Understanding Mental Health – Recognising Triggers

Dear colleagues,

As I have climbed the corporate ladder, I have come to realise that mental health is a topic we must address more openly.

Managing people, schedules, budgets, and expectations is challenging enough, but when you add the invisible strain of mental health issues, things can become overwhelming. In this newsletter, I want to speak candidly about my own experiences in recognising and supporting mental health challenges in our teams.

Facilities management can be a high-stress industry. We work in environments where things can change in an instant, and often we are the ones who have to ensure that everything runs smoothly. But we cannot do that if we are ignoring the mental well-being of those around us, or indeed, our own.

I have come across many people in our field who are suffering quietly, sometimes without even realising it. The daily grind, the constant pressure, the expectation to always be on top of things – these factors weigh heavily, and over time, they can trigger more significant mental health concerns. In this newsletter, I will share some of the key triggers I have identified that affect mental health within our industry, and how we can work together to address them.

The Pressure of Perfection

One of the most common triggers I have witnessed is the pressure to be perfect. Whether it's ensuring that every facility we manage is operating at 100%, or that our clients are completely satisfied, the constant drive for perfection can take a toll on us all. We have been conditioned to believe that anything less than perfection is failure, and that mentality can lead to significant stress.

I have seen colleagues work late into the night, skip breaks, and sacrifice their personal time in the pursuit of perfection. But here's the truth: no one can be perfect all the time. Expecting that from ourselves or our team members is not only unrealistic but harmful. We must foster a culture that encourages excellence without demanding perfection, where mistakes are seen as opportunities to learn, not as personal failures.

Isolation and Loneliness in the Workplace

Facilities management often requires long hours on-site, and this can sometimes lead to feelings of isolation. Even though we work with teams, the nature of our jobs can mean that we are physically isolated from others for long periods. I have known several associates who, after spending hours or days working alone in a building, start to feel disconnected from their colleagues and even their personal lives.

Isolation is a powerful trigger for mental health issues like anxiety and depression. As managers, we must ensure that no one feels isolated for too long. Whether through regular check-ins, team-building activities, or simply offering a listening ear, we can help break down the barriers of isolation in our industry.

The Burden of Responsibility

Managing a facility is a huge responsibility. It's not just about ensuring that the building is maintained; it's about keeping people safe, making sure everything runs efficiently, and solving problems as they arise. This can be an enormous weight to carry, especially for those who are new to the role or who are juggling multiple facilities at once.

I have spoken to many managers who feel the burden of responsibility acutely. They worry about making the wrong decision, about letting their team down, or about not meeting the expectations of upper management. This kind of constant worry can be a trigger for anxiety, burnout, and other mental health issues.

It's essential that we as leaders take steps to share the burden of responsibility. This can mean delegating tasks, offering support to those who are struggling, and creating an environment where asking for help is seen as a sign of strength, not weakness.        

Stigma Around Mental Health

One of the most challenging aspects of mental health in our industry is the stigma that still surrounds it. In facilities management, where the focus is often on tangible, physical outcomes, mental health can seem like an abstract issue, something that's harder to define or solve.

I have seen colleagues hide their struggles because they fear being seen as weak or incapable. This stigma prevents people from seeking the help they need, and it perpetuates a culture where mental health is ignored rather than addressed. As leaders, we must be vocal about the importance of mental health and lead by example in breaking down these barriers.

It starts with conversations – open, honest conversations where we acknowledge that mental health is just as important as physical health. We need to normalise the idea that it's okay not to be okay, and that seeking help is a sign of strength, not failure.

Identifying Early Signs of Trouble

Over the years, I have learned to recognise some of the early signs that someone may be struggling with their mental health. These signs aren't always obvious, but they are there if you know what to look for.

Changes in behaviour are often one of the first indicators. An associate who is usually outgoing and talkative may become quiet and withdrawn. Someone who is typically punctual and reliable might start arriving late or missing deadlines. These changes can be subtle, but they are often the first signs that something is wrong.

Another sign is a drop in performance. If someone who usually does excellent work starts to make mistakes or seem distracted, it could be a sign that they are struggling with something deeper. As managers, it's our responsibility to notice these changes and address them with empathy and understanding.

But we must also be aware of our own mental health. Too often, we are so focused on helping others that we forget to take care of ourselves. It's easy to get caught up in the demands of the job, but if we are not mentally well, we cannot lead effectively.

Supporting Each Other

The most important thing we can do as a team is to support each other. Mental health struggles are not something that can be fixed with a one-size-fits-all approach. Each person's experience is unique, and the support they need will be different.

For some, it might be as simple as offering a listening ear. For others, it might mean connecting them with professional help or offering flexible work arrangements. Whatever the solution, the key is to create an environment where people feel comfortable speaking up about their struggles.

This means fostering a culture of trust and openness. As leaders, we must be approachable, and we must lead by example. When we talk openly about our own challenges and show that we are taking steps to care for our mental health, it sends a powerful message to our teams that they can do the same.

Moving Forward Together

I know that mental health can be a difficult topic to address, especially in an industry like ours where the focus is often on tangible, measurable outcomes. But the reality is that if we ignore mental health, we will never reach our full potential as a team or as individuals.

We must start by recognising the triggers that can lead to mental health struggles and take proactive steps to address them. This means creating a culture of support, breaking down the stigma around mental health, and offering the resources and flexibility that our associates need to thrive.

In the coming months, I will be sharing more of my experiences and insights on how we can better support mental health within our industry. I encourage you all to take these messages to heart and to start the conversation with your teams.

Together, we can make a real difference. By acknowledging the challenges, offering support, and creating an open environment, we can help ensure that no one in our industry has to struggle with mental health issues alone.

Thank you for taking the time to read this, and please feel free to reach out if you ever need someone to talk to.

Warm regards,

Carl