Mental Health Awareness Month

In case you may have missed it with all the coronation celebrations, May is Mental Health Awareness month in the UK.

As a Mental Health First Aider I advocate for those who don’t feel confident to share their own struggles as there is still a lot of stigma attached to discussing openly that we may not be doing as well as it seems for fear of how disclosing this information may impact the way we are seen at work. I also advocate for creating more inclusive, healthier workplaces where employee’s wellbeing and their mental health take centre stage.

I often use this platform to share content and talk about mental health and wellbeing in the workplace because I’m a firm believer they should be the top priority for companies, especially as 1 in 6 people in the UK experience mental health issues in the workplace.

Although the pandemic may now seem a thing of the past, its consequences are still very much visible. In fact, it is estimated that the pandemic has triggered a 25% increase in general anxiety and depression worldwide, and it has impacted workers across all industries, who have lived through the uncertainty of lockdowns, furlough, isolation or the pressures of working from home, all of it in rapid succession and without much room for adjusting to the new circumstances.

In 2022, the World Health Organisation acknowledged the importance of mental health and the positive impact of decent work and work conditions on wellbeing, and published?the World Mental Health Report: Transforming Mental Health for All, which highlighted the workplace as a key example of a setting where transformative action on mental health is needed.?

Closer to home, as the new Spring budget was announced in March encouraging people on long-term leave to return to work, the results of a survey carried out by PwC for The Times Health Commission found that poor mental health, rather than physical illness, was the cause of long-term absence at work, with two in five companies having seen an increase in employees taking long-term sick leave because of mental ill health. ?

The survey also revealed that more than half of the 150 employers polled reported that the mental health of staff had worsened since the pandemic and an extra 53 per cent admitted that the cost of living crisis had damaged the wellbeing of their employees.

Likewise, the pressure to socialise with colleagues has increased post-pandemic, creating an extra cause of anxiety for many who feel that refusing to do so -even if they don’t get along with colleagues- may not look good on them, and prefer not to rock the boat for fear of being seen as difficult or jeopardising their job.

On the other hand, many feel unable to verbalise that they miss spending more time with colleagues as the transition to remote working means there is a the lack of opportunities to connect in person.

On top of the above, and as it emerged from the PwC survey previously mentioned, ?the cost of living crisis is taking an extra toll on everyone, and since it has settled in without giving much respite after the wave of lockdowns, for many it may look like there is no light in sight at the end of the pandemic tunnel.?

While it is true that many organisations have realised the importance of creating a supportive, inclusive, diverse workplace and its positive impact on staff wellbeing, companies can easily indulge in wellbeing washing and do the talk but not walk the walk when it comes to implementing effective measures, and often are not employee-centric or tend to give staff little choice and agency in terms of what changes could make a more positive impact long-term.

And as we keep reading about companies urging employees to get back to the office, and while it is true that remote working can cause feelings of isolation and therefore people prefer to spend time in the office and see colleagues, recent research suggests this new ability to do hybrid work is equivalent to a pay rise of 7-8 per cent, with data highlighting that the shift towards remote and hybrid working has not just benefitted higher-earners, but also those in lower-paid jobs.

It is interesting to see how the two articles referenced in the links above seem to be two opposite side of the story. In one, people prefer to come back to the office and job offers offering remote working in the UK have fell; in the other, there are a number of benefits emerging from remote working, including better work-life balance, and job offers in the UK offering remote working have increased by 15%. This is only the reflection of how different people need different things, it is a matter of having options.

While the overarching framework to support wellbeing at the workplace needs to come from the top, be based on giving people choices to help them do their work better, and be backed by management to be successful, there are many simple and effective things we all can do to promote a supportive workplace culture and create healthier organisations that don’t lead employees to anxiety, stress or worst still burnoutackn, while we acknowledge differences in how people process information or experience connection.

The NHS has a list of 5 simple routines that can contribute to mental wellbeing, which are a great starting point for anyone individually. However, when it comes to wellbeing in the workplace you can also become an advocate for yourself and others with simple gestures. ?

For instance, by acknowledging neurodiversity at the workplace and how people process information differently and may need specific circumstances to perform at their best. If you have direct reports who are neurodivergent, you may need to adapt your communication style to support them better. Also, what may work for one neurodivergent employee, may not work for other, just as with neurotypical staff.

