What’s Going On?

Marvin Gaye sang:

“Come on, talk to me So you can see What's going on (What's going on) Yeah, what's going on (What's going on) Tell me what's going on (What's going on) I'll tell you what's going on (What's going on).”

It is a question we should all be asking ourselves.

Gallup’s State of the Global Workplace 2024 highlights the decline in mental well-being.

Many of us have been raising awareness of workplace stress levels and its impact on employee mental health. We even made this video three years ago.

Despite many interventions and solutions on the table, employee mental well-being is declining.

The decline 

Gallup research found that 41% of employees report experiencing “a lot of stress,” but we must remember that stress varies significantly depending on how an organisation is run.

Gallup’s Jon Clifton’s (CEO) opening statement in the report reads:

“Those who work in companies with bad management practices (actively disengaged) are nearly 60% more likely to be stressed than people working in environments with good management practices (engaged). Experiencing “a lot of stress” is reported approximately 30% more frequently by employees working under bad management than by the unemployed.”

He goes on to echo a sentiment I have been espousing for years.

“Leaders know workplace stress is a problem — they’ve seen the data, heard it from their colleagues, and experienced it themselves. A quarter of leaders feel burned out often or always, and two-thirds feel it at least sometimes. Many are trying to address it, but often in ineffective ways.

Popular solutions include well-being apps or stress management training. Yet recent research by Oxford University finds “little evidence in support of any benefits from these interventions with even some small indication of harm.

Mindfulness and well-being apps aren’t the problem, but when bad management uses them as a fix, they can worsen things. It’s understandable when you consider that a major cause of workplace stress is not having the materials and equipment you need to do your job effectively. That problem can’t be solved with a yoga mat; it requires action from management. And the perception that organisations are investing in areas other than what employees need to do the job can exacerbate stress.”

You cannot yoga your way out of burnout. Period.

Many of you will know that I have written extensively about workforce resilience in the face of constant and complex change and the need for employees to have mental health strategies that work.

In 2022, I shared the U.S. Surgeon General’s Framework for Mental Health and Well-Being.

Five Essentials for Workplace Mental Health and Well-Being

Source: https://www.hhs.gov/sites/default/files/workplace-mental-health-well-being.pdf

These were my articles:

1.     Protection from Harm

2.     Connection and Community

3.     Work-Life Harmony

4.     Mattering At Work

5.     Opportunity for Growth

The guidance is readily available, but the situation is deteriorating. What do we need? What’s going on?

·       We need leaders who understand mental health conditions, can identify the signs and take immediate and appropriate action.

·       We must remove the stigma of mental health in the workplace. You are wasting your money on all those interventions and well-being programs if there is a stigma associated with mental health in your workplace. People will not reach out to use them because they fear being seen negatively.

·       We must stop putting band-aids on the symptoms and address the cause.

·       We must recognise that leaders can burn out, too.

·       We must provide contextual solutions that address the situation causing an employee excessive stress and anxiety.

Better leadership

We need better leadership, but we need organisational recognition that we also need leadership enablement and capability uplift.

Leaders must be provided with education and development regarding mental health in the workplace.

As I have often said, many leaders are afraid to ask, “Are you ok?” if the response is “no.” They fear they are not equipped to deal with an employee who says they are not ok.

We must ensure that leaders and everyone else in the organisation recognise that they are not expected to be medical professionals. Their role is to help the person find the support that they need, to check in on the person, and to find out how they are tracking.

They need to be able to identify the signs that a person may be experiencing mental health issues. Signs of concern include the following:

Change in behavior. When a person’s behavior is different to their normal behavior. This could be increased irritability, agitation or cynicism.

Motivation. When a person suddenly lacks motivation for their job, whereas they previously had a sense of purpose and drive.

Increased mistakes or lapses in judgment. When a person whom you know is competent and good at their job starts making errors or poor choices.

Focus. When a person demonstrates reduced concentration and is having trouble focusing.

Problem solving. When a person is becoming overwhelmed by simple problems. 

Sick leave. When increased sick leave is being taken and when higher rates of minor illnesses are increasing. When stress occurs, it’s not uncommon to see a corresponding rise in absenteeism and sick days.

Tiredness, weariness or sleepiness. The signs include dropping heads, constant yawning and eyelids that seem to be closing.

Interoffice conflict. When there is lack of collaboration or simmering feuds between employees or decreased interaction in meetings and continued unresolved conflict.

Planning. When there is a lack of planning for the future. Demonstrated behaviour when responding to daily issues is more reactive than proactive. There is no anticipation of issues and opportunities.

Productivity. When there is a decrease in productivity for no apparent reason.

Morale. When there is decreased morale, employees look down and disengage.

Language. When defeatist language is used, such as “I can’t” or “It won’t work."

Leaders must reach out and ask how the person is feeling. Ask open-ended questions and mention the specific things that have made you concerned. Don’t force the conversation, but ensure the person knows you are there to help.

