During a recent Inc. Best Workplaces event, I attended with the intention of gathering insightful ideas for workplace culture. Instead, I encountered an unexpected reflection of my own experiences.
As the panelists discussed the elements that contribute to thriving workplace cultures, they highlighted various perks such as unlimited paid time off (PTO), mental health stipends, flexible work schedules, and monthly wellness reimbursements. Yet, consistently, each panelist confessed, “I don’t really use those benefits myself.” This sentiment wasn’t expressed with pride but rather with a hint of embarrassment, and it resonated deeply with me.
As the founder of Avidon Health—a platform dedicated to fostering employee well-being through coaching, educational content, and mental health resources—I often focus on helping others improve their lives. However, this raises a pivotal question: Am I practicing the principles I promote?
The Shift from the Golden Rule to the Platinum Rule
At some point, many founders seem to shift from the Golden Rule, which emphasizes treating others as one wishes to be treated, to what is now commonly referred to as the Platinum Rule: treating others how they prefer to be treated. This transition appears beneficial at first glance as it emphasizes empathy and creates tailored experiences, leading to inclusive leadership.
Yet, often, founders leap straight to the Platinum Rule while neglecting their own well-being. They cultivate generous workplace cultures, develop flexible policies, and expend significant effort creating environments where employees can thrive, only to exclude themselves from this very framework.
The Disparity in Founder Culture
According to data from Inc.’s 2025 Best Workplaces survey, 80 percent of recognized organizations offer mental health resources. However, if those in leadership roles are too overwhelmed or reluctant to utilize these resources themselves, it sends a contradictory message.
I have frequently heard— and have even offered—rationalizations that justify this neglect:
– “I don’t have time.”
– “My team needs it more than I do.”
– “I’m the exception, not the example.”
Sadly, when examined closely, these justifications crumble.
The Burnout Epidemic Among Founders
The issue of founder burnout is critical and should be brought to the forefront. A survey conducted by Sifted in 2025 uncovered that 54 percent of founders faced burnout in the previous year, and alarmingly, 46 percent classified their mental health as “bad” or “very bad.” The Balderton Founder Wellbeing Report from 2024 further underscores this issue, revealing that 70 percent of founders acknowledge that stress and burnout are significant, ongoing challenges.
This situation prompts an important question: Why do companies with strong potential falter? Why do teams become disengaged? The reality is stark—workplace culture cannot surpass the health of its leaders.
Rethinking Mental Health in Leadership
Imagine a scenario where founders prioritize their mental health instead of treating it as an afterthought. What if I actively used the mental health coaching offered by our own platform? What if I openly discussed my mental health challenges?
The benefits of such a shift would be substantial. Research indicates that when leaders model behaviors that promote health, their employees are more inclined to adopt similar practices, thereby enhancing overall team well-being.
In our efforts to protect our teams, we risk forgetting that we are part of that team as well. For a culture to be trusted, leaders must embody the principles they advocate: Take time off when needed. Say no when overwhelmed. Seek help when struggling. Leaders cannot merely preach resilience; they must practice it.
Building a Culture for Everyone
If you are creating a workplace intended for long-term success—encompassing aspects such as employee retention, meaningful impact, and awards like those from Inc.—it is crucial to construct a culture that includes all facets of your existence. Don’t design a workplace around an idealized version of yourself that never tires or seeks assistance.
Instead, design it for the human version of yourself, one that acknowledges the need for balance and self-care. By doing so, you will foster a healthier and more sustainable workplace culture that resonates with everyone involved.
