by @Julia Marie Selent and Julia da Costa.
When looking at opening up the topic of Mental Health at the workspace different parties within the company can take different roles when it comes to leading the discussion.
First of all, it is good to have a look at some background info around Managers and Mental Health before just expecting them to be the Ambassadors without taking their own Mental Health into account.
Burnout and depression do not fit into the classic image of a leader. Most of us associate a leadership role more with mental strength, resilience and the ability to remain calm and strategically far-sighted in any situation. In order to live up to this image and for fear of stigmatisation, people with a lot of responsibility therefore prefer to present themselves as strong and unimpressed by crises.
So it's time to stop playing hide-and-seek. Because managers are missing an opportunity to be a role model for their team. Instead of hiding their own weaknesses, managers who are open about their mental health problems can pave the way for employees to come out as well. This makes it easier for everyone in the company to deal more openly with their own stresses and actively seek the support they need.
PREVENTION
Start by learning about how workplace environments can affect mental health (e.g. stress, workload, workplace culture, burnout), as well as the basic symptoms of common mental health issues like Depression, Anxiety, and Substance Abuse. You can tell team members you’re always open to talking about mental health issues anyone may be facing, but following through here is the important part.
(Find out more in Part 2 on how to identify risks and affected employees)
<aside> 💡 Schedule regular one-on-one check-ins with team members that aren’t only about work — ask them how they’re doing personally, if they’re comfortable sharing. Show that you’re interested in how they feel, what they think. It doesn’t necessarily has to be a deep talk, but your team member will understand that you care and that their opinion and mental state matters.
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PROMOTION
Take the lead in talking about how mental health issues have impacted you personally if you’re comfortable. Set a good example by maintaining your own healthy work-life balance to give your team the confidence to do the same, and set rules and boundaries for healthy communication.
<aside> 💡 You could, for example, when defining the objectives for the next Quarter, propose that one of the personal development objectives be dedicated to mental health. Give employees opportunities to participate in decisions about issues that affect job stress.
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INTERVENTION
Be prepared for scenarios where a team member approaches you to say that they need psychological help — how can you react and support this person in the most effective way? Do not hesitate in asking to someone with a psychology background to help you. Or maybe you already got some initiatives or support app in place you can direct your team members towards.