Mind the gap: Integrating mental health and inclusion in project management

Mental health and inclusion are no longer peripheral to project management — they’re central to how we lead, deliver and collaborate.

At our recent Association for Project Management (APM) London Equality, Diversity and Inclusion (EDI) panel event, we explored this intersection through honest, powerful and personal conversations.

Hosted by Dr Yetunde Adeshile, the event brought together a diverse group of professionals from across the project landscape:

Habee Folami, Director of EDI, People & Culture, Metro
Paul Fisher, P3M Lead Costain, ChPP, FAPM, B.Eng (Hons) | Mental Health First Aider
Brooklyn Norton, Diversity & Inclusion Consultant, Mildon
Dave Corbin, Head of Client Accounts, Gleeds

Together, they unpacked the business case and the human need for inclusive and mentally healthy project environments.

Breaking stereotypes and systems

Habee Folami opened by challenging the hidden assumptions we often bring into our workspaces. Using her own identity as a powerlifter — a role few would assume she holds — she highlighted how stereotypes can distort perception and harm inclusion.

She reminded us that inclusion requires intentional, consistent effort and boils down to two things:

Interpersonal behaviours — how we speak, listen and support one another
Structural foundations — systems, policies and procedures that either uphold or dismantle exclusion

Her call to action was clear: If people within a system don’t challenge their biases, how can the system itself ever be inclusive?

mental health has no "Look"

Paul Fisher brought raw honesty to the conversation, speaking openly about his experience with anxiety and burnout, from university days to senior leadership. He described how mental health challenges can hide behind confidence and composure, and how easy it is to miss the signs in others.

Paul challenged us to check in on colleagues — and to ask twice: “Are you really okay?” Mental health, he reminded us, affects delivery. Project environments that ignore well-being do so at their own risk.

His closing message stayed with many: “You never know what someone’s carrying. Don’t assume. Ask.”

From policy to practice

Brooklyn Norton focused on practical strategies for fostering inclusion and psychological safety. She presented key data:

50% of employees have left a role due to mental health concerns
73% would stay longer in an organisation that offers strong mental health support

With Gen Z soon to make up 30% of the workforce, she urged leaders to move from awareness to action. That includes:

Creating safe, inclusive spaces (reverse mentoring, ERGs, flexible policies)
Embracing anonymous feedback tools
Ensuring leaders are visible advocates, not silent bystanders
“Inclusion must be felt,” she said. “Not just claimed.”

Kindness as a leadership strategy

Dave Corbin admitted he wasn’t an EDI expert, but his reflections as a project leader struck a chord. He emphasised that even the way we communicate, schedule and take breaks can impact well-being and inclusion.

He discussed the stigma some still associate with vulnerability at work and encouraged leaders to lead by example. “Being kind isn’t weakness,” he said; “it’s good strategy.”

He also touched on the added complexity of cross-cultural teams, sharing a story about navigating different communication norms on an international project. The takeaway? Context matters. Inclusion must be culturally intelligent.

Personal reflections

As Deputy Lead for APM’s EDI team, I walked away with more than just notes. These are some of the reflections I carry forward, and I hope they resonate with others working in project environments:

Find or create communities that foster change. You're never alone when you're part of a space that values every voice, and leadership grows in those spaces.

Listen to understand. We all come from different starting points. Real inclusion begins with open-mindedness.

One of my favourite reminders is: “Be a man of understanding.” This quote grounds me in empathy and reflection, especially when navigating differences.

Speak up and don’t dim your light. Your voice matters, whether for yourself or someone else. It can spark change.

Be present where change is happening. Don’t wait to be invited — show up, support others and create room for people to thrive.

Assumptions aren’t facts. The only way to know someone’s story is to ask.

Lead with empathy. You might not fix everything, but even a kind gesture — a smile, a question, a moment of grace — can impact someone’s mental wellbeing more than you’ll know.

Final thoughts

As project professionals, we’re trained to manage time, risk, cost and scope. But we’re equally responsible for the cultures we shape and the people we lead.

Let’s continue to build environments where inclusion is not an initiative — it’s the norm. Where mental health is not an afterthought, but a priority.

Reflect. Share. Lead.