Unpacking Mental Health at Work

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Anxiety tops the list for US mental health diagnoses;

what does that mean for us in our corporate world?

Mental health has become one of the leading, almost buzzword worthy trends of the post-pandemic corporate world. There is good reason for this – 1 in 5 US adults experience some form of mental illness. Number one on that list: Anxiety. Job descriptions still show “need to work in a fast paced environment” or “full shift flexibility including holidays, nights and weekends” —showing the corporate desire to have employees on call, essentially, at all times.

Last week, we highlighted a striking statistic: 45% of employees experience burnout due to organizational changes. However, it is essential to acknowledge that this statistic fails to encompass the constant, low-grade mental burden shouldered by our teams on a daily basis.

Address the System—Not Just Instances

Managers are aware they hold some control over their direct report’s mental health, however more than half say they don’t feel equipped or don’t have the resources to properly support their team. In a recent study by Harvard Business Review (HBR), managers are lacking in some soft skills (see sidebar chart from HBR), with communication skills at the top of the list.

Also making an appearance on the list are empathy, trust, and supportiveness. This highlights a pretty clear gap in our management development; its no surprise then that our employees are experiencing high levels of mental stress due to work.

What does this mean in context of our workforce? Let’s break it down by demographic (percentages based on the appearance of mental health challenges in the surveyed group):

  • 18-25 year old young adults at 33.7%—these are the individuals just entering the workforce and those who will become the future of our companies.
  • 26-49 year olds—likely your company’s top performers, managers, young executives—show up at 28.1%.
  • 50+ year olds are the lowest percentage with only 15%, however these are the senior level employees, top executives, board members, and those who are looking at their retirement into an uncertain global economy.

Having a robust and sustainable approach to mental health in the workplace is crucial for fostering success across all demographics and driving long-term company growth. To do this, it would require strategic shifts in our mindset and operations so that we can prioritize the well-being of our employees.

Work-Life Balance

Whether we intentionally plan out or company’s culture or we let it evolve naturally over time, it’s important to note that hustle culture and the demands to appear successful will inevitably work their way onto your team. Being proactive and intentional at how we approach this can make a world of difference for our employees.

Culture eats mindfulness for breakfast. Culture eats well-being for breakfast. You need to look at the system, not just the individual.

Megan Reitz

One of the best ways to alleviate the mental load from our employees is to promote and encourage work/life balance by disconnecting at the end of the day. Maintaining a clear boundary between work life and personal life will allow employees to fully disengage when they leave the office and reduce the cognitive overhead from work. This is especially important for remote employees or those in a hybrid office where the delineation between work and personal life is blurred.

The call to disconnect is not just limited to employees, but extends to managers as well. They play a pivotal role in setting the tone for work-life balance within their teams. By leading by example and showing the importance of prioritizing well-being, managers can guide their direct reports in embracing healthy habits that encourage them to unplug at the end of the day.

Managers can actively step in and advocate for their team members by informing other departments of unrealistic timelines and expectations that might force someone to stay late. By fostering open and transparent communication, managers can work together with other stakeholders to redefine deadlines and ensure that workloads are distributed evenly.

Additionally, managers possess valuable insight into the schedules and workloads of their team members. With this knowledge, they can make informed decisions to avoid overwhelming their employees and promote a healthier work-life balance. In doing this, managers can prevent burnout and increase productivity in the long run.

Creating an environment that encourages disconnection doesn’t mean belittling the importance of hard work or dedication. Rather, it is about striking a balance between productivity and personal well-being. Studies have consistently shown that taking breaks and allowing oneself time to recharge can lead to improved focus, creativity, and overall job satisfaction.

Shift Terminology

Hustle Culture. Rise & Grind. These are terms that should be placed on the chopping block as they are actively working against mental well-being. Instead, we should start working to promote a more balanced approach.

The expectation for working late nights to finish everything on a task board should be replaced with a better understanding of task importance and urgency to delegate or shelve things that are not critical. Using a tool such as the Eisenhower Matrix to assist in a weekly team meeting or one-on-one can help with the restructuring process.

Imagine how work would feel for you if, instead of people coming to you with anxiety and desperation, they shared their gratitude for making their lives easier and for being there when they most needed support.

Laszlo Bock

Make It Policy

Mental health benefits play a vital role in fostering a healthy and supportive workplace culture. Apart from the small adjustments in terminology and management practices, organizations can take proactive steps to integrate mental health benefits into their overall company benefits package.

One effective way to promote mental well-being is by ensuring that medical policies include coverage for therapy or counseling services. By offering access to qualified therapists, employees can seek professional help when needed, to address issues ranging from stress and anxiety to depression and burnout. This not only supports individual employees in their mental health journey but also signals the company’s commitment to supporting their overall well-being.

Another avenue to explore is the inclusion of Employee Assistance Programs (EAPs) in the existing benefits package. EAPs provide confidential counseling and support services for employees and their immediate families. These programs can offer a wide range of resources, including free counseling sessions, financial planning assistance, legal advice, and referrals to specialized services. By implementing EAPs, companies demonstrate a proactive approach to supporting the mental wellness of their workforce.

To further reduce the stigma associated with seeking mental health support, organizations can emphasize the availability of virtual doctor visits. This allows employees to easily connect with healthcare professionals remotely, eliminating barriers such as scheduling conflicts or stigmas about being seen entering a therapist’s office. Virtual consultations provide a convenient and private space for employees to address mental health concerns, fostering a climate of openness and accessibility.

By integrating these mental health benefits into the company’s overall benefits package, organizations can create an environment where employees feel supported, valued, and encouraged to prioritize their mental well-being. Investing in mental health initiatives not only enhances employee satisfaction and productivity but also helps to build a culture of empathy, understanding, and inclusivity.

Remember, promoting mental health is an ongoing journey, and it is important for organizations to regularly evaluate and adapt their policies to meet the evolving needs of their workforce.

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