Therapist Insights / Executive Mental Health
The pressure no one sees: therapy for company leaders in California.
Deciding that other people lose their livelihoods is the part of the job that never appears in the leadership literature. Layoff planning happens in rooms you cannot discuss, on a legal clock you did not set, and it lands on you long before it lands on anyone else. This is therapy built for that weight, delivered nationwide by secure telehealth.
THE QUICK TAKEAWAY
Company leaders in California carry a layoff decision privately for weeks before a single employee hears about it, then keep leading the same people through a notice period that federal and state law both set at 60 days. That sequence produces anticipatory dread, moral strain, survivor dynamics inside the leader as well as the team, and a delayed grief nobody schedules time for. CEREVITY connects leaders with licensed clinicians who already understand the decision, the clock and the aftermath, entirely on a private-pay basis with no insurance claim created.
§01 / 09 / Definition
The weeks before anyone knows.
Company leaders planning a reduction hold the decision alone for weeks, because the planning is confidential long before any notice is legally due. Both federal and California law then require 60 days of written notice, so leaders keep leading people who already know they are leaving. CEREVITY treats that stretch as a clinical stressor rather than a management problem.
Most accounts of hard leadership start after the announcement. The management literature covers how to deliver the news, how to protect morale, how to speak to the people who remain. Almost nothing covers the part that comes first, which is the longest part and often the most corrosive: the weeks in which the decision exists only in your head and in a small number of documents nobody else can open. Through that period you attend the same meetings with the same people. You approve a hiring plan you already know will be reversed. Someone describes a mortgage, or a school district, or a two-year plan, and you say nothing, because saying something would create a real legal and commercial problem for the company you are responsible for. Then the law formalizes the timeline. Under the federal Worker Adjustment and Retraining Notification regulations at 20 CFR Part 639, a covered employer of 100 or more employees must give affected employees at least 60 calendar days of notice before a mass layoff, and California's Employment Development Department applies the state version at a lower bar, reaching employers with 75 or more employees. Those statutes exist to protect workers and they do exactly that. What is almost never discussed is what a mandated 60-day runway does to the person who signed off on it. A single terrible day becomes a two-month overlap in which you manage, motivate and appear on video calls with people whose employment you have already ended. CEREVITY built care for company leaders around that reality rather than around the tidier version in the leadership books.
Five pressures that belong to the decision, not the job title
The planning weeks you cannot discuss
Between the point a reduction becomes likely and the point notice goes out, the circle of people who know is deliberately tiny. You carry something that will change dozens of lives while running one-to-ones with the people it will change. No amount of professional composure makes that neutral, and most leaders describe it later as the loneliest stretch of their career.
A decision that is defensible and still costs families
Most layoffs are not reckless. The numbers were real, the alternative was worse, and the board would have questioned you for waiting. None of that makes the outcome painless. Holding a choice that is simultaneously correct and harmful is a specific kind of strain, and it does not dissolve simply because the reasoning was sound and the process was clean.
Announcement day and the dread that precedes it
The anticipation is frequently worse than the event. Sleep goes first, then appetite, then the ability to hold an unrelated thought for more than a few minutes. Leaders in this position tend to need what to do when the anticipation of a high-stakes moment becomes worse than the moment, not another rehearsal of the script.
The overlap the notice period creates
A 60-day notice window is a genuine protection for workers and a peculiar burden for the person who authorized it. For two months you lead a room containing people you have already let go, you are expected to keep the work moving and the tone steady, and you absorb whatever comes back at you without visible reaction. Very little in executive training prepares anyone for that.
Re-motivating the people you just frightened
Once the announcement lands, the people who remain watch you differently. The same leader who explained the decision is expected to restore confidence in it, often inside the same week. Nobody blocks out time for the leader to process what happened, because the leader is the person assumed to be doing the processing on everyone else's behalf.
▶ Research
Both timelines are real and both are checkable. Under the federal regulations at 20 CFR Part 639, a covered employer is a business enterprise with 100 or more employees, a mass layoff is an employment loss at a single site of employment affecting at least 50 employees and at least 33 percent of the active workforce, or 500 or more employees regardless of proportion, and notice must reach affected employees at least 60 calendar days in advance. California's Employment Development Department applies the state version to employers with 75 or more employees planning a layoff of 50 or more within a 30-day period, a closure or a relocation, with the same 60 days of written notice going to the affected employees, the department, the local workforce development area and the chief elected official of the local government affected. Four separate audiences receive the news on a published schedule. The leader received it first, alone, and months earlier.1
What this actually does to a person
Concealment is its own occupational load
Carrying information you are not permitted to share changes how you sit in every meeting. Leaders describe rehearsing sentences before saying them, avoiding corridors, and finding ordinary small talk exhausting. The strain is not the secret itself but the continuous monitoring the secret requires, and it runs for as long as the planning does, which is frequently longer than the notice period that follows.
