Executive Summary
When a team member says "I don't want to come to work" after Golden Week, what managers need is not diagnosis or resolution, but a three-step initial response: Listen → Assess the Situation → Determine Where to Refer. According to the 2024 Occupational Safety and Health Survey, 68.3% of workers experience significant stress, and 12.8% of workplaces have had employees take leave or resign due to mental health issues (Ministry of Health, Labour and Welfare, 2024). If a manager mishandles the initial response, it risks a violation of the duty of care (safety consideration obligation); if handled properly, it facilitates early recovery and prevents turnover. This document integrates public data, institutional frameworks, and expert analysis as an industrial counselor to systematize the actions managers should take from the moment they hear those words.
Definitions and Current Landscape
Definition: Line care refers to actions taken by managers who interact with workers on a daily basis, including improving the workplace environment and providing consultation regarding mental health (Ministry of Health, Labour and Welfare, 2015). Initial response after Golden Week is positioned as a core practice within line care.
The Manager's Role Within the Four Types of Mental Health Care
The Ministry of Health, Labour and Welfare's "Guidelines for Maintaining and Promoting Workers' Mental Health" organizes mental health care into four types and states that it is important for these to be implemented continuously and systematically (Ministry of Health, Labour and Welfare, 2015).
| Type of Care | Provider | Content |
|---|---|---|
| Self-care | Individual worker | Awareness of and coping with stress |
| **Line care** | **Manager** | **Workplace environment improvement and consultation** |
| Care by in-house occupational health staff | Occupational physicians, public health nurses, etc. | Specialized support and training |
| Care by external resources | External organizations (EAPs, etc.) | Support by external specialists |
The "line care" provided by managers is care from the position closest to detecting early signs of trouble, placing it at the frontline of early detection among the four types. The key to line care is for managers to quickly notice when a team member seems "different from usual" (Kokoro no Mimi).
It should be noted that mental health issues lack fully established objective measurement methods, individual differences in onset are significant, and the process is difficult to track. Any worker can potentially face mental health challenges (Ministry of Health, Labour and Welfare, 2015).
"Different from Usual" Checklist
If the following changes are observed, mental health issues may be present (Ministry of Health, Labour and Welfare).
- Someone who was never late starts being late repeatedly
- Unexplained absences begin to occur
- Frequency of status updates and communications drops
- Facial expression is dark, speech has diminished
- They've stopped eating lunch
- Errors are increasing
Taking a regular interest in team members and knowing their "usual behavior patterns" and relationship dynamics is the prerequisite for noticing changes (Ministry of Health, Labour and Welfare).
Data and Evidence
Scale of Mental Health Issues
| Indicator | Value | Source |
|---|---|---|
| Workers experiencing significant stress | 68.3% | (MHLW, 2024) |
| Stress factor: "Volume of work" | 43.2% (highest) | (MHLW, 2024) |
| Stress factor: "Work failures, onset of responsibility" | 36.2% | (MHLW, 2024) |
| Stress factor: "Quality of work" | 26.4% | (MHLW, 2024) |
| Stress factor: "Interpersonal relationships (incl. harassment)" | 26.1% | (MHLW, 2024) |
| Stress factor: "Changes in role/position (promotion, transfer, etc.)" | 19.8% | (MHLW, 2024) |
| Workplaces with employees on leave/resigned due to mental health | 12.8% | (MHLW, 2024) |
| Of which: workplaces with employees on leave for 1+ continuous months | 10.2% | (MHLW, 2024) |
| Of which: workplaces with employees who resigned | 6.2% | (MHLW, 2024) |
| Workplaces with 1,000+ employees reporting leave/resignation | 91.6% | (MHLW, 2024) |
Stress Distribution by Age
| Age Group | Percentage Experiencing Significant Stress |
|---|---|
| Under 20 | 28.7% |
| 20–29 | 64.9% |
| **30–39** | **73.3% (highest)** |
| **40–49** | **73.0%** |
| 50–59 | 69.4% |
| 60+ | 53.2% |
(MHLW, 2024)
Consultation Behavior
| Indicator | Value | Source |
|---|---|---|
| Workers who have someone they can consult | 94.6% | (MHLW, 2024) |
| Workers who actually consulted someone | 74.7% | (MHLW, 2024) |
| Consultation option: "Family/friends" (available) | 68.6% | (MHLW, 2024) |
| Consultation option: "Manager" (available) | 65.7% | (MHLW, 2024) |
| Actual consultation: "Family/friends" | 62.1% (highest) | (MHLW, 2024) |
| Actual consultation: "Manager" | 58.9% | (MHLW, 2024) |
Gender Differences in Consultation Behavior
| Indicator | Male | Female |
|---|---|---|
| Most common available consultation option | Manager (70.6%) | Family/friends (71.1%) |
| Most common actual consultation | Manager (62.5%) | Colleague (63.2%) |
(MHLW, 2024)
Implementation of Mental Health Measures
| Workplace Size | Mental Health Measures Implementation Rate | Stress Check Implementation Rate |
|---|---|---|
| Overall | 63.2% | 65.3% |
| 50+ employees | 94.3% | 89.8% |
| 30–49 employees | 69.1% | 57.8% |
| 10–29 employees | 55.3% | 58.1% |
The rate of group analysis from stress checks is 75.4%, of which 76.8% of workplaces utilized the analysis results (MHLW, 2024).