Listen with an open mind and encourage action. This could be something they can do for themselves or with a referral to a health professional. Remember to check in and find out how they are doing.

Leaders must be able to identify the signs regardless of where an employee is located. This is why regular check-ins with employees, whether face-to-face or virtually, are paramount.

Removing the stigma

We also need leaders who are prepared to remove the stigma of mental health in the workplace. This is a psychosocial hazard, which has the potential to cause employees psychological or, in some instances, physical harm.

Often, employees who experience some form of mental health issues, such as anxiety, stress or depression, are reluctant to reach out for help due to a fear that their situation will be viewed in a manner that is detrimental to their character. They fear being seen as lazy, irresponsible, weak or dangerous.

You must work to eliminate the stigma so that employees experiencing mental health issues can reach out sooner, access resources to assist and return to well-being. Generally, less than 1 in 3 employees struggling with a mental health condition seek help.

Removing the stigma not only helps employees already suffering from a mental health condition but also encourages other employees to talk about the subject. When there is no stigma, employees are encouraged and supported to seek help; they are more likely to know what resources are available to them to enable earlier recovery.

As a leader, you need to know the facts. You need to understand what mental health is and what it is not. Seek out training and resources to inform you. Find out if an employee assistance program (EAP) exists in your organisation, and if so, what it can do to assist.

If you hear someone talking derisively about a person or their mental health, you need to speak up and challenge them. Do not tolerate others who ostracise those with a mental illness by using terms in the wrong context, such as “I am so OCD about tidying my locker” or “I think I will have an anxiety attack if that clock doesn’t strike 5 o’clock soon.”

Foster a team culture that encourages open and honest communication and can discuss concerns such as stress, anxiety, depression, fatigue, etc., without fear of any negative repercussions or of being judged.

Silence can be a killer.

Encourage the team to use stress management techniques such as relaxation, exercise, setting boundaries, and taking time out to recharge.

Other people openly sharing their stories and experiences around mental health can be extremely powerful.

Invite speakers to talk to your team or the organisation about how they overcame mental health challenges.

If there are people within the organisation who have had mental health issues, which they have overcome, ask if they would be prepared to share their stories with others.

Address the cause, not the symptoms

Many organisations put in place support that addresses the symptoms of mental health conditions rather than focusing on the causes. 

We have interventions to help people when they burn out but let’s stop the burnout in the first place.

This should start with a consultation with employees to determine what is causing stress, concern, and anxiety. Solutions should then be implemented with active participation from employees.

There is no one-size-fits-all solution as every organisation is different, but consider the following:

·       Safe and healthy workplaces

·       Workload balance

·       Work-life balance

·       Autonomy and a sense of purpose

·       Clear job roles

·       Organisational culture promoting positive behaviours

·       Diversity, equity, inclusion, and belonging

·       Zero tolerance for bullying, harassment or violence

·       Management training for mental health

·       Training for employees in mental literacy and awareness

·       Adequate pay and benefits

·       Good physical working conditions (wherever work is conducted)

·       Effective organisational change management

Leaders can burn out, too.

Leaders can suffer from mental health conditions as well as their employees. This must be addressed at an organisational level, and leaders must be provided with the right support.

The causes mentioned earlier should be addressed for all employees at every level of the organisation.

Leaders often emotionally support employees and direct them to mental health resources. Therefore, any initiative to address employee mental health and well-being should recognise that leaders are not immune from suffering. They may need the most support in some cases.

Leaders often think they must go it alone.

Leaders often think they need to always be available.

Some leaders can become trapped in a vicious cycle of unhealthy sacrifice for others, leading to burnout. They may feel the pressure to be seen as not burned out and set an example for others.

Leaders must recognise the early warning signs of mental health issues and act. They must learn to delegate properly, set boundaries, and be prepared to ask for help. Seeking help is a sign of strength and good leadership, not a symptom of weakness. A leader with nothing left to give cannot lead effectively.

Contextual solutions

Too many organisations are still implementing point solutions to address mental health in the workplace.

Gym subscriptions, meditation classes, yoga sessions, stress management workshops, mental health days, and mental health first aiders are all good things but are not contextual. They do not address the situation an employee is in when feeling stressed and impacting their mental health.

Back in 2020, I wrote two books called “Unleash the Resiliator Within,” one for individuals and one for leaders. Each has 20 superpowers that I can use to reduce my stress, depending on the situation. 

For example, if I have a deadline to resolve a problem, am stressed and anxious, and am reaching a point of burnout, the yoga session on Friday will not be the solution.

I would use superpowers such as The Solver (guidance on problem solving), The Collaborator (guidance on reaching out for help), and The Believer (guidance on believing in yourself).

The support I need is based on my situation. You cannot yoga your way out of burnout—period!

Signing off

This will be my last newsletter of 2024 as next week I am moving house and the silly season will be upon us. Warmest wishes to you and yours this holiday season and I hope you have a safe new year full of peace and joy. Talk to you on the other side!