“I would never tell my boss what is really going on for me.” This is a sentiment I heard from almost every single person I met in rehab. This was the case whether they worked in corporate businesses, government organisations, schools, banking, or the NHS.
In fact, most people in recovery share this view, and I have met thousands of people in recovery from every walk of life and in almost every profession, and apart from the illness we share, this is another commonality.
After finding myself checked into a rehab after one of the most dangerous drinking episodes in my life, and going on a pathway to both understanding that I was, in fact, an alcoholic to learning exactly what that meant and then how I might recover, I learned that honesty is the first and primary step to getting well. Being honest with yourself and breaking away from the dishonesty that addiction brings is central to a successful recovery. And yet, there was this independent sector of life that many of my recovery friends did not apply this principle to – and that was work.
The reluctance to disclose addiction in the workplace stems from a deeply ingrained stigma that still pervades our society. The prevailing image of an “alcoholic” remains stubbornly stuck since the 1930s when the AA Big Book was published: someone visibly dysfunctional, perhaps homeless or lacking control. This outdated stereotype means that successful professionals, leaders, and high-functioning individuals who grapple with addiction often go unrecognised, both by others and by themselves.
The grim reality
If you believe that addiction is not an issue in your business, you are deluded. Recent statistics indicate that in the UK, up to 50% of the workforce has an addiction issue, with 15% specifically struggling with alcohol. However, these figures are likely just the tip of the iceberg, as shame and fear of judgment often lead to underreporting. It is estimated that currently 3.18 million people in the UK are alcoholics, and in 2023, 290,635 adults were in contact with drug and alcohol services. The grim reality is further highlighted by the Office for National Statistics, which reported a record high of 10,473 alcohol-specific deaths in the UK in 2023.
Leaders play a crucial role in encouraging open conversations about addiction at work. Yet, many are ill-equipped to support employees facing these challenges. Worse still, addiction doesn’t discriminate; it’s just as common among those in leadership as anywhere else. High-pressure work environments, with their relentless demands for connectivity and perfection, can inadvertently become breeding grounds for addictive behaviours as coping mechanisms.
My own experience as a corporate leader, masking my undiagnosed ADHD and escalating alcohol dependency, underscores this reality. As a former Global Director of Talent and EDI, a role that included wellbeing, it never even occurred to me to include addiction – and I was an addict myself!
A moral imperative
We have come so far in mental health awareness and stress management strategies at work, and I have firsthand knowledge that the workplace can genuinely save lives. Beyond direct support like access to private healthcare or readily available stress management therapists, the workplace offers a surprising haven for many.
Consider, for instance, how the political climate and societal pressures that deeply impact individuals outside of work are sometimes diminished, or even removed, by the safety and inclusivity found within a company. An employee living in a country where being gay is criminalised, for example, can find immense freedom and acceptance working for a global company that openly celebrates Pride. This stark contrast highlights the potential of the workplace to be a transformative space. Therefore, the pervasive denial that “we don’t have addicts here” must fundamentally change.
So, why do organisations need to expand their corporate wellbeing agenda to include addiction explicitly? Firstly, it’s a moral imperative. Ignoring addiction means overlooking the suffering of a significant portion of your workforce. Secondly, it’s a strategic necessity. An employee battling addiction is not operating at their full potential, impacting productivity, engagement, and ultimately, the bottom line. By addressing addiction openly, organisations can foster a healthier, more supportive environment, leading to a more resilient and engaged workforce.
Getting the conversation going
Breaking the stigma around discussing addiction at work requires a multi-pronged approach:
- Educate and Challenge Stereotypes: Proactively dismantle outdated perceptions of addiction. Go beyond generic awareness campaigns and offer training that highlights the diverse manifestations of addiction, emphasising that it is an illness, not a moral failing. My personal experience of being told “You don’t look like an alcoholic” by others in recovery highlights the deep-seated nature of these stereotypes, even within the affected community.
- Embrace Lived Experience: Invite people like me to share their stories in your workplace. Hearing authentic narratives from people who have navigated addiction and found recovery can powerfully destigmatise the issue, providing hope and encouraging others to seek help. This normalises the conversation and demonstrates that it’s possible to thrive post-addiction.
- Integrate Addiction into Broader Wellbeing Frameworks: Move away from isolated, often hidden, Employee Assistance Programmes (EAPs) for addiction. My personal bugbear is the “Worried about your drinking/gambling/etc?” helpline posters only found in the toilet! This reinforces the “dirty secret” and shame associated with addiction and screams that the employer does not want to hear about it. Instead, visibly integrate addiction support into your overarching mental health and wellbeing strategies. Make it unequivocally clear that seeking help for addiction is treated with the same seriousness and support as any other health condition.
Empathy and support
Finally, creating workplace cultures rooted in empathy and support is paramount. This isn’t about leaders becoming therapists, but about fostering an environment of genuine care:
- Lead with Vulnerability: When leaders demonstrate openness about their own struggles – whether related to mental health, past challenges, or even appropriate personal setbacks – it powerfully signals to employees that the workplace is a safe space for authenticity, free from fear of judgment or career repercussions.
- Train for Empathetic Response: Provide comprehensive training for all staff, particularly managers, on how to respond with empathy and non-judgment when an employee discloses a struggle. Focus on active listening, validation of feelings, and guiding individuals towards professional resources, rather than attempting to “fix” the problem themselves.
- Ensure Confidential and Accessible Support Pathways: Establish clear, confidential, and easily accessible pathways for employees to seek help. This might involve dedicated internal addiction champions, partnerships with specialist external organisations, or anonymous digital platforms that offer immediate support and guidance.
- Foster a Culture of Curiosity and Non-Judgment: Encourage a workplace where curiosity replaces judgment. Promote an environment where colleagues approach each other with concern and empathy, asking “How can I support you?” rather than making assumptions or shying away from difficult conversations. This collective responsibility creates a safety net where individuals feel empowered to seek the help they need.
Talking about addiction
I believe I would struggle to find many people in the UK who have not been touched by alcoholism, either in their family, friends, or even their boss – and yet, it is never discussed. This is precisely why I am on a mission to “recover loudly so others don’t die quietly”. This mantra, which I adopted in rehab, lights a fire in me that I cannot ignore. I will continue to speak openly to the business world about addiction. Every single time I do, I receive messages from people struggling, so bit by bit, I am doing what I can – if not me, then who? If not now, then when?
Ultimately, this comes back to that initial, stark question: “I would never tell my boss what is really going on for me.” Why should recovery, a journey rooted in brutal honesty, be compromised by the need to lie to our employers? It’s time to build workplaces where everyone feels safe, supported, and empowered to live a life of honesty and recovery, without having to hide who they truly are.
Serena Palmer is an executive coach, talent strategist, and founder of Serena Consulting. She combines deep, global expertise in leadership, career development, and EDI coaching with strategic talent management to drive meaningful change. Drawing on her personal journey of late-stage ADHD diagnosis and overcoming addiction, Serena empowers individuals and organisations to champion neurodiversity, unlock potential, and foster supportive and inclusive cultures.
She is also the author of Straight Outta Rehab, a structured programme designed to guide people on their path to sobriety, and My Two Brains and Me, offering a relatable account of life with ADHD and addiction, accompanied by practical advice for readers.
