Mental health stigma in the workplace is not merely a cultural problem of attitudes and perceptions — it has measurable, concrete consequences for employees, organisations, and the broader economy that make it a matter of urgent practical concern alongside its fundamental ethical dimension. For employees with mental health difficulties, the inability to disclose their condition forces them to manage symptoms without the adjustments or support that could make a decisive difference. This frequently results in presenteeism — attending work while unwell and functioning well below capacity — which is more costly in productivity terms than the absences it avoids. When employees eventually reach the point of crisis and must take extended sick leave, recovery takes longer and outcomes are worse than when difficulties are identified and supported at an earlier stage. The psychological burden of concealing a mental health condition from colleagues and managers adds further stress to an already depleted individual, accelerating deterioration. Organisations suffer through elevated absenteeism, reduced productivity, and the loss of experienced employees whose conditions become unmanageable without adequate support. Creating a genuinely supportive environment requires deliberate leadership at every level of an organisation. Senior leaders who speak openly about their own mental health experiences — from a position of genuine authenticity rather than corporate scripting — signal to the entire organisation that disclosure is safe and professional consequences will not follow. Manager training in recognising the signs of mental health difficulty and initiating compassionate, non-judgemental conversations is the most direct and impactful intervention available, as the relationship between an employee and their direct line manager shapes the daily experience of work more than any other organisational factor. Confidential employee assistance programmes that provide immediate access to counselling and professional support remove the barrier of cost and availability that prevents many employees from seeking help. Formal mental health policies that specify the organisation's commitments — to confidentiality, to reasonable adjustments, and to non-discrimination — replace vague goodwill with accountable structures that employees can rely on.