A Leader Focused on Employee Mental Health Will Succeed Post-pandemic

During the 2021 Summer Olympics in Tokyo, Japan, U.S.A. Gymnastics star Simone Biles withdrew from the all-around finals citing a mental health issue. The world was left stunned since the four-time Olympic Gold Medalist was favored to win Gold in multiple disciplines. Yet, Biles’ withdrawal shined a light on her mental wellbeing and kick-started the mental health conversation of Olympic athletes, a dialogue that fellow Olympian, Michael Phelps generated years before. While both athletes received support from their country, coaches, and teammates, the athletes themselves expressed a feeling of loneliness. Since then, both Biles and Phelps have become public advocates for mental health support resources like Biles’ partnership with Cerebral and Phelps’ endorsement of Talkspace.?

The COVID-19 global pandemic has hurt people’s mental health and put a strain on people’s wellbeing. One study showed the estimated global prevalence of Major Depressive Disorder in 2020 increased by 682.4 cases per 100,000 population and estimated an additional 53.2 million cases due to the effects of COVID-19, an increase of 27.6%. Due to government-required lockdowns, most employers closed their offices, and employees worked from home. In an exclusive interview for this piece, Clinical Psychologist Lauren Kunik, Ph.D., (L. Kunik, Ph.D., personal communication, November 1, 2021) said:?

“With the onset of the pandemic, many individuals had to make the abrupt and unexpected transition to working from home.?This required many of those individuals to renegotiate their work/life balance.?Specifically, many had to adjust to sudden changes in the amount of personal space they experienced on a day to day basis. For some this meant facing prolonged social isolation, while for others, a lack of time away from partners and children. ?

The strain this unexpected transition has placed on our relationships with others and with ourselves has led to poorer self-care, and an increase in the incidence of depression, anxiety, alcohol consumption, and divorce.

Additionally, many individuals have also been struggling with the expectation to now return to their offices and business as usual. A year plus of social isolation has led to increased rates of agoraphobic-like symptoms for some, causing those individuals to fear now having to emerge from isolation and re-enter the world. Others remain fearful of COVID itself and feel that a return to the office at this stage is premature, causing some to quit their jobs instead of opting to return to the office”.

Leaders can support employees who have concerns about their mental health and wellbeing by putting it at the center of their people management strategies. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said: “From the standpoint of employees, it is the job of leaders to acknowledge how challenging the present circumstances are for everyone”. People management strategies supporting a healthy work/life balance are best for employees post-pandemic. A healthy work/life balance requires employers who actively and consistently promote employee self-care. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said: “When leaders make it known that they care about employee mental health and encourage good self-care, it will in turn motivate workers to take better care of themselves and to feel safe to disclose if they are struggling”.

Many predicted a rise in divorce rates during the pandemic. The same theory applies to work relationships. Work relationships - or should I say working relationships - are at the heart of successful businesses and leaders who ignore the signs of an employee who needs mental health support endangers the employee, team, and the business. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said:?

“Creating an environment in which employees feel safe to express their grievances and be open about the presence of personal struggles is of the utmost importance. If individuals expect their feelings to be invalidated or overlooked, it is unlikely that they will open up. When people keep their frustrations to themselves for prolonged periods, eventually they reach a point of burnout and either quit or in more extreme circumstances, do something to harm themselves or others”.

The COVID-19 lockdown challenged employees’ virtual collegiality and required them to get comfortable with their home life. To a certain extent, their personal lives have been exposed during the lockdown (e.g., multiple roommate situations, lack of shared space between couples or their children and caregivers). Leaders who approach permanent remote work with grace and empathy experience a stronger relationship. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said: “In addition to encouraging good self-care and listening to employees’ needs as they adjust to working from home, another important thing to encourage is connection with others. In this regard, leaders should find ways to foster connection between employees as they work remotely”.?

Leaders can be supportive of virtual work while also seeing an increase in employee productivity. The age-old adage that employees who are not seen are not working has been overturned during the pandemic. Studies showed that employee productivity increased during the pandemic causing businesses to change their policies on remote work. A boom in the hiring market caused business attrition rates to soar. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said: “If companies want to reduce attrition and maintain productivity, it is imperative that they consider the mental health of their workers”. From a U.S. standpoint, if not a global one, events like the murder of George Floyd, violence against Asian Americans and Pacific Islanders, and the January 6th insurrection caused leaders to re-evaluate their people management strategies. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said: “When it comes to management strategies, open communication is key. It should be made explicit that employees are invited to speak their minds. Good self-care should also be encouraged”.?