Survivor dynamics reach the person who decided
Guilt after a reduction is usually discussed as something the remaining team feels. Clinically it shows up just as often in the leader, in a more complicated form: relief at having kept the company solvent, sitting directly alongside the knowledge of exactly whose name was on which line. Two true feelings that contradict each other do not cancel out. They alternate, often at night, for months.
Judgment degrades while the file stays open
Repeated high-consequence choices under time pressure draw down the same finite resource, and the erosion is invisible from the inside until something obvious gets missed. For leaders whose entire value is judgment, that is a business risk as well as a personal one, which is why treatment aimed specifically at decision fatigue belongs in this conversation rather than in a wellness memo.
Who carries this with you
A reduction radiates outward through every relationship a leader has, including the ones that were supposed to be a relief from work. That is part of why the clinical cost of having no peer to talk to is usually the first thing that surfaces once a leader finally says any of this out loud to someone who is not on the payroll.
The people who remain
Survivors of a reduction are not simply relieved. They tend to become watchful, slower to commit, quicker to read meaning into a cancelled meeting, and privately guilty about colleagues who were closer to the line than they were. They take their emotional cues from you, which means your own unprocessed reaction leaks into a team already primed to look for signals.
Your board and investors
The same board that pressed for a decisive cut will ask, weeks later, why the numbers have not moved yet. Scrutiny arrives on a quarterly cycle and does not pause for the human cost of the last decision. Explaining the reduction as a clean operational move, over and over, quietly trains you to describe it that way to yourself.
The people at home
Partners absorb the version of you that comes back after a day of these conversations, usually without being told what the day contained. Confidentiality does not end at the front door, so the household experiences the mood without the reason. Children register a parent who is present and unreachable at the same time, which is harder to explain than an obvious absence.
§02 / 09 / Telehealth
Why therapy actually helps here.
Therapy gives company leaders the one room where a layoff can be described honestly, including the parts that would be unwise to say to a board, a team or a spouse. CEREVITY clinicians work on the anticipatory dread, the moral weight and the aftermath, so the decision stops running quietly underneath every other decision you make.
Somewhere the decision can finally be said out loud
You cannot debrief a reduction with the executive team you led through it, with the board that approved it, or with the friends who now work somewhere else. Therapy is the one setting where the full account can be given, including the ambivalence, the relief, the resentment and the details that would be costly anywhere else. Saying it once, completely, to someone bound by confidentiality does more than most leaders expect.
A nervous system that is not permanently braced
Chronic activation is what produces the 3am replay, the shortened fuse and the sense that a message notification is always bad news. Evidence-based approaches target that activation directly rather than trying to argue you out of it. Leaders who bring the physiology down usually notice sleep first, then the return of an ordinary emotional range at home, then the ability to think about the next quarter without dread attached to it.
Judgment that is not being spent on concealment
Holding a confidential decision consumes real cognitive capacity, and it consumes it continuously rather than in bursts. Every conversation during the planning weeks requires monitoring what you can say, to whom, in what order. Once that load has somewhere to go, leaders consistently report that unrelated decisions get easier, which is usually the first sign the background process has stopped running.
§03 / 09 / Mechanism
Why fit changes the work.
Company leaders describing a reduction to a generalist clinician often spend the first sessions explaining runway, board composition and notice law before reaching the part that actually hurts. CEREVITY matches leaders with clinicians who already understand the seat, so the hour goes to the decision rather than to the briefing.
The translation problem is not anyone's fault and it is still expensive. A clinician who has never sat near a leadership team will need context before the material makes sense, and the context is not brief: what a runway extension actually buys, why a compensation committee cares about a number that looks arbitrary, what it means that the notice list was built from a spreadsheet you personally reviewed. Leaders with unpredictable calendars do not have four sessions to spend on background. More importantly, the explaining changes what gets said. When the person opposite you does not know the terrain, most leaders instinctively tidy the story, flatten the ambivalence, and present a version that will not be misunderstood. The tidy version is the one you already tell the board, and telling it again in therapy accomplishes nothing. CEREVITY built clinical care for chief executives and senior leaders to remove that step entirely, so the first session can start where the difficulty actually is rather than where the explanation has to begin.
