3 THINGS ABOUT WORKPLACE MENTAL HEALTH THAT NEED TO DISAPPEAR - Part 2
By Stéphane Grenier, MHI Founder & CEO
Part 2 of 3
In this three-part blog, I address what I believe are the top 3 things that need to disappear when it comes to workplace mental health. I've also shared some valid reasons why and what leaders can do to create a safe and supportive environment where their people and organization will thrive.
#2 Focusing on stigma and believing this is the primary barrier to reaching out for help.
Mental health has become an increasingly important issue in the workplace as individuals recognize the importance of taking care of their mental and emotional well-being. Despite this, mental health stigma still exists in many workplaces, making it difficult for employees to seek help or support when needed. However, as we work towards reducing stigma, it's important to recognize that eliminating stigma is only the first step towards creating a genuinely supportive workplace culture.
While stigma certainly plays a role in discouraging some individuals from seeking help, focusing mainly on this issue can lead to many problems and oversights. Instead, organizations should dedicate energy and capacity to creating a supportive culture that recognizes the importance of mental health and encourages employees to prioritize their well-being.
Reducing or eliminating stigma without a larger goal in mind will only move the mindset of individuals and the organizational culture to what I would call a "neutral posture." That is from a perspective that contributes to the problem by judging those struggling with a mental health problem to a neutral posture where those who would otherwise behave in stigmatizing ways will reframe from doing so.
Employees may feel less afraid to speak up about their mental health concerns in a neutral environment. While this is not an insignificant gain, we can do better. Being surrounded by humans with this neutral perspective dramatically differs from what organizational culture can do for those struggling. Neutral postures foster an environment that falls short of encouraging humans to lean forward and proactively connect and support those around them.
We have all faced a situation where we felt or said to ourselves, "Oh! It looks like (insert name) is struggling," or "I wonder what is going on with them; it looks like they are going through a tough time...". As laypeople/non-clinicians, we know that someone needs support and that we should do something.
I refer to this as "leaning forward" by actively listening and offering support in a non-judgmental way. It is important to approach the conversation with empathy and understanding, respecting the person's privacy and autonomy in how they choose to address their mental health. By leaning forward and offering support, we create a safe and supportive space where mental health is prioritized and respected.
To truly support employees struggling with mental health issues, organizations must empower and create a culture where everyone feels they have the fundamental skills as well as the institutional permission to support one another. Humans must strive to be more than apathetic and somewhat disinterested bystanders in the presence of others who are struggling. Instead, we need to create an accepting culture that encourages individuals to support their colleagues who may be struggling.
Creating a culture of support starts with education and awareness. It is vital to provide employees with simple, de-medicalized training to help them recognize signs of mental distress by trusting their instincts rather than trying to unpack or "diagnose" mental health from the clinical perspective.
"I have been saying for two decades now that knowing whether someone has an anxiety disorder, PTSD, or depression may be necessary for a clinician, but this is not a factor when you are someone's colleague or supervisor/manager."
Rebooting the workplace culture is not an event. It is a journey or a deliberate campaign that reaches everyone. However, this education should be for more than just front-line employees but for management and senior leadership.
People in positions of power in every organization directly impact the well-being of employees. Therefore, organizational leaders are responsible for creating a culture that prioritizes mental health and well-being.
69% of employees say managers impact their mental health, which is a greater impact than doctors (51%) or therapists (41%) and even the same as the employee's spouse or partner (69%).
Leaders participating in the mental health conversation, driving change and supporting their people is what I call a rehumanizing approach.
Ultimately, creating a culture of support requires a collective effort from everyone in the organization. Still, it does start at the top, with leadership. Therefore, we must prioritize mental health and well-being and recognize that supporting our colleagues is the right thing to do and benefits the entire organization.
We can build more resilient and thriving organizations by creating a caring culture where everyone feels empowered to support one another.
"It is necessary to build organizations that "dare to care" by fostering mutual love and helping, a sense of community where caring is inspired by a deep understanding of human conditions and vulnerability and rooted in the DNA of the organization."
(Bouckaert, 2019; Delios, 2010; Héjj, 2019)
Stay tuned for part 3 of this blog series highlighting the third thing about workplace mental health that needs to disappear.
In the meantime, request a free trial of the WeCARE™ e-Learning program here.
If you're interested in a custom version of this program for your organization, don't hesitate to get in touch with our team.
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