In recent years, the focus on wellbeing within sports has evolved considerably, with a growing emphasis on holistic support for athletes, coaches, and staff.
Ministry of Sport spoke with Dr. Jennifer Lace, former Head of Psychology and Mental Health at the League Managers Association and current lecturer at the Global Institute of Sport, to gain her expert insights into the development of mental health initiatives and cultural shifts in elite sports. Dr. Lace discussed key trends, challenges, and solutions for integrating mental health into sports culture, making it clear that wellbeing in sport is now a central topic.
Dr. Lace emphasised that over the last decade, the wellbeing conversation has evolved from limited awareness to a significant cultural movement within professional sports.
“We are now talking not just about the athlete’s performance but also about how to balance that with sustainable wellbeing,” she said.
Key indicators of this shift include increased mandatory roles, such as safeguarding officers and psychologists, across UK sports clubs. The integration of these roles highlights a systematic shift, indicating that wellbeing is no longer optional but an essential component of sports operations.
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The UK football sector has been especially proactive, according to Dr. Lace, with clubs now implementing roles focused on player care and psychology. She noted that many clubs have developed unique programs aimed at both players and staff. “One of the most impactful programs I was involved in is designed to educate coaches on psychological concepts, allowing them to embed mental health support naturally into their sessions,” said Dr. Lace. This approach ensures that mental health and resilience are built into the daily operations, making them an integral part of an athlete’s routine.
Moreover, the inclusion of psychological support in recruitment processes is another step forward, where factors such as relocation stress and cultural adjustment are now considered in player transitions. Dr. Lace highlighted this approach as a crucial part of preventing maladaptive behaviours, such as misuse of alcohol or extreme stress responses, often seen in high-stakes environments.
Leadership within sporting organisations is critical to normalising mental health conversations, according to Dr. Lace. She believes that the best starting point for clubs looking to build wellbeing programs is for managers and coaches to initiate people-focused conversations with their teams.
“Managers don’t need to be psychologists,” she said. “Just having regular, genuine conversations about what the athletes need or what they’re feeling under pressure can create a massive cultural shift.”
While the emphasis on players’ mental health is rising, Dr. Lace pointed out that coaches and managers often lack sufficient support, which can hinder their ability to provide for others. The League Managers Association in the UK is working to fill this gap, providing confidential one-to-one support for football managers.
Despite progress, Dr. Lace acknowledged significant challenges in normalising mental health disclosure. “Stigma remains,” she noted, “and athletes often fear that sharing personal struggles could impact their selection.” While clubs are implementing policies to safeguard athletes’ wellbeing, the culture shift in transparency and openness requires further work.
For individual resilience, Lace recommends athletes and managers develop a strong support network. “Resilience isn’t just about personal strength,” she explained. “It’s about understanding who is in your network and knowing when and how to engage them.” For athletes transitioning between clubs or dealing with performance pressure, having a diverse support system can be crucial.
The discussion with Dr. Lace underlined the importance of viewing athletes as whole individuals. UK football’s systematic approach can serve as a model for sports globally, with initiatives like psychological decompression after high-stress periods, providing an essential buffer for both athletes and staff. Lace stressed the need for creative, people-centred solutions, asserting, “Mental health support doesn’t have to be complex—it starts with open conversations and proactive leadership.”
