A leaky nipple at age 29 was not something I expected, yet, this unusual symptom, appearing without warning, would later become the catalyst for a lesson about medical access and mental health awareness.
During Movember, men’s health—both physical and mental— gets thrown haphazardly into the spotlight. My experience with a serious diagnosis during a global pandemic revealed crucial gaps in healthcare access and the psychological impact of medical uncertainty.
This happened during the summer of 2021, at the height of COVID-19, when NHS appointments were severely limited—understandable given the unprecedented strain on the service. The uncertainty of waiting, coupled with mounting health anxiety, was overwhelming; like many men, I initially downplayed my concerns, but the reality of my symptoms forced me to seek help.
Through private healthcare, I managed to get a virtual GP consultation and subsequent testing, which revealed significantly elevated prolactin levels. When an MRI scan revealed a brain tumour pressing on my pituitary gland, the diagnosis was both terrifying and, paradoxically, relieving. Having answers, even difficult ones, helped ease the mental burden of uncertainty.
Quick access to treatment became crucial not just for my physical recovery, but for my mental wellbeing. The doctors were confident about the outcome, but the experience fundamentally changed my perspective on health advocacy and emotional resilience, opening my eyes to the role that workplaces can play in supporting employees facing personal health challenges.
Confronting an invisible challenge
Despite the doctors’ confidence and access to swift treatment, having a clear medical path forward proved to be just the beginning. The assumption that physical treatment would be the primary challenge showed how unprepared I was for what followed.
The psychological impact emerged unexpectedly and with force. Multiple pressures converged all at once: the stress of managing a brain tumour, the reversed dynamics with my pregnant partner and Co-Founder, Steph, and the guilt of redistributing work responsibilities to colleagues.
The treatment itself brought significant challenges. Medication side effects manifested in sleep disruption, dietary sensitivities, persistent fatigue, and an increasing vulnerability to depression.
Traditional masculine approaches of stoicism and resilience were clearly inadequate for this situation. Rather than adhering to these counterproductive stereotypes of ‘soldiering on’ or ‘manning up’, it was clear that I needed to do things differently.
Transparency became crucial. Opening up to Steph, colleagues, friends and medical professionals lifted an enormous psychological burden. This meant acknowledging when mental fatigue necessitated time off work, sharing both progress and setbacks in recovery with the team, and advocating for medication adjustments when mental health impacts became concerning. Hospital appointments were openly scheduled in my calendar, gradually diminishing the sense of isolation throughout recovery.
The workplace plays a critical role in mental health support
With British workers spend nearly a quarter of their lives at work, so the notion that mental health remains separate from workplace consideration seems increasingly obsolete. My recovery journey revealed how profoundly company culture can impact wellbeing, challenging this outdated perspective.
A stigma still exists where discussing mental health is viewed as a weakness. Seeking support is often perceived as a liability to career advancement and workplace effectiveness, rather than a vital step toward self-care. This dynamic urgently needs reversal for a straightforward reason: employees who feel mentally supported become more engaged, loyal and better positioned to support their colleagues.
While individuals must take the initial step to communicate their struggles, this can only happen within a supportive framework. When employees voice personal challenges—whether mental, physical, or general life issues—it signals that the groundwork for psychological safety exists. However, this must be met with meaningful action.
Each situation demands tailored support. This might mean offering flexible hours for parents managing school runs, providing comprehensive health benefits for those dealing with sleep issues or fertility treatments, or adjusting workloads and deadlines when pressure becomes overwhelming.
For many employees, particularly men, discussing mental health remains challenging. Rather than risk alienating these individuals, organisations need more sophisticated approaches to understanding their needs. The simple question “How are you, is there anything we can help with?”—asked sincerely and consistently—can transform workplace culture.
While adequate mental health support, especially for men, remains a work in progress, the responsibility extends beyond individual coping strategies. Organisations must invest in creating supportive cultures, strengthen HR and wellbeing resources, develop targeted initiatives and offer flexible benefits, not just during Movember, but all year round. The scope for improving support for those struggling remains vast, but the need for change is clear.
Alex Hind
Alex Hind is the CEO and co-founder of Heka, an employee wellbeing platform which gives teams access to 1000s of personalised health and wellbeing benefits across the UK and beyond. Alex and his wife and co-founder, Steph, started Heka to empower employees with the freedom to choose wellbeing benefits that truly matter to them personally, rather than taking a one-size-fits-all approach to employee benefits.