Fit also determines whether the moral dimension gets treated seriously. Public conversation about layoffs assigns the leader a role in advance, and it is rarely a sympathetic one. Leaders read the coverage, read the anonymous forum threads about their own company, and conclude that their reaction is not something they are entitled to have. Some arrive convinced that feeling anything about it is self-indulgent, which is itself a clinical pattern worth naming. Others arrive with the opposite problem: a private certainty that they were never the right person for the seat, confirmed retrospectively by the fact that the company needed cutting at all. That second pattern responds well to structured treatment for chronic self-doubt, because the belief predates the layoff and simply found evidence in it. A clinician who understands the role can hold both the accountability and the humanity without collapsing one into the other, which is the specific skill this work requires.
California adds practical texture rather than a different psychology. The state's employers concentrate in sectors where reductions run in visible waves, where the notice thresholds are met easily, and where the people affected are frequently known personally to the person signing off. CEREVITY has no California office and does not need one: care is delivered by secure telehealth across all 50 states, which for a leader in the middle of a notice period means sessions that do not require being seen entering a building near the office. Discretion here is not vanity. During the weeks between a decision and an announcement, a leader being observed in a clinical waiting room is a genuine information risk to a process with legal obligations attached to it. Telehealth removes that variable, and it also removes the calendar problem, because a session can sit in a gap that would never accommodate travel in either direction.
► Standard advice vs. CEREVITY's approach
Standard therapy
"Spend three sessions explaining what a board actually does"
CEREVITY
"Start with a clinician who already understands the seat"
Standard therapy
"Treat the aftermath as a management failure you should have handled"
CEREVITY
"Treat it as a clinical load with a known and predictable shape"
Standard therapy
"Wait for the quarter to close and hope the feeling passes"
CEREVITY
"Get support during the notice period, when the load is heaviest"
| Standard insurance-based therapy | CEREVITY's specialized approach |
|---|---|
| "Spend three sessions explaining what a board actually does" | "Start with a clinician who already understands the seat" |
| "Treat the aftermath as a management failure you should have handled" | "Treat it as a clinical load with a known and predictable shape" |
| "Wait for the quarter to close and hope the feeling passes" | "Get support during the notice period, when the load is heaviest" |
A break from the page
The decision was yours. The weight does not have to be.
A first conversation is confidential and commits you to nothing. CEREVITY is a nationwide network of independent licensed clinicians working private-pay, with no insurance claim submitted and no diagnosis on a payer record. Organizations putting this in place for a whole leadership team can read how confidential therapy gets arranged for company leadership. For yourself, start with a private inquiry.
§04 / 09 / Cases
Common challenges we address.
The leader who has not slept since the model was finalized
The patternWeeks of 3am waking, a running mental rehearsal of the announcement, and an inability to be present at home while the decision is still confidential. Performance in the room stays strong, which makes the private state easy to dismiss as ordinary pressure. By the time notice goes out, the exhaustion is already several months old and is mistaken for the normal cost of the job.
What we addressThe work targets the anticipatory activation first, because sleep is what everything else is built on, and then addresses the belief that carrying this alone is part of the role. Where the depletion turns out to predate the reduction, the treatment path is the kind of burnout work that fits around a calendar you cannot clear rather than a short course aimed at one event.
The leader who executed cleanly and cannot stop replaying it
The patternThe process went well by every external measure. Notice was correct, severance was generous, the team held together. Months later the leader is still running specific conversations back, still flat, still unable to feel much about anything including the parts of the job that used to matter. Nobody around them has noticed, because the flatness reads as steadiness.
What we addressThe work separates justified regret from the low mood that has attached itself to it, then treats each on its own terms. Persistent flattening in a high performer is frequently depression that does not look like depression, and it responds to treatment far better than to another quarter of waiting to see whether it lifts on its own.
§05 / 09 / Methods
Evidence-based treatment approaches.
CEREVITY clinicians match the approach to what the reduction actually did, whether that is anticipatory dread before an announcement, intrusive replay afterwards, or a slow flattening that began months earlier. No single method suits every company leader, and the selection follows an assessment rather than a clinician's stated preference.
