Mental Health and Leadership: Nick Page on Resilience, Recovery, and Responsibility in Local Government
- truthaboutlocalgov
- Sep 15, 2024
- 4 min read
In the world of local government, where the stakes are high and the pace relentless, it’s easy to forget that behind every decision, every policy, and every service delivered, there are human beings—leaders and officers alike—who are doing their best to serve their communities while managing the pressures of life and work.
Nick Page, former Chief Executive of Solihull Metropolitan Borough Council, knows this all too well. A respected leader with decades of experience, Nick has also faced one of the most personal and profound challenges any of us can encounter: a mental health crisis.
His story is not just one of struggle, but of strength, self-awareness, and transformation. It’s a reminder that mental health issues can affect anyone, regardless of their position, and that with the right support and strategies, it’s possible to lead effectively while managing your wellbeing.
Hitting the Wall: A Turning Point
Nick’s journey with mental health began around six or seven years ago, when he experienced what he describes as “hitting a wall.” It was a moment that came unexpectedly, a sudden and overwhelming sense that he couldn’t continue as he was.
Although the root cause wasn’t work-related, the symptoms manifested at work—something many in local government will recognise. The demands of leadership, particularly in high-pressure areas like Children’s Services, can amplify personal struggles and make it difficult to separate the professional from the personal.
Nick describes this period as a time when his internal “glass”—a metaphor for his emotional capacity—was overflowing. Normally, the support of family, friends, and colleagues helped him manage the pressure. But on this occasion, nothing seemed to stem the tide.
Seeking Help and Finding Support
What followed was a period of deep reflection and professional help. Nick engaged in cognitive behavioural therapy, sought support from mental health specialists, and began working with a life coach. He also started taking daily medication to help manage his symptoms.
This proactive approach to mental health was not only a turning point in his personal life but also reshaped how he led others. By becoming more self-aware and open about his experiences, Nick developed a deeper sensitivity to the impact he had on those around him.
He recalls the moment he first shared his mental health journey publicly—standing on stage in front of Solihull Council staff and speaking from the heart. It wasn’t planned or rehearsed, but it was honest. And it resonated.
Changing the Culture: Leading by Example
Nick’s openness helped spark a cultural shift within the council. Under his leadership, Solihull introduced a range of initiatives to support staff wellbeing, including the Thrive Programme and mental health first aid training. These efforts were designed not just to provide support, but to bring mental health to the forefront of organisational life.
He emphasised that while there may not always be a “cure,” there must always be a conversation. By normalising discussions about mental health, Nick helped create an environment where staff felt safer to speak up and seek help.
He also recognised the changing needs of the workforce. Increasingly, colleagues were coming forward with personal challenges—caring for elderly parents, managing long-term conditions, or simply needing time to recharge. Nick’s response was to lead with empathy and flexibility, adapting the organisation’s approach to work to better support its people.
The Role of Elected Members and Political Support
Nick is quick to acknowledge the role of elected members in supporting officer wellbeing. In his experience, councillors across the West Midlands have shown genuine empathy and understanding, even when navigating difficult decisions or political disagreements. This political dimension is crucial. Chief Executives and senior officers are accountable to elected members, and fostering open, respectful relationships can make a significant difference in how mental health is supported at the top.
Practical Advice for Managing Mental Health in Leadership
Nick’s experience offers a wealth of practical advice for anyone in local government—whether you’re a Chief Executive, a team leader, or a frontline officer. Here are some of the key takeaways:
1. Talk Early, Talk Often
Don’t wait until you’re at breaking point. Find someone you trust—whether it’s a colleague, a friend, or a professional—and start the conversation. Talking is the first step to healing.
2. Seek Professional Help
Therapy, coaching, and medical support can be life-changing. There’s no shame in seeking help—in fact, it’s a sign of strength and self-awareness.
3. Build a Support Network
Surround yourself with people who care about you and understand your journey. This might include family, friends, peers, or mentors. You don’t have to go through it alone.
4. Be Honest with Yourself
Self-awareness is key. Recognise your limits, understand your triggers, and be honest about what you need to stay well.
5. Create Space for Recovery
Whether it’s taking regular breaks, setting boundaries, or using annual leave to truly rest, make time for yourself. Recovery isn’t a luxury—it’s a necessity.
6. Lead with Empathy
If you’re in a leadership role, your openness can empower others. By sharing your story, you give permission for others to do the same.
7. Embed Mental Health into Organisational Culture
Support programmes, training, and flexible working policies all contribute to a healthier workplace. But culture change starts with leadership.
You Are Not Alone
Perhaps the most important message from Nick’s story is this: you are not alone. Mental health issues are common, and they do not define your worth or your ability to lead. You can be successful, respected, and impactful—and still need support.
In local government, where the work is demanding and the stakes are high, it’s more important than ever to prioritise wellbeing. By doing so, we not only take care of ourselves—we also create stronger, more compassionate organisations that are better equipped to serve the public.
A Final Word
Nick’s journey is a powerful reminder that vulnerability and leadership are not opposites—they are partners. By embracing his own challenges, he has helped others find the courage to face theirs. And in doing so, he has left a legacy of empathy, resilience, and hope.
If you’re struggling, know this: help is available. You are not alone. And your wellbeing matters—not just to you, but to everyone you lead, support, and serve.
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