Evidence on the Effects of Active Listening
| Effect | Mechanism | Source |
|---|---|---|
| Building trust | Reduced anxiety/tension → sense of security → feeling of "being heard and respected" → trust in the manager | (Kokoro no Mimi) |
| Emotional calming (catharsis) | Being listened to helps settle emotions, producing feelings of "relief" and "a weight lifted" | (Kokoro no Mimi) |
| Self-understanding and insight | Supported by the manager's listening and responses, thinking becomes organized → self-understanding → informed decision-making | (Kokoro no Mimi) |
Legal Basis
| Law/Regulation | Article | Content |
|---|---|---|
| Labor Contract Act, Article 5 | Duty of care | Employer's obligation to give due consideration to ensuring the safety of workers' lives and physical well-being |
| Occupational Safety and Health Act, Article 26 | Self-care obligation | Worker's obligation to report health abnormalities and cooperate with health management measures |
| Occupational Safety and Health Act, Article 69, Paragraph 1 | Health maintenance and promotion | Employer shall continuously and systematically implement measures for physical and mental health maintenance and promotion |
| Occupational Safety and Health Act, Article 70-2, Paragraph 1 | Publication of guidelines | The Minister of Health, Labour and Welfare shall publish guidelines for health maintenance and promotion |
| Enforcement Regulations, Article 22 | Health committee agenda | Stipulates that establishment of measures for mental health maintenance and promotion shall be a committee agenda item |
(MHLW, 2015; Kokoro no Mimi)
Analysis and Implications
Key Terms: Psychological safety, line care, active listening, catharsis, cognitive distortion, duty of care, self-care obligation, adjustment disorder, presenteeism, emotional exhaustion, pain numbness, Job Demand-Control Model, Effort-Reward Imbalance Model
Axis A: Mechanism Analysis — Why Managers' Initial Responses Fail
The Psychological Structure Behind "Well-Intentioned Mistakes"
When managers fall into mistake patterns (keeping it to themselves, offering reassurance, blaming themselves), it is not a matter of competence but stems from the structure of cognitive priorities.
Most managers prioritize social norms ("how a manager should behave") and the strong drive to "fulfill my duty of care," while deferring their own anxiety and distress. Under this priority structure, the impulse to "fix this quickly" takes precedence over listening, causing advice and reassurance to come out before active listening does.
The phrase "You'll be fine — you're just tired" is not born from dismissing the other person. It is the manager's own inability to tolerate uncertainty, verbalized as a wish that "things will be fine." Receiving a team member's expression of pain means confronting the manager's own sense of helplessness. Reassurance activates as an avoidance behavior against that confrontation.
Team members are finding the courage to speak up despite worrying "What will they think of me for bringing this up?" (Kokoro no Mimi). An inappropriate response extinguishes their willingness to seek help again. A well-meaning remark that silences the team member — understanding this structure is the first step toward preventing mistake patterns.
The Mechanism by Which Active Listening Works
Active listening means listening with a posture of genuine interest, wondering "What is this person feeling as they tell me this?" (Kokoro no Mimi). "Listening" (聴く) is an active, concentrated act fundamentally different from passive "hearing" (聞く) or interrogative "questioning" (訊く) (Kokoro no Mimi).
