For too long, the culture of long-term care has told its workers to put on a brave face, keep moving, and leave personal struggles at the door. But silence about stress and suffering hasn’t kept our care teams strong—it’s made them vulnerable. Across Utah, and indeed the country, caregivers face unprecedented rates of burnout, compassion fatigue, and mental health challenges that threaten not only their own well-being but also the future of quality care.
The stigma surrounding mental health remains one of the most significant barriers to change. Many believe that asking for help is a sign of weakness, or worse, an admission of failure. In reality, it’s one of the strongest steps a professional can take. As stories from the field and research both show, when workers are given a safe space to share what they’re going through, they respond with resilience and creativity. When leaders acknowledge that stress and exhaustion are inevitable in high-pressure environments, but suffering in silence is not, teams begin to heal.
One effective approach involves embedding evidence-based strategies for well-being directly into daily routines. Simple interventions—like regular check-ins, peer support programs, and open-door policies for mental health conversations—can make a profound difference. Equally vital is the development of crisis response plans, not just for patients, but for staff. Just as we prepare teams to handle medical emergencies, we can equip them with the tools to recognize and respond to emotional crises before they escalate.
Education also plays a key role. Training staff to identify early signs of compassion fatigue, substance use, and trauma in themselves and others creates a culture of vigilance and support. Providing access to confidential counseling, encouraging the use of proven screening tools, and celebrating stories of recovery and resilience help to normalize the conversation around mental health.
Perhaps most importantly, leaders must lead by example. When executives and supervisors speak openly about their own experiences with stress or therapy, they send a powerful message: Mental wellness is everyone’s business. This fosters a climate of trust and reduces the likelihood that employees will suffer alone.
There is no single solution to burnout or mental health stigma, but the evidence is clear: Silence is deadly—conversation is the cure. By prioritizing sustainable, practical strategies for mental wellness, Utah’s care organizations can not only protect their staff but also ensure the best possible care for those who depend on them.
As we look toward the future, let’s choose to talk. Not just for ourselves, but for the sake of every patient, family, and colleague who is counting on us to show that thriving in this field is possible.
25 Frequently Asked Questions from Meeting Planners Booking a Suicide-Prevention & Workplace Mental Health Speaker 1. What types of organizations is this talk best suited for?
Long‑term care facilities, assisted living, skilled nursing, home health, hospitals, health systems, behavioral health agencies, and any workplace where staff face high emotional demands and chronic stress.
2. Is the presentation focused only on healthcare, or can it be adapted to other sectors?
While examples can be tailored to long‑term care, the core concepts (suicide prevention, burnout, workplace mental health) adapt well to corporate, education, government, and blue‑collar environments too.
3. What are the primary objectives of your keynote?
Normalize mental health conversations, increase awareness of warning signs and risk factors, teach simple “recognize–ask–connect” steps, and show leaders how to build a safer, more supportive culture.
4. How long is a typical keynote?
Standard length is 45–60 minutes. It can be shortened to 20–30 minutes for tight agendas or extended to 75–90 minutes for more depth and interaction.
5. Do you offer workshops or breakouts in addition to the keynote?
Yes—interactive sessions for leaders, front‑line staff, or mixed groups on topics like having hard conversations, building peer support, integrating mental health into safety and quality programs, and responding to crises.
6. Do you speak directly about suicide, or just about stress and burnout?
Suicide is addressed directly but safely—no graphic details, strong focus on warning signs, protective factors, and how to help someone connect to care. This aligns with best‑practice guidelines for suicide‑prevention training.
7. How do you keep such a serious topic from overwhelming the audience?
By blending honest talk with appropriate humor, relatable stories, and practical tools. The tone is serious but hopeful; audiences typically leave feeling relieved and empowered, not weighed down.
8. Is the content evidence‑informed?
Yes. The program draws on research in workplace mental health, burnout, and suicide prevention, including evidence that training increases knowledge, confidence, and willingness to support coworkers in distress.
9. Who is the ideal audience within an organization?
Front‑line staff, supervisors, managers, HR, EAP teams, safety and quality leaders, and executives. Mixed audiences work well because everyone plays a role in culture and response.
10. Can you customize the message for our organization and state (for example, Utah long‑term care)?
Absolutely. Local context, terminology, regulations, and current initiatives can be woven into stories, examples, and calls to action, so the talk feels “built for us,” not generic.
11. What key skills will attendees walk away with?
Ability to recognize common warning signs of burnout, depression, and suicidal thinking; confidence to ask caring, direct questions; knowledge of how to connect people with internal and external resources; and simple strategies for their own self‑care.
12. Do you provide materials we can use after the event?
Yes—one‑page tools with warning signs, conversation starters, and resource prompts, plus optional digital assets you can reuse in staff meetings, newsletters, or onboarding.
13. How do you involve leadership in the program?
Many organizations schedule a pre‑event call or separate leader session to discuss policy, communication, and follow‑through. During the keynote, specific actions leaders can take are highlighted so they understand their unique role.
14. Can this program be integrated into our existing wellness, safety, or quality initiatives?
Yes. Suicide prevention and mental health fit naturally into employee-wellness, patient-safety, HR, DEI, and risk‑management frameworks. The content can be branded as part of larger campaigns you already have in place.
15. What AV setup do you require for an in‑person event?
Ideally: projector and screen, a handheld or lavalier microphone, and house sound for any short video or audio clips. A basic tech check before the session helps everything run smoothly.
16. Do you offer virtual or hybrid versions of this presentation?
Yes—virtual keynotes and workshops are available via major platforms. Research indicates that virtual suicide‑prevention training can be as effective as in‑person when done well.
17. How do you handle emotional reactions or disclosures during the session?
The program sets expectations upfront, encourages self‑care (stepping out, taking a break), and reminds attendees of available supports. Participants who disclose struggles are encouraged to follow up with internal resources or crisis services, not left on their own.
18. Can you highlight our internal resources (EAP, benefits, peer programs) during the talk?
Definitely. Your EAP, counseling benefits, peer‑support contacts, and crisis numbers can be featured so people leave knowing exactly where to go for help.
19. Will the talk include data and the “business case,” or just personal stories?
Both. The presentation includes key statistics and findings on the impact of mental health on retention, absenteeism, and performance, alongside stories and practical tools so the case is both logical and emotional.
20. Is the talk suitable for faith‑based or mission‑driven organizations?
Yes. The content is values‑friendly and can acknowledge mission, compassion, and community while remaining inclusive of diverse beliefs.
21. How do you address managers’ fear of “saying the wrong thing” to someone in distress?
Managers receive simple frameworks and sample phrases, with the message that caring, direct questions are more helpful than avoiding the topic. The emphasis is on listening and connecting to resources, not “fixing” everything personally