Leaders set the example at work. If a leader is cold, distant, or unusually sharp or demanding, then it is likely their employee will notice and may cause an unhealthy ripple effect. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said: “Our first authority figures in life are our parents. As adults, our bosses become our new authority figures, and we both consciously and unconsciously look to them for guidance about how to conduct ourselves. Therefore, it is so important that our leaders set a good example for us”. Employees absorb their work environment like the environment they grow up in. Dr. Kunik (L. Kunik, Ph.D., personal communication, November 1, 2021) said:

“Our bosses and leaders are authority figures whom we turn to for guidance, validation, and permission to prioritize ourselves when we’re struggling. For this reason, it is imperative that leadership take this part of their role seriously. When bosses put pressure on employees to succeed at all costs to themselves and their families, many people oblige.?While it is true that all adults are responsible for themselves, their own feelings, and their own self-care, bosses should take responsibility for the influence they have over their employees and not take advantage of this fact”.?

Leaders are encouraged to be consistent in their communication, have positive interactions with their employees, and create a safe space while working virtually. There are several ways leaders can identify an employee in need and support their employee and team dynamics. Below is an excerpt from my interview with Dr. Kunik where she shared some key insights on improving employee mental health (L. Kunik, Ph.D., personal communication, November 1, 2021):?

Q: What, if any, are the signs of employees struggling with mental health that people leaders should be aware of?

“When assessing the mental health of an employee, leaders should pay attention to anything that appears to be uncharacteristic of that individual. ?

For example, take note of any sudden changes in demeanor, such as the person becoming more withdrawn, being less communicative, and making less eye contact.?Alternatively, the individual might demonstrate a sudden decrease in frustration tolerance and increased reactivity to disagreements or conflict.?Other signs include decreased productivity and motivation, lateness, or absence at meetings.

In severe cases, you might notice changes in the employee’s appearance, such as poor hygiene, extreme weight loss or weight gain, showing up to work hungover or under the influence of a substance.”

Q: What advice would you give to people leaders responding to employee mental health?

“When speaking to an employee who is struggling with his/her mental health, first and foremost, the leader should reassure the employee that it is safe for them to talk about it. Once the employee has disclosed that they are struggling, the leader can then check in with them about their work/life balance and self-care routine. For example, they can ask if the employee is sleeping well, eating well, and getting exercise. The leader should be prepared to encourage the employee to take time off, or temporarily cut back on responsibilities at work where possible. Also, the leader can find out if the employee has a support network, such as friends, coworkers, a spouse, etc., and encourage the employee to reach out to these people. ?

Recommend psychotherapy if the employee is really struggling in any of these areas. It might be helpful to have a referral source on hand (i.e., a list of providers who accept the insurance offered by the job, or a name of a local low-fee clinic). If the employee is already in therapy, encourage them to see their therapist more frequently while they are going through this difficult time. ?

Remember, as a people leader, you don’t have to give advice. What people struggling with anxiety and depression find most helpful is to have someone listen to them and validate their feelings. ?

Most importantly, the leader should follow up with the employee after the initial discussion. Depending on the level of concern for the employee, it might be necessary to check in with them over the next few days, or on a weekly basis for a while. It’s not enough to just have one conversation. Ensure that the person is actively seeking help or making changes to their self-care routine”.

Q: What advice would you give to employees struggling with their mental health?

“I would encourage an employee who is struggling to ramp up their self-care for a period of time until they’re feeling better.?I’d tell them to make sure that they have enough downtime throughout the week for rest, hobbies, and time spent with loved ones. I would tell them to reach out to their support network more frequently and I’d recommend psychotherapy if they are not already in treatment.?I would also strongly encourage a struggling employee to set better boundaries at work by either asking for time off, or to cut back on responsibilities while they get their mental health back on track”. ?

