Speaking candidly about mental health issues encourages an open dialogue at work
By Dr Mark Winwood, director of psychological services for AXA PPP healthcare
Mental health problems such as stress, anxiety and depression are more common than you may think. According to our research*, one in four senior managers – and the same proportion of non-exec workers – acknowledge they have personally lived with a mental health problem.
Being so prevalent, you might think that businesses throughout the UK would have policies in place to help employees experiencing mental ill health. But this is simply not the case. In fact, mental ill health is often the elephant in the room, with many managers demonstrating misinformation and lack of confidence towards the issue – leaving employees afraid to come forward for support.
One of the difficulties with mental ill health is that it can be very easy to ignore. Signs and symptoms commonly vary from person to person so it can be very hard to identify someone who might be struggling to cope. It can also be difficult for people who haven’t had personal experience with a mental health problem to understand and relate to workmates who might be experiencing difficulties. Lack of understanding also breeds fear and may lead to employers failing to properly address what is a significant business issue.
This fear is seen in employer attitudes towards those experiencing mental ill health. Our research highlighted 69 per cent of senior business managers and owners didn’t believe that suffering from stress, anxiety or depression is a serious enough reason for employees to be absent from work. When asked how they would react if an employee they managed was suffering from a mental health issue, one in five said they would worry about the employee’s capability to do their job and one in six said they would worry about the consequences for themselves personally, such as it reflecting poorly on their management style or having to pick up additional work. These attitudes show how a lack of understanding coupled with fear and stigma can lead to little demonstration of empathy and may be a reason why so many employees are frightened to speak up about their problems.
When asked if they would be honest with their line manager when calling in sick because they were suffering from stress, anxiety or depression, only 39 per cent of employees said they would tell the truth. Of those who said they would avoid telling the truth, 23 per cent were afraid of being judged and preferred to keep their health issues private. Fifteen per cent were afraid they would not be believed and 7 per cent said they feared their line manager’s reaction to being told the truth.
Mental ill health can have a profound effect on an employee’s ability to do their job. It can harm productivity, motivation and work relationships. However, this impact can be reduced by taking preventive measures and putting support systems in place for employees who are struggling to cope.
To eradicate the stigma around mental ill health, businesses need to be open and encourage and support individuals in the organisation to share experiences and raise awareness of the problem. This can be done, for example, at team meetings or in one-to-ones. A great way to make a real impact is to encourage members of the senior management team (for example, the company’s MD) to speak candidly about their own experience. Setting an example from the top gives a clear message that mental health is important and part of everyone’s overall wellbeing. Organisations such as Time to Change promote mental health awareness coffee mornings (Time to Talk) and other events to help break the fear and stigma associated with mental ill health. Use this as a way of encouraging open dialogue and addressing fears. Go the extra mile and sign the Time for Change pledge and really demonstrate your commitment to beating stigma!
Another way to de-stigmatise mental ill health is to stop treating employees living with mental health problems differently from the rest of the team, as singling them out or isolating from their colleagues can exacerbate their problem.
It is important for managers to have reasonable awareness of mental health issues and be given sufficient support (such as specialist training and/or creation or supportive networks) to enable them to initiate appropriate conversations with employees who may be struggling to cope. Managers also need to be able to investigate potential work-related triggers for stress or mental health problems.
Employers have a duty of care to protect employee health and safety and line managers are well placed to help team members experiencing mental health problems. However, line managers in this situation may be nervous of raising it and fearful of saying the wrong thing in case they are accused of discrimination, harassment or bullying. Line managers should be suitably trained to give them confidence to speak with affected employees and to deal with their response when they broach the issue. Educating managers on how to help support their employees and letting them know what assistance is available (access to a confidential counselling helpline, for example) will enable them to support their staff more confidently and effectively.
Managers can’t remove all work pressures but they can work with employees to develop coping strategies to help to reduce stress – for example, through a change in working hours or a change of job role. As a part of their duty of care, managers should monitor and assess how their team members are coping. This can include talking to employees to identify and understand stresses and pressures they may be facing.
Additionally, businesses can take a number of different approaches to protect mental wellbeing just as they do for physical wellbeing. Schemes such as cycle to work and gym memberships are good for both physical and mental health but other policies can help to strengthen mental wellbeing in particular. This can include flexible working, taking regular breaks, monitoring and managing overtime, having email ‘blackouts’ and encouraging employees to take their holidays. Good quality occupational health support, employee assistance programmes and confidential counselling helplines can also help to maintain a mentally healthy workplace.
When it comes to managing mental health at work, there is no ‘one size fits all’ approach. Some employees will respond more positively to certain measures than to others. What’s needed is a ‘grass roots’ approach – employers should engage with employees to determine what support and initiatives are most valuable to them. By identifying employees’ needs and preferences, appropriate interventions can be made and, in turn, help to prevent people’s problems and pressures from spiralling into episodes of mental ill health.
*Online survey of 1000 senior business managers, MDs, CEOs and owners and online survey of 1000 non-exec employees undertaken in February 2015 by market researcher OnePoll.
Mark is Director of Psychological Services for AXA PPP healthcare. He holds Associate Fellowship and Chartership with the British Psychological Society, he is registered with the Health and Care Professions Council (HCPC) and is a chartered Scientist. Mark joined the medical services of AXA PPP healthcare in June 2008 and was previously Clinical Director for AXA PPP healthcare Employee Support for over 10 years. Prior to joining AXA Mark worked as a Senior Psychologist in the NHS and has many years of clinical experience and research expertise. He is an active member of the EAPA, BPS and BACP – Workplace. He maintains a private practice as a Psychologist in London.
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