Part two in Dr. E’s series on mental health in the workplace and how it all begins with the mindset of its leaders.
Last week, we looked at how people typically view physical health vs. mental health and the need to overcome the instinct to “fix” mental issues rather than embrace them as a core component of our overall sense of health and well-being.
Today, we’ll explore why discussing mental health in the workplace is essential and how to become comfortable with it.
A recent NAMI poll reported that 85% of respondents felt it was their company’s responsibility to help employees feel comfortable discussing mental health.
Let’s pause and really take that in.
The majority of employees think that their employer must ensure that mental health is comfortably addressed in the workplace.
Unfortunately, what team members want doesn’t always match what business leaders want. Or, rather, don't want—which is to talk about uncomfortable topics. I often hear from the executives that I coach: “I can't talk about mental health. I’m not a psychologist.”
But there is a critical difference between offering medical advice and making sure your team feels comfortable talking about mental health.
Don’t want to be a therapist? Good news—you don’t have to be.
Employees want a safe space to express their challenges without fear of judgment and, more importantly, to know you have their back.
That means you don’t have to discuss an employee's feelings in detail—you simply need to make it feel ok for them to share if they are struggling, and to provide supportive resources. Ensuring your team knows they matter to you and that their well-being is valued is half the battle.
The bottom line is to let go of the fear of liability or that of getting overly involved; you can look out for someone and still maintain a professional relationship.
4 ways to start cultivating a supportive culture in your organization.
1.Create a Safe Space for Open Communication.
Using “Red Zone” language is a great way to open up conversations about stress levels. At the beginning of every meeting, get a temperature reading on how everyone is feeling about a particular project, client, or time of year. Ask people where they are, from 0 to 10, on the distress scale—making sure to share your own number—and then take steps if numbers are high.
Regular check-ins and follow-up one-on-one meetings also provide opportunities for confidential discussions about mental health.
2. Prioritize Prevention Through Education and Training.
Educational initiatives and training programs for managers and employees can help build awareness and provide long-term solutions, tools, and resources for recognizing and addressing mental health concerns. Over the past 20 years, I’ve done numerous resilience training and stress management workshops for corporations, and most of their team members still talk about the Red Zone and use my practices to this day!
3. Foster Work-Life Balance and Flexibility.
Promoting work-life balance is crucial for mental well-being. This means offering flexible work arrangements, such as remote work options and flexible scheduling, and modeling and encouraging boundaries around work hours and expectations.
4. Invest in Employee Well-Being Programs.
Comprehensive employee well-being programs are one of the best investments your company can make. They range from physical wellness initiatives like fitness challenges and nutrition programs to mental health resources and support, including access to therapy, mindfulness sessions, and mental health apps.
The impact of mindset on the workplace is incredible because it affects employee well-being and productivity. Here are a few benefits of preventative measures for businesses.
Reduced absenteeism and presenteeism
Increased employee morale and engagement
Enhanced organizational resilience and performance
In short, mental health drives peak performance.
My challenge to you: pick one of the above suggestions to cultivate a supportive culture in your organization and put it into effect immediately. And if you’ve already ticked all four of those boxes, reiterate them to your team—it's better to remind them they exist than to look like the leader who doesn’t know or care that they do.
Comments