Applying lessons from active duty to civilian life: All people need a supportive workplace environment that prioritizes well-being

“It’s okay not to be okay.” That’s the key message the National Alliance on Mental Illness is promoting as they recognize May as national Mental Health Awareness Month.

In the United States military, where service members make a personal and deep commitment to safeguard our freedom and the lives of their fellow Americans, keeping themselves physically, mentally and emotionally healthy is of utmost importance. Unfortunately, the stigma surrounding one’s mental fitness can be equally strong.

The rate of suicide among service members has been steadily increasing for more than a decade. In 2022, the DoD reported 492 service members took their own lives. Last year, that figure was 520.

To highlight this crisis and dispel stigmas in providing mental health care to service members, the U.S. Department of Defense last fall issued a command instruction that lays out policies, responsibilities and procedures for health care providers.

We recently sat down with Deloitte Specialist Leader Dan Pelton, Ph.D., ABPP , who has a background in psychology and mental health, to discuss this important issue. Dan is a board-certified clinical psychologist. He advises clients how to support and implement strategies that promote behavioral health services and suicide prevention, while reducing risk. Before Deloitte, he served as an Army clinical psychologist in the We recently sat down with Deloitte Specialist Leader Dan Pelton, who has a background in psychology and mental health, to discuss this important issue. Dan is a board-certified clinical psychologist. He advises clients how to support and implement strategies that promote behavioral health services and suicide prevention, while reducing risk. Before Deloitte, he served as an Army clinical psychologist in the United States and Afghanistan, where he provided evidence-based care to soldiers, as well as training in resilience, combat readiness, and improving well-being for military units.

Tell us about your background and experience in working with service members for their mental health. How did you become involved in this field and what motivates you to continue this work?

Dan Pelton: I earned my doctorate in 2008 and joined the Army for a four-year adventure that would shape my career in unexpected ways. I completed my Army internship and residency and then was assigned as a brigade psychologist for the 10th Mountain Division. In 2011, we deployed to eastern Afghanistan where I was the sole psychologist for the infantry across 18 bases—a challenge that both tested and transformed me.

It was a high-pressure setting. I dealt with a wide variety of service members, from the hardships tied to separation from the comforts of home, family and friends, to the harsh realities of severe mental illnesses and combat-related PTSD. But amidst the demands of patient care, something quickly became evident to me: caring for soldiers and ensuring they remain close to their units, instead of transporting them stateside, often sped up recovery. In essence, relationships served as a key factor in recovery. By keeping soldiers near their units, we were able to nurture that vital sense of community that helps fuel resilience.

But this isn’t just a military story.

Anyone can face difficulties in forming meaningful relationships at work, managing overwhelming workloads, and cultivating psychological safety.

These are essential ingredients in preventing burnout. The commitment to forming resilient teams and fostering a healthy work environment keeps me interested and motivated in this work every day.

How did you approach the issue of mental health stigma within the military community?

Dan Pelton: The stigma surrounding mental health in the military can be overwhelming, and it often presents itself in two forms: self-stigma and social stigma. Self-stigma is when negative stereotypes are internalized. For example, a soldier might perceive their mental health challenges as a sign of personal weakness, leading to feelings of shame and a reluctance to seek assistance. On the other hand, social stigma stems from pervasive stereotypes that diminish people’s worth and are sometimes, mostly unintentionally, entrenched within organizational policies. A common scenario I found was the multilayered approval process for soldiers resuming duty after a period of mental health hospitalization. A soldier could get the impression that seeking help could put their career at risk.

When addressing stigma, policy is often the best place to start. In my first project at Deloitte, we combed through our client’s policies and uncovered several hundred that, despite good intentions, subtly created barriers to seeking help. We refined the language to be more inclusive, transforming how military members approached mental health care.

In the military, I relied on direct, face-to-face interactions with soldiers through our integrated care model, which breaks down barriers between patients and providers. By proactively approaching soldiers in their environments—ranging from the firing range to the motor pool, and even to the dining facilities—I discovered they were more receptive to opening up about their challenges. This approach can be transformative, as it demands bridging the gap between the need for services and access to care.

What did you learn about resilience and well-being from working with service members? How have you seen military spouses and families deal with mental health issues?

Dan Pelton: Resilience transcends merely enduring adversity; it involves embracing challenges with a mindset rooted in acceptance and commitment. Working with service members, I found that while resilience has a large mental component, it’s also deeply influenced by social connections.

Military spouses and families can play a pivotal role in reframing someone’s mindset. When spouses actively participate in therapy or provide unwavering support, it dramatically accelerates the service member's recovery. Likewise, military families often endure their own mental hardships, and when service members support their loved ones through tough times, they all emerge stronger together.

Transparency and teamwork among trusted companions can also bolster resilience and transform how we tackle mental health challenges. Building a network of trust and understanding, as I tried to do in Afghanistan, can help service members overcome adversity with renewed strength and optimism.

What are some of the biggest hurdles Veterans face when transitioning from active duty to civilian life?

Dan Pelton: In Afghanistan, I often grappled with feelings of being an imposter. Freshly licensed and tasked with the mental health care of thousands of soldiers, I constantly questioned myself: “Who am I to shoulder this responsibility? Am I truly the right person for this job?” This sense of doubt isn’t unique to combat zones—it’s also prevalent in the business world, where fears loom large like, “What if they discover I’m not who they think I am?”

Transitioning from active duty to civilian life can present similar challenges for Veterans. Shifting from a tightly knit military community to a civilian world can feel isolating and unfamiliar. In the military, individuals have clear roles and a strong sense of purpose, which can be difficult to replicate outside of that environment. This loss of identity and purpose can lead to feelings of loneliness and alienation.

Similarly, Veterans may struggle to connect with friends and family who lack an understanding of their military experiences and culture. It’s crucial for civilians to try to comprehend these experiences and provide support accordingly.  It could be as simple as saying, “I’d love to learn more about your experience in the military.”

How does your experience with mental health in the military apply to how you work to treat mental health in other workplaces?

Dan Pelton: During my time as an active-duty psychologist, I saw how different parts of an organization could struggle to communicate in ways that would address upstream issues. By the time a soldier reached out for mental health support, it was often too late. Preventive measures were needed. Enhancing organizational culture, eliminating stigma, providing effective mental health training, and empowering leaders could have helped mitigate well-being challenges across the entire workforce.

The challenges soldiers faced in combat mirror the daily pressures people face in any workplace: burnout, isolation, fatigue, and disengagement, which can easily become systemic. However, resilience can also become systemic if mental health and well-being structures are thoughtfully woven into an organization’s fabric, and daily work is designed to meet the mental health needs of its people. Most organizations want to cultivate a supportive environment that prioritizes well-being, but this will require integrating mental health and wellness programs into their core policies, structures and processes for them to see genuine, lasting impact.

If you or someone you know is struggling or in crisis, help is available. Call or text 988 or chat 988lifeline.org

##

As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting.

This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication.

Copyright © 2024 Deloitte Development LLC. All rights reserved.