Bill Howatt is chief research and development officer of work force productivity, Morneau Shepell, Toronto.

Leadership can be exciting, especially when the team is working well together, the product or service is being well received by customers and the executive leadership is happy with your results. And if you find your work meaningful and it gives you a deep sense of purpose, this makes it much more rewarding.

But getting to the above state and maintaining it can be challenging. It's not uncommon for leaders to be like their employees; they have good days, bad days and stressful periods that, if not dealt with, can create mental-health challenges. Leaders may engage in unhealthy behaviours such as drinking or overeating to try to feel better.

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Human-capital-support systems are typically built for the average employee. This article provides guidance for leaders who are not sure what type of professional support they could benefit from with respect to executive/leadership coaching or mental-health support.

I started my early career providing mental-health support and went on to teach others how to become professional counsellors. Then, after an enjoyable golf trip to Hawaii with a two-year pit stop in Chapel Hill, N.C., I landed on Wall Street for more than a decade, where one of my regular roles was providing coaching to leaders, up to the CEO level.

Since I had credentials in both coaching and counselling, leaders would come to me for what they said was coaching. However, more than once I quickly told them that they needed professional counselling, not just coaching. Setting professional boundaries as a coach is important, so I would refer them to a mental-health professional and, if appropriate, support them as a coach to help them with their day-to-day job.

In some cases, I might take on the role of professional counsellor and bring in an executive coach. Whatever role I took, it was important not to mix it with another role. It's helpful for leaders to understand what kind or combination of professional help may be of value, based on current interests and needs.

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Emotions can run high under constant work or life stress, and it can be challenging to figure out the root cause of stress. It's beneficial to understand that there's a divide between professional-health and personal-health challenges that will determine the kind of support that makes most sense.

For example:

Leaders who don't recognize when they could benefit from personal or professional support put themselves, their loved ones and their organization at risk. Asking for support is not a sign of weakness; it's a sign of humility, strength and responsibility. In the end, you're accountable to be at your best, and if you know you're not, then taking action is smart business.

When we're open to learning and willing to do the work, good things can happen for us and the people around us at home and work. Avoiding and denying can result in unhappy endings. There are key factors that should be considered.

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When you notice something is off or not as you want with your personal life, professional life or both, the following checklist can help you act:

Executives, educators and human resources experts contribute to the continuing Leadership Lab series.