A critical insight is that at the point when the team member begins speaking, they themselves have not yet fully organized "what the problem is or what they want to do going forward" (Kokoro no Mimi). It is only through the manager's listening and responsive engagement that self-understanding develops and decision-making becomes possible.
In other words, the time when the manager feels "I'm not solving anything" is precisely the time when the team member's self-organization is progressing. Interrupting silence with words effectively halts this organizing process.
One additional note: active listening is often discussed as a "technique," but overly mechanical, technique-focused listening that lacks empathy and warmth can have negative effects (Kokoro no Mimi). The goal is not to master perfect listening technique. It is to listen without preconceptions, with genuine intent; to refrain from probing for causes or evaluating and negating the content mid-conversation; and to approach anything unclear with a posture of "please help me understand" (Kokoro no Mimi). That is the essence of active listening.
"For a team member, their manager is the single most important element of their work environment" (Kokoro no Mimi). Simply being mindful of listening makes it possible for team members to feel even more secure and approach their work with greater confidence.
The Psychological Mechanism Specific to Post-Golden Week
Post-Golden Week malaise involves a dual mechanism: the reawakening of stress responses due to rest, and the re-emergence of adaptation costs.
During extended leave, the mind and body return to "normal mode," which reawakens stress responses that had become numbed. Simultaneously, the cost of readapting to the workplace environment arises. This dual burden accelerates the surfacing of stress that had been accumulating before the break.
Workplace stress is explained by two theoretical frameworks: the "Job Demand-Control Model" (the balance between demands and control) and the "Effort-Reward Imbalance Model" (stress increases when effort exceeds reward) (Ministry of Health, Labour and Welfare). Imbalances accumulated before Golden Week become suddenly apparent through cognitive reawakening during the break.
The term "May blues" (gogatsubyō) carries the risk of minimizing this phenomenon as a "transient mood issue." When symptoms persist for two or more weeks, when someone can no longer enjoy things they used to like, and when daily functioning is impaired, it has reached a stage requiring medical evaluation as an adjustment disorder. However, this determination is beyond what a manager can make — it is the job of medical professionals, starting with the occupational physician (Ministry of Health, Labour and Welfare).
Axis B: Institutional and Environmental Analysis — The Manager's Legal Position and Institutional Support
The De Facto Bearer of Duty of Care
The duty of care (safety consideration obligation) established by Article 5 of the Labor Contract Act is imposed on employers but is effectively delegated to managers (Kokoro no Mimi). When a manager becomes aware that a team member's work performance is being affected, they are expected to take appropriate action.
The criterion is "whether work performance is being impaired." If a health issue exists but does not affect work performance, it remains a personal matter; if performance is affected, it provides the basis for managerial intervention (Kokoro no Mimi). On the other hand, workers also have a self-care obligation (Occupational Safety and Health Act, Article 26), requiring them to report health abnormalities and cooperate with health management measures.
The Ministry's guidelines list the following as items to include in manager training: how to handle employee consultations (listening skills, methods of providing information and advice), methods for supporting return-to-work, and how to coordinate with in-house occupational health staff (MHLW, 2015). Employers have a responsibility to provide managers with "opportunities to develop the skill of listening to their team members" (Ministry of Health, Labour and Welfare).
The Institutional Gap for Workplaces with Fewer Than 50 Employees
Mental health measure implementation rates strongly correlate with workplace size. While 94.3% of workplaces with 50+ employees implement measures, only 55.3% of workplaces with 10–29 employees do so (MHLW, 2024). Stress check implementation rates are also 89.8% for 50+ employees versus 57.8% for 30–49 employees.
Workplaces with fewer than 50 employees have no obligation to appoint an occupational physician, meaning the manager often becomes the de facto "sole provider of line care." The Ministry's guidelines recommend that smaller workplaces designate health promoters or safety and health promoters as mental health promotion officers and utilize external resources such as Regional Occupational Health Centers (MHLW, 2015).
A structural problem exists here: the workplaces with the most inadequate measures place the heaviest burden on individual managers. In workplaces without occupational physicians or public health nurses, managers must independently perform listening, situation assessment, and referral decisions. Demanding only "improved manager competency" without recognizing this structure misidentifies the root of the problem.
The Dilemma of Personal Information Protection and Information Sharing
When handling a team member's health information, managers face a dilemma between personal information protection and duty of care. Information shared by a team member is important personal data, and disclosing it to others without consent can destroy the trust relationship (Kokoro no Mimi).