Cognitive Behavioral Therapy (CBT)
Targets the thinking that keeps a decision live long after it is finished: the rehearsal loops before an announcement, the catastrophic forecasting during a notice period, the retrospective certainty that a different choice would have spared everyone. Structured, practical, and usually the fastest route to sleeping again. For leaders who want tools they can use between sessions rather than open-ended exploration, this is generally where the work starts.
Acceptance and Commitment Therapy (ACT)
Built for exactly the situation where the difficult feeling is appropriate and will not be argued away. A leader who is sorry about a decision they would make again does not need to be talked out of the sorrow. ACT works on the relationship to that feeling and on acting from values while it is present, which fits the moral shape of a layoff better than any attempt to reframe the decision as painless.
Psychodynamic therapy
Explores the older patterns underneath the current strain, particularly around responsibility, worth and the conviction that other people's security is personally yours to guarantee. Leaders who find themselves absorbing every organizational outcome as a verdict on their character are usually running a pattern that predates the company. This work is less structured by design and suits people who want to understand the mechanism rather than manage the symptom.
EMDR
Where a specific scene will not stop intruding, a particular conversation, a face in a video call grid, the moment the list was finalized, EMDR helps the nervous system process the memory so it stops arriving unbidden. Intrusive replay after a difficult event is common and treatable, and it does not require that the event meet anyone's threshold for trauma before the approach is useful.
Mindfulness-based and somatic approaches
Train attention and down-regulate the chronic activation behind poor sleep, reactivity and the permanently braced quality leaders describe during a notice period. These approaches work on physiological state rather than on the content of thought, which is why they often help most in the weeks when the situation genuinely cannot be reasoned with and the only available change is in how hard the body is running.
§06 / 09 / Investment
Understanding the investment in private-pay care.
Private-pay, nationwide, and built for a leader's calendar
At CEREVITY, our online individual therapy sessions are structured as a direct investment in your mental agility and overall well-being. The investment includes:
- Licensed mental health professional specializing in executive mental health
- Evidence-based, one-on-one approaches proven effective for stress, anxiety, and burnout
- Flexible online scheduling including evenings and weekends
- Complete privacy with no insurance involvement or red tape
- Company leaders in California expertise and understanding
- Outcome tracking and progress measurement
The cost of therapy for company leaders going unaddressed
Consider what is at stake when therapy for company leaders goes unaddressed:
What private-pay changes about this specifically
Working outside of insurance means no diagnosis submitted to a payer, no claim record, and no third party reviewing whether your care should continue. For a leader whose company is in the middle of a reportable workforce action, the absence of an external record is not a preference, it is the reason the work is possible at all. The clinician is accountable to you and to their license, and to nobody in your reporting line. View our current rates here: cerevity.com/our-pricing-for-therapy/.
Access when the calendar is not really yours
Care is delivered by secure telehealth nationwide across all 50 states. A standard 50-minute session suits maintenance work through a long notice period, a 90-minute session suits the weeks when an hour will not cover what has happened, and a 3-hour intensive suits leaders who would rather do concentrated work once than hold a weekly slot they keep cancelling. Where the schedule is genuinely unpredictable, how the concierge membership works explains the priority-access route that removes the booking problem before it becomes a clinical one.
§07 / 09 / Evidence
What the research shows.
The legal frame is a matter of public record and worth stating precisely, because most commentary gets it approximately right and approximately wrong. Federal regulations at 20 CFR Part 639 define a covered employer as a business enterprise with 100 or more employees and require at least 60 calendar days of advance notice before a plant closing or mass layoff, with a mass layoff defined as an employment loss at a single site affecting at least 50 employees and at least 33 percent of the active workforce, or 500 or more employees regardless of proportion. California's Employment Development Department applies the state requirement to employers with 75 or more employees planning a layoff of 50 or more within a 30-day period, a closure or a relocation, and requires the written notice to reach four separate recipients. Anyone making decisions under these rules should take advice from counsel rather than from an article. The clinical point is narrower: the law reliably produces a long private phase followed by a long public one, and both phases sit on the same person.
► The numbers that set the clock
calendar days of written notice required before a covered mass layoff, under both the federal rule and California's.
20 CFR Part 639; California EDD, 2026
employees is the size at which California's notice requirements reach an employer, against 100 federally.
