Mental health used to be one of those taboo-like topics that no one liked to talk about. Today, hardly a day goes by without a TV news story, front page article or social media conversation around mental health, especially employee mental health. And it’s no wonder. Employees across virtually every industry have never been subject to so much stress and anxiety. Concern over the prospect of pandemic induced illness or death, financial and job uncertainly, social isolation, the complications of working from home, the difficulties imposed by home schooling of children and the uncertainty of what comes next are taking a toll on everyone’s mental health. Add to that social unrest and a hotly contested political environment and you have the mental health perfect storm.
Even before the pandemic, many employers were stepping up their investment and focus on employee mental health. Increasingly, employers are recognizing how employee mental health issues affect productivity, absenteeism, turnover and ultimately profitability. The need for more comprehensive employee mental health support is more important today than ever.
A recent article in the Harvard Business Review provided some excellent advice for what managers and leaders can do to support employees struggling with today’s stressors, safety concerns and economic upheaval. The article suggested eight specific ways that managers can support employees, which we’re sharing below.
What Managers and Leaders Can Do
Even in the most uncertain of times, the role of a manager remains the same: to support your team members. That includes supporting their mental health. The good news is that many of the tools you need to do so are the same ones that make you an effective manager.
Be vulnerable
One silver lining of the pandemic is that it is normalizing mental health challenges. Almost everyone has experienced some level of discomfort. But the universality of the experience will translate into a decrease in stigma only if people, especially people in power, share their experiences. Being honest about your mental health struggles as a leader opens the door for employees to feel comfortable talking with you about mental health
Prior to the pandemic, the biotech firm Roche Genentech produced videos in which senior leaders talked about their mental health. They were shared on the company intranet as part of a campaign called #Let’sTalk. The company then empowered “mental health champions” — a network of employees trained to help build awareness for mental health — to make videos about their experiences, which were used as part of the company’s various mental health awareness campaigns.
Those of us working from home have had no choice but to be transparent about our lives, whether our kids have crashed our video meetings or our coworkers have gotten glimpses of our homes. When managers describe their challenges, whether mental-health-related or not, it makes them appear human, relatable, and brave.
Model healthy behaviors
Don’t just say you support mental health. Model it so that your team members feel they can prioritize self-care and set boundaries. More often than not, managers are so focused on their team’s well-being and on getting the work done that they forget to take care of themselves. Share that you’re taking a walk in the middle of the day, having a therapy appointment, or prioritizing a staycation (and actually turning off email) so that you don’t burn out.
Build a culture of connection through check-ins
Intentionally checking in with each of your direct reports on a regular basis is more critical than ever. That was important but often underutilized in pre-pandemic days. Now, with so many people working from home, it can be even harder to notice the signs that someone is struggling. Go beyond a simple “How are you?” and ask specific questions about what supports would be helpful. Wait for the full answer. Really listen, and encourage questions and concerns. Of course, be careful not to be overbearing; that could signal a lack of trust or a desire to micromanage.
When someone shares that they’re struggling, you won’t always know what to say or do. What’s most important is to make space to hear how your team members are truly doing and to be compassionate. They may not want to share much detail, which is completely fine. Knowing that they can is what matters.
Offer flexibility and be inclusive
Expect that the situation, your team’s needs, and your own needs will continue to change. Check in regularly — particularly at transition points. You can help problem-solve any issues that come up only if you know what’s happening. Those conversations will also give you an opportunity to reiterate norms and practices that support mental health. Inclusive flexibility is about proactive communication and norm-setting that helps people design and preserve the boundaries they need.
Don’t make assumptions about what your direct reports need; they will most likely need different things at different times. Take a customized approach to addressing stressors, such as challenges with childcare or feeling the need to work all the time. Proactively offer flexibility. Be as generous and realistic as possible. Basecamp CEO Jason Fried recently announced that employees with any type of care taking responsibilities could set their own schedules, even if that meant working fewer hours. Being accommodating doesn’t necessarily mean lowering your standards. Flexibility can help your team thrive amid the continued uncertainty.
Normalize and model this new flexibility by highlighting how you’ve changed your own behavior. Stacey Sprenkel, a partner at the law firm Morrison & Foerster, proactively told her teams that she was working odd hours because of her childcare responsibilities and invited them to share what they needed to work best during the pandemic.
Ask team members to be patient and understanding with one another as they adapt. Trust them and assume the best. They are relying on you and will remember how you treated them during this unprecedented time.
Communicate more than you think you need to
One recent research study showed that employees who felt their managers were not good at communicating have been 23% more likely than others to experience mental health declines since the outbreak. Make sure you keep your team informed about any organizational changes or updates. Clarify any modified work hours and norms. Remove stress where possible by setting expectations about workloads, prioritizing what must get done, and acknowledging what can slide if necessary.
Make your team aware of available mental health resources and encourage them to use them. Almost 46% of all workers in s study done in relation to this article said that their company had not proactively shared those. If you’ve shared them once, share them again. And be aware that shame and stigma prevent many employees from using their mental health benefits to seek treatment, so normalize the use of those services.
Although managers will be on the front lines of addressing mental health issues, it’s on the most-senior leaders in your company to take action as well.
What Else Can Organizational Leaders Do?
When is comes to mental health resources, employees want a more open and accepting culture, clearer information about where to go or whom to ask for support, and training.
Mental health symptoms are just as common in the C-Suite as among individual contributors. Sharing your own mental health challenges and modeling healthy behavior are two of the most important steps you can take. Here are a few additional things that leaders can do to normalize and support mental health at work.
Invest in training
Now more than ever, you should prioritize proactive and preventive workplace mental health training for leaders, managers, and individual contributors. Before the pandemic, companies including Morrison & Foerster and Verizon Media were convening senior leaders to discuss their role in creating a mentally healthy culture. That positioned them well to navigate the uncertainty that has unfolded. As more and more employees struggle with mental health, it’s important to debunk common myths, reduce stigma, and build the necessary skills to have productive conversations about mental health at work. If you don’t have the budget to invest in training, mental health employee resource groups are a low-cost way to increase awareness, build community, and offer peer support.
Modify policies and practices
To reduce stress on everyone, be as generous and flexible as possible in updating policies and practices in reaction to the pandemic and civil unrest. For example, you may need to take a closer look at your rules and norms around flexible hours, paid time off, email and other communications, and paid and unpaid leave. Try to reframe performance reviews as opportunities for compassionate feedback and learning instead of evaluations against strict targets. In mid-March, Katherine Maher, the CEO of Wikimedia Foundation, sent an email to her organization outlining changes to mitigate stress, including: “If you need to dial back [work hours], that’s okay.” She also committed to paying contractors and hourly staff on the basis of their typical hours, regardless of their ability to work. When you make changes, be explicit that you are doing so to support the mental health of your employees, if that is the goal.
Measure
Ensuring accountability doesn’t have to be complicated; it can be handled in a simple pulse survey done regularly to understand how people are doing now and over time. BlackRock, the global investment management firm, is one of many organizations that have conducted pulse surveys during the pandemic to understand the primary stressors and needs of staff. This direct employee input has helped shape new programs, including remote management skill-building for managers, enhanced health and well-being support for employees, and increased work flexibility and time off.
About Espyr
For over 30 years Espyr, has provided innovative mental health solutions to organizations operating under some of the most challenging conditions. Espyr’s portfolio of customized counseling, coaching and consulting solutions help people and organizations achieve their full potential by providing mental health support and driving positive behavioral change. For more information on how Espyr can help your organization, call Espyr at 888-570-3479 or click here.