On the other hand, fulfilling the duty of care sometimes requires sharing information with occupational physicians and others. In such cases, the manager should explain to the individual the purpose and scope of information sharing, obtain their consent, and share the minimum necessary information. Occupational physicians and others must not provide unprocessed information such as diagnoses, test results, or specific complaints to the employer; they are obligated to aggregate, organize, and interpret information to the minimum extent necessary (MHLW, 2015).
In practice, the following case is instructive. When a manager consulted an occupational physician about a team member who appeared dazed during work, the physician would not share information without the individual's consent. Instead, the physician first interviewed the individual, obtained their consent for sharing information with the manager, and then facilitated a workload review (Kokoro no Mimi). Information sharing without consent undermines participation in mental health care; following proper procedures enabled appropriate intervention — a model example.
Axis C: Impact Analysis — The Consequences of Success or Failure in Initial Response
Organizational Impact
91.6% of workplaces with 1,000+ employees have experienced leave or resignation due to mental health issues (MHLW, 2024). This indicates that for large enterprises, this is no longer an "exceptional event" but a "routine management challenge."
The age distribution of workers experiencing significant stress peaks at 30–39 (73.3%) and 40–49 (73.0%), concentrated in the management tier and the mid-career layers directly below them (MHLW, 2024). Managers are themselves stress stakeholders while also bearing responsibility for their team members' care — a structural dual burden.
Furthermore, mental health issues are closely related to human resource management, and often cannot be adequately addressed without coordination involving workplace assignment, personnel transfers, and organizational structure (MHLW, 2015). Additionally, external stressors and individual factors interact in complex ways (MHLW, 2015). Assuming in the initial response that "the cause is work alone" can lead to misjudgment.
The Gap in Consultation Behavior
While 94.6% of workers have "someone they can consult," only 74.7% "actually did consult" (MHLW, 2024). A gap of approximately 20 percentage points exists, with a significant portion unable to follow through on consultation even when resources are available.
Particularly noteworthy is the gender difference. Males most commonly cite "manager" as a consultation option (70.6%), while females most commonly cite "family/friends" (71.1%), and their actual top consultation is "colleague" (63.2%), exceeding the manager. Even when managers believe they have created a consultation-friendly environment, the manager may not be the first choice for female team members. This perception gap is one structural factor producing managers' experience of "I didn't notice."
Return to Work and Ongoing Support
Initial response is only the entry point. When leave occurs, returning employees face anxieties such as "What do my colleagues think of me?", "Will I be able to adapt?", and "What if I get sick again?" (Ministry of Health, Labour and Welfare). If they feel "my manager understands me," tension is significantly reduced, and this effect extends to reducing tension among other team members as well (Ministry of Health, Labour and Welfare). The trust built during the initial response continues to function in return-to-work support.
Recommended Actions
Phase 1: Initial Response (From the Moment You Hear It Through the Same Day)
1. Set up the environment
Secure "time" and "place" for a safe conversation. Choose a location where others cannot overhear (small meeting room, available private space, etc.). Starting the conversation at your desk risks information leaking, and the team member will be unable to speak openly (Kokoro no Mimi). The listener also needs emotional headroom; when you lack capacity, be honest and reschedule (Kokoro no Mimi).
If immediate time isn't available, say "Could I have 30 minutes this afternoon?" and make a promise that "I will listen later."
2. Listen actively (5 key points)
| Point | Specific Action |
|---|---|
| Set up the consultation environment | Choose a place where others can't overhear; ensure the listener also has emotional headroom |
| Be mindful of non-verbal messages | Calm facial expression and eye contact, relaxed posture, avoid crossing arms or legs |
| Nod and respond | Without negating or criticizing, maintain a natural rhythm that draws out the next words |
| Listen fully and confirm understanding | "I understood ___ — does that sound right?" If there's a gap, listen again |
| Respond with sincerity | When you can't provide an answer yourself, say so honestly; if the team member wishes, refer them to an expert |
(Kokoro no Mimi)
3. Assess the situation (5 checkpoints)
- When did they start feeling this way? (Before Golden Week or during?)
- What feels hard? (Workload, interpersonal relationships, physical health, personal issues)
- Changes in sleep (insomnia, early waking, lingering fatigue)
- Changes in appetite
- Can they still enjoy things they like?
