Historically, many of us will have kept our mental health private. However, COVID-19 seems to have ushered in a new era of openness and awareness which gives us an opportunity to ensure that all colleagues – ourselves included – have the support needed to live a happier life.
Poor mental health: what’s the scale of the problem?
This is often greater than people realise, due to a lack of transparency. Here are three staggering statistics:
- Even before COVID-19, one in four of us suffered mental health problems at some point in our life (CIPD) and it was the number one cause of long-term sickness absence in the UK (CIPD)
- 300k people lose their jobs each year because of long term mental health conditions (Mental Health at Work)
- 39% of employees have experienced poor mental health where work was a contributing factor in the last year (Mental Health at Work)
The types of problems experienced vary from the relatively simple ‘stress’ to the more complex, such as depression, anxiety and behavioural problems.
As of yet, there’s no way of telling who is going to be affected by poor mental health. Colleagues who have held down a stressful job for years can suddenly have the scales tipped by a serious illness, family problems, money worries or concerns about work security. That’s why it’s so important that we remain vigilant and take no-one’s health for granted.
How can we minimise mental health risks for everyone?
All companies should complete a mental health risk assessment. This reviews the contributory factors for the business itself, for individuals and for areas of specific work.
Furlough of staff means many of them are coping with life without work to occupy them whereas some others have kept their jobs but have had to transition to home working. Both situations can lead to loss of routine, lack of human interaction (even water cooler moments have a valuable role to play in helping us catch up on business information and colleague news) and a marked decrease in the amount of exercise we take during the day. Lone working still remains a significant concern at home or at work, even though many of the activities are lower risk.
How can we spot a colleague in particular need of help?
We should consider taking a more proactive role than before in checking in on our teams, especially if they are homeworking. This could help us spot some of the warning signs, which include:
- Changes in mood
- Changes in interactions with others, such as snappiness or withdrawn behaviour
- Loss of focus or motivation or, conversely, an over-intense approach, even obsessiveness
- Difficulty making decisions
- Excessive tiredness
- Withdrawal from activities with colleagues, e.g. frequently finding excuses to get out of meetings
- Changes in appetite
There may be other indicators which you may recognize as unusual in a friend or colleague.
How should we approach the subject:
We need to take reasonable steps to encourage staff to be open by ‘asking gently’ and ensuring we have the time to listen. We may feel like we should be able to ‘fix it’ on the first call, but this is an unreasonable expectation and one which will put us as a trusted person under a lot of strain. Instead, approaching the conversation with common sense, patience and empathy is a great start, and one which will help to instil trust. We should also ensure that we are true to our word and maintain confidentiality.
Before speaking to an employee, it’s worth checking if your company health scheme or employee package provides an independent phone line staffed by trained counsellors. If so, ensure you have the number to hand before you call so you can pass it on.
Top tip: It’s worth remembering that mental health is not a competition. We all react differently to stresses, so we should avoid drawing parallels with situations that we have been through ourselves.
What can managers do to feel more confident?
Many businesses have already invested in mental health awareness or mental health first aid training for managers and employee representatives. This can be delivered remotely and gives delegates the opportunity to practice discussing sometimes difficult subjects in a safe and supportive space. Our MD, Helen, can personally recommend the Mental Health First Aider training run by Illuminate VR. In addition, there are many excellent websites which offer support to both managers and employees.
You may also like to consider making the Mental Health at Work Commitment. Launched in 2019, this provides a framework for organisations which recognise the importance of promoting staff wellbeing. Over 600 organisations of all sizes have now signed up.
How should we handle our own problems?
We should recognise that, as managers, we often expect more from ourselves than from other people and we take on others’ worries as well as our own.
The phrase ‘You can’t pour from an empty cup’ rings true when it comes to our own wellbeing. If we’re not in a good place, and well-supported, it’s impossible for us to give others the help they need. Our blog on leadership mental health looks at some of the unique challenges that affect us and how we can take steps to improve our own wellbeing and resilience.
How can we help someone make a successful return to work after sick leave?
Returning to work from any form of absence is something that must be discussed and planned. Many of us as managers have supported people returning from physical injury, the guidance applies equally to anyone returning from stress, depression or similar issues. We should:
- Maintain contact during absence and ensure the employee understands the conversation is centred on their wellbeing, not chasing for a return date. Handled properly, this can generate and maintain trust. I have usually found employees are genuinely pleased to have that phone contact
- Discuss a plan for return that is achievable by all concerned. It’s important to acknowledge that a return to normality is possible, without glossing over or forgetting any lessons learned (such as why an employee was signed off sick)
- Implement a graduated return by limiting duties without making the employee question the trust we have in them
- Apply flexible work times, if needed, e.g. if someone is having difficulty sleeping, a later start may help them begin their day in a more relaxed and refreshed manner
- Give good feedback regularly after their return. Feedback is always a vital element of good management
- Provide staff and colleagues with an overview and obtain their support without betraying the employee’s confidentiality. Some staff may benefit from extra mental health awareness training themselves, e.g. in improving their sensitivities
Summary
Being kinder to each other can help us all weather the difficult situations we find ourselves in. Whilst offering support to our teams, we should also be gentle on ourselves by recognising when we need help and not being afraid to ask for it. There’s lots of free support and information available online. Access our free resources list or call us to discuss how we can help.
