Sir Charlie Mayfield warns UK workers not to label workplace tensions as medical conditions

Hating your boss doesn’t qualify as a mental health condition, according to the former John Lewis chairman Sir Charlie Mayfield, who has warned against the rising trend of “overmedicalising” workplace problems.

Mayfield’s remarks come amid mounting concern over the number of working-age Britons currently inactive due to illness—now totalling 2.8 million. This figure has jumped from 2.1 million before the COVID pandemic and continues to rise.

Appointed by Work and Pensions Secretary Liz Kendall, Sir Charlie has been tasked with crafting new strategies to stem the exodus of employees leaving jobs due to health-related issues. His report is expected to be delivered later this autumn.

Speaking to The Sunday Times, Mayfield said: “The last thing I wish to do is trivialise [mental health conditions], but I agree that things do get over-medicalised.”

He added: “That’s not to say there aren’t serious issues requiring medical interventions. But there’s a lot more we can do in the workplace—through dialogue, relationship-building, and supportive processes.”

Mayfield raised questions about the modern workplace culture where interpersonal conflicts—such as tensions with a manager—are sometimes viewed through a medical lens. He explained: “It might be better to ask: ‘What’s making you anxious?’ Because then we can actually do something about it.

“And how do you deal with someone suffering from ‘I hate my boss syndrome’? Well, we ask: is the boss truly acting inappropriately—or simply doing their job properly?”

The former high-street executive stressed that not every workplace clash should trigger formal intervention or medical leave. “If your boss is just holding you accountable, that’s not necessarily hateful behaviour—that’s what bosses are meant to do.”

Mayfield also criticised the current sick note system, arguing it builds an “impregnable barrier” between employers and staff. Managers, he said, are often too fearful of offending employees to initiate meaningful contact during absence periods.

“Employers should feel comfortable checking in with people when they’re off sick,” he said. “It should be normal practice.”

He pointed to the Dutch system as a model worth considering, where a six-week intervention meeting is mandatory for employees on leave. The process requires input from the employer, the worker, and occupational health experts to build a return-to-work plan, followed by fortnightly reviews.

Mayfield noted the longer someone is out of work, the lower the chances of them returning. The statistics, he said, show that reintegration becomes increasingly difficult the more time passes.

To combat the disconnect, he recommended introducing “keeping in touch” days—similar to those offered to women on maternity leave—to maintain communication and ease transitions back to work.

He acknowledged that some organisations already embrace such measures, but many remain reluctant. “There’s a real hesitation—people worry they’ll cross a line by engaging with someone’s personal health matters.”

Flexibility, particularly for workers over 50, is another key theme Mayfield emphasised. Greater adaptability in roles, hours, and expectations could, he believes, significantly boost participation among older employees.

As debates rage over how to support Britain’s workforce, Mayfield’s message is clear: not every workplace issue requires a doctor’s note, and sometimes the most effective remedy lies in honest conversation.