If leaders’ psychosocial work environment is not only about the individual leader, but also about the conditions under which the leadership task is carried out, this raises an obvious question: How do we work with it in practice?

One place to begin is by shifting the focus from the individual person to the factors that shape everyday life in the organisation: collaboration, culture, role clarity, psychological safety and the way the organisation handles strain when it arises. This is the thinking behind MentiMove.

The Institute of Strain Psychology’s four digital foundation courses were not developed as leadership courses. They are based on a holistic understanding of the psychosocial work environment, in which employees, leaders and the organisation mutually influence one another. This is why leaders’ psychosocial work environment also becomes part of the equation.

In some places, very directly. Several modules focus on the leader’s role in prevention, supportive conversations, crisis management and work with psychological safety. In other places, more indirectly, through themes such as collaboration, group strain, conflict, learning culture and shared responsibility for the work environment.

What matters, however, is not whether a module is aimed at employees or leaders. What matters is that the organisation gradually builds a shared language for strain, risk factors, protective factors and prevention.

In this sense, MentiMove can be understood as a learning and process universe for the psychosocial work environment of the entire organisation.

Many of the factors that affect leaders’ psychosocial work environment arise precisely in the interaction between people, tasks, expectations and organisational conditions. When employees, leaders and the organisation work with the same concepts, the same warning signs and the same preventive measures, it becomes easier to detect strain early, talk about it and act on it before it grows.

In this way, MentiMove is not only about learning. It is also about strengthening the organisation’s overall capacity for prevention — its ability to prevent, detect and handle strain before it develops into more serious problems.

Because when prevention becomes a shared organisational responsibility, leaders’ psychosocial work environment does too.