Ordinary routines like taking public transport and working in an office can be tricky for neurodivergent employees and those who suffer from sensory overload, and they may already feel exhausted by the time they start their day or struggle to focus due to the noise, artificial lights, combination of smells and interruptions that are come with being in an office and which neurotypical employees may not even notice. And the same goes for attending events - providing as much information as possible in advance, including how the space looks like, can be very helpful.

As a general good practice, factor in quiet time pre and post big work functions in order to allow everyone to decompress and recharge properly. This may look like not scheduling important meetings that may need focus in the days leading up/ shortly after a big event that has taken up most of your energy. Think about it this way: you want to be at your best for the next important thing in your diary, not depleted of energy and unable to focus as you're still processing the two-day conference you've just attended.

Likewise, learn about the introvert/extrovert divide and how it plays into how people can work at their best. When possible, give people the choice to do more of what makes them thrive. If you arrange social events for everyone to get together and meet with colleagues in person -which can be a great way to connect with colleagues if you operate in a remote working environment-, give everyone the option to accept or decline.

Here it is important to bear in mind that socialising and team building are not everyone’s form of connecting with others or having fun. In fact, it may lead to increased anxiety due to peer pressure. Respect people who don’t want to socialise with colleagues in the same way as people who want to socialise as much as they can. Both are equally valid choices.

When it comes to working with others, ask yourself if that email or message is really necessary or can wait until you see the person as research has linked excessive notifications to depression and anxiety, and may be responsible for your lack of focus.

And while you’re at it, embrace the good practice of checking with colleagues for their availability before putting meetings in their diaries. Don’t assume that because they seem to be free, they are free. Many people don’t block their diaries for focused/admin work, and they may also want to keep some free time in their diary to accommodate last-minute meetings.

Communicate with colleagues clearly about what adjustments could improve the way you do your work. For instance, having a set time and day for a recurrent weekly/monthly meeting can be helpful to plan ahead your schedule, instead of receiving a notification with short notice and each time for a different day/time. Be also open and flexible to accommodate other people’s needs and ask about what you can do to support them. Communication and respect go both ways and are key to finding common ground.

It shouldn’t be even mentioned as it's wellbeing 101, but make sure you block time in your diary for lunch every day at a set time and have a proper lunch break ideally not in front of your computer

And whether at the office or at home, don’t forget to move! Try to go out every day for a walk for at least 30 minutes. It can be as part of your lunch break if time is tight, but if you can do it on top of it, better still. Moving your body does wonder for your focus, creativity and productivity, especially if you are stuck on a task or can’t progress with something you’re working on. You’ll feel refreshed and more balanced afterwards.

If a colleague has done an excellent job, has been helpful, is really gifted at something or simply is a great person to talk to and makes your work days better, just tell them. We hear “thank you” many times a day, but it is often formulaic and it doesn’t mean we feel appreciated or seen for something that makes us, us, instead of Jenny from Accounting. Also, learn how you can make everyone feel included and welcome. Feeling connected to our work, mostly through the relations we build and by how valued we feel, and having a manageable workload that generates good stress are at the basis of a healthy work environment.

And if you notice that a colleague doesn’t look like their usual selves, ask them if they want to go for a coffee/lunch/walk together. No need to ask big questions, simply have a friendly chat without further agenda. Sometimes having someone who truly listens can make a massive difference.

If you’d like to go a step further, you can also find out if your organisation has any wellbeing/mental health in the workplace initiatives in place. If so, learn about the resources available and how you can signpost them to colleagues who may need them. Be curious about their activities and how you can get involved. Wellbeing and mental health in the workplace is a cause for everyone.

And if you’d like to become a Mental Health First Aider speak to your HR team to learn if that’s something your organisation could provide. Usually training is arranged for a minimum of people within the company, and it can be done online or in person. You can refer to MHFA England for more information.

While no single workplace can offer everyone the best conditions to perform at their top while keeping anxiety, stress and burnout at bay, our every day actions and choices can go a long way into improving wellbeing in the workplace, whether our own or that of colleagues. Creating a space where people feel supported to discuss openly ?what could make their life at work easier without fear of judgement can be the first step towards bringing about a wave of positive change for everyone.