How to spot and manage mental ill health at work

Tomorrow is World Mental Health Day and the theme this year is "Mental Health is a universal human right". So, I thought it would be fitting if my hot coaching topic this month explored how, as leaders, we can best spot and manage mental ill health in those we work with.

The statistics on the prevalence of mental ill health at work show that there is a real need for leaders to recognise mental ill health equally with physical ill health (Source: MHFA England 2022):

• At any one time, one in six people of the working-age population of Britain experience symptoms associated with mental ill health.
• 50% of employees have experienced at least one characteristic of burnout due to greater job demands and expectations, lack of social interaction and lack of boundaries between work and home life.
• Almost half of workers (46%) say they’ve worked in recent months despite not feeling physically or mentally well enough to perform their duties.

In addition, the statistics on supporting employee mental health in the workplace show that employees feel they would like more support from their employer and their boss in supporting their mental health (Source: MHFA England 2022):

• 55% of respondents in the CIPD good work index survey who have experienced depression in the past 12 months said work had contributed to it. However, only 36% discussed this with their boss or employer.
• One-third expect or would like more support for their mental health and wellbeing from their employers.
• Only 38% of HR respondents in the CIPD Health and Wellbeing at Work survey think line managers in their organisation are confident to have sensitive conversations and signpost staff to expert sources of help if needed.
• Just over a quarter of workers (26%) say they struggle to relax in their personal time because of work.

So, if the need is there and the appetite from employees to be better supported is also evident, what is stopping us from having more conversations about the topic?

I think we are still a little scared of mental ill health; we are uneasy about people getting emotional and crying in front of us. We can feel that we need to somehow help fix them when this happens and yet we don’t feel we have the skills or knowledge to know how to do so and, as a result, we avoid getting involved.

It reminds me of how, 30 years ago, people were reluctant to use the word cancer; they would either refer to "the C word" or mouth cancer, but not say the word on its own, or simply make no reference to it at all.

Many of us were just as scared of that topic, as we didn’t understand it or its impact and our recovery from it.

That has changed over recent years. Medical developments have meant recovery rates have markedly improved and various stakeholders have driven the conversation (in a similar way to how World Mental Health Day is doing for mental health). As a result, today we feel more comfortable talking about cancer with friends and colleagues and as such we are better placed to support each other in the care process it can involve.

We need to be willing to take the same journey at home and work with mental health.

As leaders, we need to play our part as work impacts peoples’ mental health, and as employers, we have a duty of care to our employees.

Whilst I was exploring this topic I spoke with a Robert Walters colleague, Luisa Playfair, in Robert Walters Australia. Luisa explained to me that the Australian government have made it a legal duty of care for all companies and Company Directors to proactively manage good mental health under their Work, Health and Safety regulations. This change in legislation has shifted the scale of how proactively Australian companies now manage and talk about mental health at work.

So, how can we best have these conversations?

The legal duty in Australia has prompted companies to put in place policies and training at all levels of business to better support employees and their mental health. It has encouraged organisations to share best practices on how to go about this. One such organisation is RUOK ?and I like their simple messaging, particularly around how to ask someone how they are doing.

I like it because in many ways it removes some of the reasons, I suggest are scaring us from having these conversations:

• It encourages us to ask R U OK more often so that employees get used to us asking and feel more comfortable being asked and being supported. In turn, the more we ask the more confident we become in what we are asking.
• It encourages us to listen, not problem solve, just actively listen. This will be beneficial to the individual who will feel heard and supported and to us to not feel pressured to "fix" someone.
• It encourages action, which can help support an employee to think about how they may move forward. Again, we are not solving problems, but we may signpost to people who are skilled in supporting people with mental health issues.
• It encourages us to check in, so it is not a one-off conversation but demonstrates ongoing support and empathy.

Whilst as a leader, you may not set your organisation’s policy on encouraging good mental health, you can encourage team members and colleagues to be more comfortable discussing their health with you (physical and mental) by asking RUOK? as a regular part of your conversations.

You could also be more open/vulnerable with them regarding your health and in doing so demonstrate that if you are comfortable to share then they can do so (should they choose to).

It is probably also worth thinking about who you might signpost to, should the need arise; for example, your organisation’s employee assistance programme or private health insurance (if this is an available benefit).

The above suggests a more proactive approach to checking in with your team members and colleagues regarding how they are. But what can you look out for to help you identify someone who may be struggling?

The following signs may suggest that someone is struggling with their mental health and warrant a RUOK conversation more immediately:

• Being withdrawn or lost in thought
• Losing their sense of humour
• Being erratic, unusually agitated, tearful, or, conversely, emotionless
• Changes in appetite, weight or sleep patterns
• Increased alcohol consumption
• Increased absenteeism.

So, what does this mean for us as leaders?

In true coaching style, I think it means we should reflect on:

• Am I having RUOK? conversations with my team members and colleagues regularly?
• If not, why not? Is it just because I hadn’t really thought about it or something else, such as I am nervous about what response I will get and how I will cope?
• How aware am I of how people are showing up and would I recognise the signs that someone may be struggling (as above) if they presented? If I’m not aware, what could I do to be more aware?
• Would I know what or who to signpost to if a RUOK? conversation did require this?
• How often do you ask yourself RUOK? and what would I do if the answer to myself came back as "not great"?

As always, I hope you have found this blog thought-provoking and if you have any questions or feedback, please?get in touch .