4. Record the response
Keep concise records of the date, time, content, and the team member's condition. This is important from a duty-of-care perspective and also protects the manager.
Phase 2: Referral Decision and Bridging
| Referral Destination | Decision Criteria |
|---|---|
| Self-management | Temporary workload adjustment, task reprioritization, or remote work use can address the issue |
| Occupational physician | Physical symptoms present (insomnia, loss of appetite, headaches, etc.), condition lasting 2+ weeks, inability to enjoy previously pleasurable activities |
| EAP (Employee Assistance Program) | Personal issues involved, concerns the employee doesn't want the company to know about |
| HR department | Harassment involved, institutional responses needed (transfers, reassignment, etc.) |
The core principle for referral is "the choice belongs to the individual." Not "Go see the occupational physician," but "Here are the options available to you."
If a team member declines a consultation, express your concerns frankly and explain the purpose carefully. When work performance is affected, you may note the worker's obligation to cooperate with health management measures (Occupational Safety and Health Act, Article 26) while requesting minimum information disclosure. If they still decline, the manager can consult the occupational physician about the situation directly (Kokoro no Mimi). Public health nurses, nurses, psychological counselors, industrial counselors, and clinical psychologists can also serve as intermediaries between managers and occupational physicians (Ministry of Health, Labour and Welfare).
Role-Specific Action Branches
| Role | Initial Response | Next Step |
|---|---|---|
| Manager | Listen → Assess → Determine referral | Subtle follow-up in subsequent days, ongoing observation |
| HR | Establish training and support systems for managers | Plan line-care training, build manager support infrastructure |
| Manager experiencing their own difficulties | Consult fellow managers, HR representatives, or external services | Maintain personal "consultation options" |
Example Phrases for Conversations
- Manager → Team member: "There's something I've been noticing — could we set aside some time to talk?"
- Manager → Occupational physician: "I've noticed some concerning changes in a team member and would like to consult with you about the appropriate response."
- Manager → HR: "I'd like to check what institutional options are available for mental health support."
Resource Guide
Public Consultation Services
| Service | Contact | Hours |
|---|---|---|
| Kokoro no Mimi Telephone Counseling for Workers (Ministry of Health, Labour and Welfare) | 0120-565-455 | Weekdays 17:00–22:00, Weekends 10:00–16:00 |
| Yorisoi Hotline | 0120-279-338 | 24 hours |
Resources for Managers
- Kokoro no Mimi e-Learning "Understanding Line Care in 15 Minutes": A free 6-chapter, approximately 15-minute learning module covering the manager's role, noticing "something different" in team members, consultation response, organizational response, and return-to-work support (Kokoro no Mimi)
- Regional Occupational Health Centers: Free consultation services for workplaces with fewer than 50 employees that have no obligation to appoint an occupational physician
Conclusion
A manager's initial response to "I don't want to come to work" after Golden Week can be distilled into three steps: Listen → Assess the Situation → Determine Where to Refer. The manager's role is not to diagnose or solve, but to notice "something different from usual," listen, and connect to the right specialist.
Of particular note is the fact that the 30–40 age group of managers is itself the highest-stress demographic (MHLW, 2024). Many who support others are unaware of their own depletion. A structure in which those who support have no support themselves is organizationally unsustainable.
The first action a manager should take: tomorrow morning, if a team member seems different from usual, say "Could we set aside some time to talk?"
Frequently Asked Questions (FAQ)
Q1: When a team member says "I don't want to come to work," what should I do first?
The top priority is to secure a safe place and time, and listen first. Defer advice and solutions, and assess the situation with questions such as "When did you start feeling this way?" and "What kind of situations feel hardest?" The manager's role is not diagnosis but active listening and bridging to the right specialist (MHLW; Kokoro no Mimi).
Q2: What is the difference between "May blues" and adjustment disorder?
"May blues" (gogatsubyō) is not a medical diagnosis — it is a colloquial term for transient post-Golden Week malaise. When symptoms persist for two or more weeks, the person can no longer enjoy things they used to like, and daily functioning is impaired, it has reached a stage requiring medical evaluation as an adjustment disorder. However, this determination is beyond what a manager can make — it is the job of medical professionals such as the occupational physician (Ministry of Health, Labour and Welfare).
