medical costs, all of which hurt the bottom line. On the flip side, companies that prioritize well-being see increased engagement, creativity, and loyalty. For example, a colleague I consulted with saw an increase in productivity after implementing mental health days and flexible schedules.
Can you share a real-world example of a team or organization where prioritizing employee well-being led to unexpected or exceptional results?
Absolutely. An organization I worked with was struggling with high turnover and low morale. After introducing wellness programs, flexible scheduling, and regular mental health check-ins, they not only reduced turnover but also saw a significant improvement in patient satisfaction scores. It was a win-win for employees and the organization.
How can leaders in high-pressure industries (like tech, finance, or healthcare) realistically apply these principles without falling behind on deadlines or performance goals?
It’s about balance and intentionality. Leaders can start small, implementing “no-meeting Fridays,” encouraging micro-breaks, or setting realistic deadlines. For example, a team I worked with started holding shorter, more focused meetings and saw an increase in productivity. It’s not about working less; it’s about working smarter.
What trends or innovations are you seeing in workplace well-being and culture that excite you the most?
I’m excited about the growing focus on mental health technology. Digital well-being platforms, AI-driven workload management tools, and mental health support apps are making it easier for employees to access resources proactively. Additionally, the rise of four-day workweeks and results-based work models is redefining productivity in a way that benefits both employers and employees.
In your opinion, how does a burnout-free culture impact a company’s long-term success, its relationships with employees, and even its customers?
A burnout-free culture is a competitive advantage. It leads to happier, more engaged employees who are more likely to stay with the company and deliver exceptional results. This, in turn, improves customer satisfaction and loyalty. For example, at AMFM, our focus on employee well-being has directly translated to better patient care and stronger community relationships.
You are a person of great influence. If you could start a movement to help more companies embrace burnout-free workplace cultures, what would it be? You never know what your idea can trigger. 🙂
I’d launch the “Thrive at Work” movement, encouraging companies to adopt a “well-being first” mindset. This would include a certification program for organizations that meet specific mental health and work-life balance standards, along with a toolkit for leaders to implement these practices. Imagine a world where companies compete to be the healthiest workplaces, that’s the future I want to see.
How can our readers further follow you online?
You can connect with me on LinkedIn or check out my company profile at the AMFM Healthcare website.
This was great. Thank you so much for the time you spent sharing with us.
Thank you again for this opportunity. It’s been a pleasure.
About the Interviewer: Chad Silverstein is a seasoned entrepreneur with 25+ years of experience as a Founder and CEO. While attending Ohio State University, he launched his first company, Choice Recovery, Inc., a nationally recognized healthcare collection agency — twice ranked the #1 workplace in Ohio. In 2013, he founded [re]start, helping thousands of people find meaningful career opportunities. After selling both companies, Chad shifted his focus to his true passion — leadership. Today, he coaches founders and CEOs at Built to Lead, advises Authority Magazine’s Thought Leader Incubator.
Anand Mehta of AMFM Healthcare On How the World’s Best Leaders Build Burnout-Free Workplace… was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.