Jacquelyn Girdlestone, Clinical Director at LifeStance Health, has been named to the Frontline Honors Awards Class of 2025 by Behavioral Health Business.
To become a Frontline honoree, an individual is nominated by their peers. The candidate must be:
A dedicated, high-performing frontline worker who delivers exceptional experiences and outcomes
A passionate worker who knows how to put their vision into for the good of their respective industry, the patients and residents they serve, and their families
An advocate for their industry and their fellow colleagues
Behavioral Health Business recently caught up with Girdlestone to discuss her time in the behavioral health industry.
BHB: What drew you to this industry?
Girdlestone: Honestly, this field found me more than I found it. It wasn’t what I imagined doing when I was younger, and I was somewhat naive to the mental health world and what it entailed, until college. Once I stepped into it, I realized how drawn I was to the human side of the work, sitting with people in life’s harder moments, and helping create a sense of steadiness when the ground feels unsteady.
Over time, my role expanded, and I developed a deep commitment to supporting the clinicians on the front lines. I saw how much heart this work requires, and how essential it is to build environments where clinicians can sustain a high level of care without losing themselves in the process. That intersection of human connection and systemic impact is what has kept me here and continues to shape how I lead.
BHB: What’s a misconception you had about this work before you started – and how has reality differed?
Girdlestone: I used to believe the hardest moments in this field happened in the therapy room, and I don’t want to diminish how demanding and sacred that work is. What I’ve come to understand is that much of the emotional labor lives outside of it.
Frontline clinicians are holding complex human stories while also navigating systems, pace, and expectations designed to support access, continuity of care, and accountability so clients receive safe, consistent, and effective care. These responsibilities do not pause when the session ends. That realization reshaped how I think about leadership and sustainability. If we want care to remain compassionate and effective, then we have to care for the people who make that care possible.
BHB: Was there a moment in your career when you realized, “This work really matters”? What happened?
Girdlestone: It wasn’t one defining moment. It was a series of quiet victories that revealed the true impact of this work. Clients finding the strength to do what once felt impossible, like getting dressed after months of depression, caring for their homes, reconnecting with purpose, and, years later, sharing that they are doing well. Those moments carry enormous weight.
At the same time, I’ve watched clinicians grow into their confidence, stay steady through difficult cases, and continue showing up with compassion, even when the work is heavy. Supporting the people who provide this care has shown me how much heart and courage this field requires.
Together, these moments remind me that this work matters and that it helps restore possibility not only for individuals, but for the communities around them.
BHB: What’s the most valuable skill you’ve developed on the front lines that people often overlook?
Girdlestone: Discernment. It’s knowing when to lean in and when to step back, based on what you or someone else can realistically hold in that moment.
Sometimes that looks like encouraging growth and, other times, it means slowing down to protect well-being. It’s not flashy and it won’t show up on a dashboard or metric, but it’s what keeps people grounded and protects both the work and the people doing it. Discernment is what helps care stay ethical, deeply human, and able to last over time.
BHB: What’s one decision leaders make that has a bigger impact on frontline workers than they might realize?
Girdlestone: Leaders often underestimate how much trust shapes the frontline experience.
At LifeStance, we’ve seen how much trust and psychological safety can shape the frontline experience. I’ve found that when we lead with transparency and respect, clinicians are more likely to stay engaged, grounded, and connected to the purpose of their work. Without that foundation, even strong systems and clear expectations can feel heavy. Trust allows people to bring their full humanity to the care they provide.
BHB: What’s a simple change – policy, tool, or mindset – that would make frontline work more effective?
Girdlestone: A mindset shift that recognizes sustainability as a driver of effectiveness.
When systems are designed around what humans can realistically sustain over time, clinicians stay present, ethical decision making improves, and care becomes more effective. Someone I deeply respect in this field describes this as a parallel process: how we support and care for clinicians shapes how they show up for clients, which then influences families and communities.
Effectiveness isn’t about doing more. It’s about creating conditions where people can do this work well and continue doing it.
BHB: What gives you optimism about the future of this industry, despite its challenges?
Girdlestone: What gives me optimism is the people in this field. I see compassion, resilience, and a new generation of clinicians committed to sustainability and self-awareness.
As we redesign care to better align with science, humanity, and sustainable systems, I’m encouraged by organizations like LifeStance that are thoughtfully investing in the clinician experience – recognizing that caring for the workforce is inseparable from caring for clients. That shift gives me real hope.