Q3: What should I do to fulfill my duty of care as a manager?
As the de facto bearer of the duty of care under Article 5 of the Labor Contract Act, the manager's basics are: notice changes in team members (know their usual behavior patterns), listen, record the response, and connect to the occupational physician or HR as needed. Being aware of impaired work performance and taking no action creates a risk of violating the duty of care (Kokoro no Mimi).
Q4: What should I do if a team member refuses to see the occupational physician?
First, express your concerns frankly and explain the purpose of the consultation carefully. When work performance is affected, you may note the worker's obligation to cooperate with health management measures (Occupational Safety and Health Act, Article 26) while requesting minimum information disclosure. If they still decline, the manager can consult the occupational physician about the situation directly (Kokoro no Mimi).
Q5: What should I do if I, as a manager, am struggling after Golden Week?
Managers are not exempt. The 2024 survey shows the 30–40 age group has the highest stress levels (73.0–73.3%), bearing the dual burden of team care and their own workload (MHLW, 2024). It is important to "have options" — fellow managers, HR representatives, or external consultation services (Kokoro no Mimi Telephone Counseling: 0120-565-455). Those who support others need support, too.
Sources and References
Official Government Materials
- Ministry of Health, Labour and Welfare, "Guidelines for Maintaining and Promoting Workers' Mental Health" (労働者の心の健康の保持増進のための指針) (Public Notice No. 3, March 31, 2006; Amended Public Notice No. 6, November 30, 2015) https://www.mhlw.go.jp/hourei/doc/kouji/K151130K0020.pdf
- Ministry of Health, Labour and Welfare, "Overview of the 2024 Occupational Safety and Health Survey" (令和6年「労働安全衛生調査（実態調査）」の概況) (2024) https://www.mhlw.go.jp/toukei/list/dl/r06-46-50_gaikyo.pdf
- Kokoro no Mimi (Ministry of Health, Labour and Welfare), "Are You Really Listening to Your Team? — An Introduction to Active Listening" (部下の話を聴けていますか -傾聴のすすめ-) https://kokoro.mhlw.go.jp/linecare_listen/
- Kokoro no Mimi (Ministry of Health, Labour and Welfare), "Key Points of Active Listening" (傾聴のポイント) https://kokoro.mhlw.go.jp/linecare_listen/ls003/
- Kokoro no Mimi (Ministry of Health, Labour and Welfare), "Fundamental Attitudes for Active Listening" (傾聴の基本的態度) https://kokoro.mhlw.go.jp/linecare_listen/ls001/
- Kokoro no Mimi (Ministry of Health, Labour and Welfare), "The Effects of Active Listening" (傾聴の効果) https://kokoro.mhlw.go.jp/linecare_listen/ls002/
- Ministry of Health, Labour and Welfare, "Initiatives in Line Care" (ラインによるケアとしての取組み内容) (Source: Japan Industrial Safety and Health Association, "Textbook for In-House Mental Health Promotion Officers," 2010) https://www.mhlw.go.jp/file/06-Seisakujouhou-11300000-Roudoukijunkyokuanzeneiseibu/0000153867.pdf
- Kokoro no Mimi (Ministry of Health, Labour and Welfare), "e-Learning: Understanding Line Care in 15 Minutes" (eラーニングで学ぶ「15分でわかるラインによるケア」) https://kokoro.mhlw.go.jp/e-learning/linecare/
- Kokoro no Mimi (Ministry of Health, Labour and Welfare), "What Managers Need to Know About Personal Information Protection and Duty of Care" (管理職が知っておくべき個人情報保護と安全配慮義務とは？) (Source: Japanese Society for Occupational Mental Health, "Workplace Mental Health Q&A," Occupational Mental Health Vol. 22 Special Issue, 2014) https://kokoro.mhlw.go.jp/mental-health-pro-qa/mh-pro-qa014/
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Author Profile
Kazuhiko Ehara
Industrial Counselor (Japan Industrial Counselors Association). Representative of Kazuna Research Institute. After approximately 25 years as a company employee (engineer), he became independent. Having experienced over 200 hours of monthly overtime in his twenties, he himself was someone who had "become numb to pain." Drawing on that experience, he supports working people's physical and mental recovery through Brief Coaching based on SFBT (Solution-Focused Brief Therapy). Director of a mental health company.