On The Power Shift Podcast with Sharon Melnick, Ph.D., featuring Anne Gotte, Ms. Gotte said: “Meaning, dignity, and community makes up noble work”. Leaders who can create safe spaces where meaning, dignity, and community can thrive and incorporate employee mental health and wellbeing into their people management strategies will succeed in a post-pandemic work environment. Leaders who act with compassion and focus on how their employees are doing through communication will foster leadership capabilities and trust. Finally, leaders who are aware of behavioral irregularities and respond supportively will have strong relationships with employees and improve team bonds.?

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[1]?Macur, J. (2021, July 28).?Simone Biles is withdrawing from the Olympic all-around gymnastics competition.?The New York Times. Retrieved November 23, 2021, from?https://www.nytimes.com/2021/07/28/sports/olympics/simone-biles-out.html.?

[2]?Staff, & Staff, T. A. (2021, July 28).?Michael Phelps on Simone Biles, mental health: 'it's OK to not be OK'. The Athletic. Retrieved November 23, 2021, from?https://theathletic.com/news/michael-phelps-on-simone-biles-mental-health-its-ok-to-not-be-ok/nVaL238ANGo7/.??

[3]?Phelps: The Time is now to help athletes struggling with mental health. Beijing 2022 Olympic Winter Games. (n.d.). Retrieved November 23, 2021, from?https://www.nbcolympics.com/news/phelps-time-now-help-athletes-struggling-mental-health-0.?

[4]?The Economist Newspaper. (n.d.).?Covid-19 has led to a sharp increase in depression and anxiety. The Economist. Retrieved November 23, 2021, from?https://www.economist.com/graphic-detail/2021/10/11/covid-19-has-led-to-a-sharp-increase-in-depression-and-anxiety?gclid=Cj0KCQjw8p2MBhCiARIsADDUFVE8NZuv_jMfDK3J725VrDHs2KQrBkVcsd2yIIpZf_a0fFzpzOQRZtYaApyqEALw_wcB&gclsrc=aw.ds.?

[5]?COVID-19 Mental Disorders Contributors. The Lancet 2021; 398: 1700-12. Published Online, 8 October 2021.?https://www.thelancet.com/action/showPdf?pii=S0140-6736%2821%2902143-7.??

[6]?Savage, M. (2020, December 6).?Why the pandemic is causing spikes in break-ups and divorces. BBC Worklife. Retrieved November 23, 2021, from?https://www.bbc.com/worklife/article/20201203-why-the-pandemic-is-causing-spikes-in-break-ups-and-divorces.??

[7]?Mauer, Roy. SHRM.org. 16 September 2020.??https://www.shrm.org/hr-today/news/hr-news/pages/study-productivity-shift-remote-work-covid-coronavirus.aspx?Maurer, R. (2021, July 6).?Study finds productivity not deterred by shift to remote work. SHRM. Retrieved November 23, 2021, from?https://www.shrm.org/hr-today/news/hr-news/pages/study-productivity-shift-remote-work-covid-coronavirus.aspx.

[8]?Gaskell, A. (2021, May 31).?How productive have remote workers been during Covid??Forbes. Retrieved November 23, 2021, from?https://www.forbes.com/sites/adigaskell/2021/05/31/how-productive-have-remote-workers-been-during-covid/?sh=31f10142639e.

[9]?Greenwood, K., & Anas, J. (2021, October 4).?It's a new era for mental health at work. Harvard Business Review. Retrieved November 23, 2021, from?https://hbr.org/2021/10/its-a-new-era-for-mental-health-at-work.

[10]?Melnick, S. (Host). (2021, June 11). The Power of Noble Work with Anne Gotte (Episode #14) [Audio Podcast Episode]. In?The Power Shift with Sharon Melnick, PhD. The Power Shift Podcast.?https://podcasts.apple.com/us/podcast/14-the-power-of-noble-work-with-anne-gotte/id1544989891?i=1000525016439.

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Sarah Dyer is a communications professional and thought leader who champions #BuildingStrongerTeams through Strategic Communication. She promotes her stories in organizations and on LinkedIn. She believes that each person and each team can drive lasting and value-adding change through strategic communication. She believes that when communication stops, everything stops.?The views and observations expressed in this piece are her own and are not affiliated with any organization.?#ViewsMyOwn