California Employment Development Department, 2026
higher risk of premature death is associated with loneliness, with social isolation at 29 percent.
U.S. Surgeon General, 2023
What that period does to health is better documented than the leadership literature suggests. The World Health Organization classifies burn-out in ICD-11 as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed, characterized by energy depletion, increased mental distance or cynicism about the job, and reduced professional efficacy, which describes the post-reduction state of a great many leaders with uncomfortable accuracy. The same organization's 2024 fact sheet on mental health at work names job insecurity, excessive workload, limited support and lack of control among the recognized risks to mental health at work, and states that unemployment, job and financial insecurity and recent job loss are risk factors for suicide attempts, which is the reason these decisions deserve the seriousness leaders privately give them. The 2023 Surgeon General's advisory on loneliness adds the third element: loneliness is associated with a 26 percent increased risk of premature death and social isolation with a 29 percent increase, while poor social relationships carry a 29 percent increase in the risk of heart disease and a 32 percent increase in the risk of stroke. For a leader whose confidants are all either subordinates, competitors or people they have just made redundant, that finding is not abstract.
§§ / 09 / Recap
Key takeaways.
Five things to remember
- The hardest phase starts before the announcement Weeks of confidential planning, spent among the people the plan affects, do more damage than the day itself. Support that begins after the announcement arrives late to the part that hurt most.
- A defensible decision can still be a loss Correct and harmful are not mutually exclusive, and leaders who only ever get to defend the first half are left holding the second half alone. Both belong in the room.
- The notice period is a clinical window Sixty days of leading people who already know they are leaving is a stressor with a known shape and a known end date, which makes it something treatment can be planned around rather than endured.
- Privacy is why leaders finally start Private-pay care delivered by secure telehealth means no claim, no payer record and no waiting room, which for a leader in the middle of a reportable workforce action is the deciding factor.
- CEREVITY provides this through online individual therapy nationwide, with full privacy through its private-pay concierge network and no insurance involvement.
§08 / 09 / FAQ
Frequently asked questions.
How do I cope with laying off employees?
Company leaders cope better when the load is separated into its parts rather than treated as one undifferentiated bad feeling. Anticipatory dread before an announcement responds to different work than the moral weight of the decision itself, and both are different again from the exhaustion of re-motivating a frightened team afterwards. Practically, that means naming which phase you are in, protecting sleep as the first clinical priority rather than the last, and finding one setting where the full version can be spoken without consequence. What does not work is waiting for the feeling to resolve on its own once the quarter closes. CEREVITY clinicians treat this as a defined clinical presentation with a predictable arc, not as a character test you either pass or fail quietly.
What does the California WARN Act require of an employer?
California's Employment Development Department applies the state notice law to employers with 75 or more employees who are planning a layoff of 50 or more employees within a 30-day period, a plant or facility closure, or a relocation of operations. Written notice must go out at least 60 days in advance, and it must reach the affected employees, the department itself, the local workforce development area and the chief elected official of the local government affected. Federal regulations at 20 CFR Part 639 set a parallel 60-day requirement for employers with 100 or more employees. Legal interpretation belongs with counsel. The clinically relevant point for company leaders is that both timelines create a long public countdown that begins only after a much longer private one, and it is the private one that tends to arrive in a therapy room first.
Can survivor guilt affect the leader who made the decision?
Survivor guilt is usually discussed as something the remaining team experiences, and it shows up just as reliably in the person who decided. For company leaders the form is more contradictory: real relief at having kept the organization solvent, sitting directly beside detailed knowledge of whose name was on which line and why. Two true feelings that contradict each other do not cancel out; they alternate, often at three in the morning, for months after the process is closed. Leaders frequently conclude that having any reaction at all is self-indulgent given who actually lost a job, which is itself a pattern worth treating rather than a settled fact about what they are entitled to feel.
Is therapy for business leaders different from executive coaching?
CEREVITY provides therapy, not coaching, and the distinction matters most in exactly this situation. Coaching is unregulated and organized around performance, strategy and goals. Therapy is clinical care delivered by independently licensed clinicians who can assess and treat anxiety, depression, intrusive replay and the effects of chronic workplace stress, and who work under confidentiality obligations a coach does not carry. Many company leaders work with a coach and a clinician at the same time for different purposes. If what you need is a sharper operating plan, a coach is the right call. If sleep has gone, the replays will not stop, or the flatness has outlasted the event, that is clinical territory and coaching is not built for it.
