It’s World Mental Health Day on Monday 10th October, with this 12 months’s theme “Make Mental Health & Well-Being for All a Global Priority”. For a lot of us, it should be the primary World Mental Health Day since 2019 where our lives somewhat resemble those we experienced pre-COVID. Nevertheless, while the consequences of the pandemic have encouraged a lot of us to be more open about our wellbeing, there continues to be a technique to go.
A poll from Hays on LinkedIn last month showed that only 51 per cent of nearly 27,000 respondents said they might be open about their mental health with their manager at work. Should you manage someone who feels the identical way, don’t take it personally. On this blog, I’ll be exploring the steps you’ll be able to take to discover an worker whose mental health is deteriorating, in addition to what you’ll be able to do to support them and take preventative measures.
Key insights
- The World Health Organisation advocates for manager training in mental health literacy and awareness. 56 per cent of employers need to improve worker wellbeing, but don’t have the appropriate guidance.
- There are methods to recognise when a member of your team is struggling, in addition to appropriate actions to take that don’t overstep boundaries.
- Managers can use World Mental Health Day to advertise wellbeing inside their team through talks and activities.
- Those unable to effect change on a company-wide level should consider the culture of their team, leading by example to advertise healthy habits.
Spotting signs that somebody is battling their mental health
In 2020 my colleague, Nick Deligiannis, wrote about prioritising your people’s wellbeing in a hybrid workplace. A lot of us at the moment are used to this model, but that doesn’t necessarily make it easier. In actual fact, many have argued recently that quiet quitting is a move to preserve one’s own mental wellbeing. Moreover, much of the guidance still applies in case you engage with each other often in person.
The signs won’t be the identical for everybody, and so they won’t at all times be clear in case you don’t see someone often. Nevertheless, there are some indications that usually mean something is fallacious. As Nick points out: “The common signs include a change in mood or behaviour, how they interact with others, whether or not they have grow to be withdrawn from their work, a scarcity of motivation or focus, or feeling drained or anxious.”
A great leader is approachable. Nevertheless, the reality is that many individuals only feel comfortable opening up with those closest to them, if anyone in any respect. Don’t feel bad in case you spot signs of hysteria or depression in one in every of team, but they don’t step forward. It’s good that you just’re available for them, but never put pressure on anyone to disclose anything. The vital thing is that, once someone is able to speak to you, you’re there to support them.
Being there on your people
How are you going to offer support for an worker battling their mental health?
Understand what you might be able to and accountable for. Recognising that something is fallacious, but being unable to vary it, can leave you feeling helpless and guilty yourself. As a substitute, concentrate on what you’ll be able to do. You possibly can be a confidante for them, and as a frontrunner chances are you’ll give you the option to make positive changes to their working life. That doesn’t mean being available 24/7, though – be sure that the boundaries they expect of you might be reciprocated. Should you’re going to advertise a healthy work-life balance to forestall burnout, lead by example!
In September, the World Health Organisation (WHO) released their guidelines on mental health at work, providing guidance and actions for employers. The paper encourages training in mental health literacy and awareness, but recommends:
“Training of staff in mental health literacy and awareness is designed to enhance knowledge about mental health… and enable staff to support themselves or colleagues appropriately… The training is just not designed for staff to grow to be mental health-care providers or to diagnose or treat mental disorders.”
This data is acceptable for a lot of managers as they support their people. Is that this training something that you would be able to propose at your organisation? There’s reason to be optimistic. In accordance with UK charity Mind, 56 per cent of employers have confirmed they’d prefer to improve worker wellbeing but don’t have the appropriate guidance.
Could you’re taking time on World Mental Health Day, or the weeks following, to acknowledge it and promote awareness in a meaningful way? For instance, every October the Hays teams across Asia run a ‘Mental Wellness Week’. During this time, we decide a relevant theme for every day of the week (for instance “Mental Wellbeing: Head to health” or “Work/life harmony”). We then run talks and activities around these subjects to advertise higher mental health.
Embedding wellbeing into your values as a frontrunner
In addition to reacting, it’s time to take measures to forestall your team’s mental health from deteriorating. This isn’t easy, and involves being honest concerning the environment you foster.
Of over 17,000 respondents to a different Hays poll last month, just 28 per cent agreed that their organisation promoted wellbeing amongst its employees. In contrast, 41 per cent denied this was the case. Prior to now I’ve written a blog concerning the Worker Value Proposition and, namely, the statistics that show staff are willing to walk away in the event that they feel their wellbeing is being compromised at work. In fact, simply retaining your staff shouldn’t be your important motivator to look out for his or her wellbeing. Nevertheless, the stat serves as a reminder of how deeply this may affect your team.
The WHO policy transient, published consistent with their recent guidelines, recommends that managers are trained to: “advocate for motion on mental health at work from the highest down”. Possibly you’re not ready to effect change on a company-wide level. In that case, think concerning the positive culture you create in your team. Be sure that that everyone seems to be involved and feel comfortable communicating with not only yourself, but each other too.
In addition to approachable, be a compassionate leader. Schedule in regular one-to-one catchups to debate any problems your team are facing at work. Arrange team meetings to maintain everyone connected and encourage casual conversations. If possible, organise social events in order that your team can unwind (and let off steam!).
Be inclusive. It will probably be very difficult to attempt to tackle such a sensitive issue with one in every of your team. As a substitute, think concerning the structural stigma that will exist in your workplace (or, specifically, team) and take into consideration how you’ll be able to dismantle this.
Take steps to make sure your people don’t experience burnout. Hays CEO, Alistair Cox, has covered this on this past, and the points are only as valid today. It starts with promoting a healthy attitude toward working hours yourself, and recognising quality of labor over quantity. This might well require you to think concerning the biases you hold toward “hard-working” team members. Encourage them to take regular breaks where possible, in addition to holidays to totally loosen up. Try to not let any workaholic tendencies grow to be widespread inside the group.
Next steps: looking on your team’s mental health as a manager
Take into consideration how you’ll be able to foster a healthy working environment on your team by promoting communication and inclusivity. Make sure that they know you might be approachable, and encourage your organisation to supply training so that you would be able to spot the signs of burnout and poor wellbeing amongst your people.