How do I lead the people who are left?
Leaders are typically asked to restore confidence within days of the announcement, which is the single least realistic expectation in the whole sequence. What the remaining team actually reads is consistency rather than optimism: whether the account you gave on day one is the same account you give in week six, whether questions get straight answers, and whether the pace of change now stops. Performed cheerfulness reliably backfires, because a team that has just watched colleagues leave is unusually good at detecting it. The work in therapy is usually about giving your own reaction somewhere to go, so it is not leaking into the room unacknowledged while you tell people everything is fine.
Is this confidential if I am an officer of a public company?
CEREVITY works entirely on a private-pay basis, which means no insurance claim is submitted, no diagnosis reaches a payer, and no third party reviews the care. Sessions run over secure, HIPAA-aligned telehealth, so there is no building to be seen entering and no shared waiting room. Your clinician is an independently licensed professional accountable to you and to their license, and to nobody in your reporting line, your board or your employer. For officers of public companies and leaders in the middle of a reportable workforce action, that structure is usually the deciding factor rather than a preference, and it is the reason many of them start at all.
Do I have to be in crisis before therapy is worth it?
Crisis is a poor threshold and a costly one. The pattern CEREVITY clinicians see most often in company leaders is sustained high performance running alongside private depletion, because the skills that hold an organization together are also very good at concealing strain from everyone including the leader. Starting during a notice period, rather than six months after it, generally means fewer sessions rather than more, and it means the work happens while the situation is still live enough to change. Therapy is not reserved for the point at which something visibly breaks, and waiting for that point tends to produce a longer course of treatment than beginning early would have.
How does your private-pay pricing structure work?
As a private-pay concierge network, we offer structured investments in your mental health without the restrictions or privacy risks of insurance. You can review our full fee schedule and specific session lengths directly on our website. While this costs more than insurance copays, it provides the flexibility, total privacy, and highly specialized care that standard options cannot offer. View our current rates here.
How do you protect my privacy?
Privacy is foundational to our network. As a private-pay network, your sessions never appear on insurance records or EOBs that could be seen by employers, boards, or family members. We use HIPAA-compliant nationwide telehealth platforms, and you can attend sessions from anywhere with a private internet connection.
§09 / 09 / Begin
You made the decision. Put the weight somewhere.
Carrying a reduction alone is not evidence of strength. It is simply the default, because nobody built anywhere else to put it. CEREVITY is a nationwide network of independent licensed clinicians providing confidential, private-pay care across all 50 states. Call (562) 295-6650 or send a private inquiry.
Available by appointment 7 days a week, 8 AM to 8 PM (PST)§§ / Author
About Christa Smith, PhD.
Christa Smith, PhD
Dr. Smith is a Licensed Clinical Psychologist who specializes in psychological and neuropsychological assessment and evidence-based therapy for adults. Her clinical work integrates cognitive behavioral therapy, acceptance and commitment therapy, and trauma-informed approaches with formal assessment when clarity on diagnosis or cognition is needed. She sees clients through CEREVITY's nationwide private-pay telehealth network. View full bio →
§§ / Sources
References.
- Electronic Code of Federal Regulations, U.S. National Archives. 20 CFR Part 639: Worker Adjustment and Retraining Notification. 2026. ecfr.gov
- California Employment Development Department. Worker Adjustment and Retraining Notification (WARN). 2026. edd.ca.gov
- World Health Organization. Burn-out an "occupational phenomenon": International Classification of Diseases. 2019. who.int
- World Health Organization. Mental health at work. 2024. who.int
- U.S. Surgeon General. Our Epidemic of Loneliness and Isolation: The U.S. Surgeon General's Advisory on the Healing Effects of Social Connection and Community. 2023. hhs.gov
- CEREVITY. Executive burnout therapy. cerevity.com/executive-burnout-therapy
- CEREVITY. Leadership isolation therapy. cerevity.com/leadership-isolation-therapy
- CEREVITY. High-functioning anxiety and depression therapy. cerevity.com/anxiety-and-depression-therapy
⚠ Crisis resources
If you are experiencing a mental health crisis or having thoughts of suicide, please reach out immediately. 988 Suicide & Crisis Lifeline · Call or text 988 Crisis Text Line · Text HOME to 741741 National Alliance on Mental Illness · 1-800-950-NAMI (6264)
