According to recent research, training line managers in mental health is associated with better organisational-level outcomes including long-term sickness absence, staff recruitment and retention, customer service, and business performance.
It is also a recommendation in the WHO guidelines ‘Mental Health at Work’. However, only too often people are promoted with little extra general management training, let alone in the complex and often challenging business of recognising and dealing with staff mental ill-health.
If you are a manager, here are some ideas to get you started:
Take a three-tiered approach
Often managing mental health in the workplace is focussed solely on the individual who is struggling. Of course, this is important, whether the person already has a diagnosed mental health condition or has recently started to experience difficulties.
However, there is more to the story than that. A three-tiered approach gives equal value to preventative and proactive measures as well as being reactive when an individual needs specific help.
By being preventative, we create an environment that minimises any potential stressors within the organisation. This might involve ensuring that any company policies take the impact on employee mental health into account or actively encouraging people to take regular breaks or time off if they need it and actively facilitating this.
Secondly, we can be proactive in predicting stress hazards and putting measures in place to mitigate them. For example, an organisational change, even something like moving premises can be very stressful for some people. It is worth anticipating the potential impact and putting in place measures to address it. We also know there are groups of people who might be extra vulnerable to stress at work for example, those from less represented groups, disabled employees, people returning to work after an absence, new starters, and so on. Thinking about their needs, in collaboration with them, as well as ensuring they are happy and productive in their role, will help avoid any problems developing later.
Finally, there will always be a case for being reactive when the situation calls for it. This means having the confidence and skill to respond if someone you manage is struggling with their mental health. There are several ways you might become aware of this. They might have a diagnosed mental health condition such as bipolar disorder or clinical depression, which has been disclosed and has been classed as a disability. They might come to you to tell you that they are struggling, or you might notice signs that give you serious cause for concern. Finally, other team members might come to you with their concerns about a colleague.
Listen carefully
If the person has a mental health condition that they have disclosed, you must discuss this with them and put in any reasonable adjustments in the same way you would for any other disability. Adjustments for mental health difficulties tend not to be difficult or costly. The staff member concerned will know what works best for them. It is also a good idea to have a ‘wellness action plan’ in place for if the person starts to become unwell.
If an employee comes to you and discloses that they are struggling, it is essential to listen attentively and not be tempted to rush in with solutions. If it is not possible to give the person the time and attention they deserve, explain this to them and find a time where you can give your full attention. Often, just being heard is all the person needs, but there may be times when some other intervention is required. This might be to refer to someone with more expertise in mental health, a suggestion of some time off, or a review of workload.
Again, it is important to agree on the best way forward with that person, bearing in mind that if they are in a state of extreme distress, they may not actually know. If you judge the situation to be an emergency, for example, if the employee is suicidal or has become psychotic, phone the emergency services or take them to A&E.
On the other hand, you might have concerns about someone, and they have not come to you or deny that there is a problem if asked. This will involve a different kind of conversation. If you have reason to think someone is struggling, ask them if they are alright, possibly in a routine one-to-one. If they say, as most of us do, that they are fine, ask again. Do not give an opinion or, worse still, offer a diagnosis. Describe what you have observed that gives you cause for concern. They may be very relieved and open up to you, or they may not and deny that there is anything wrong. It may be that they do not want to talk to you. It may even be that you are the problem. All you can do then is leave the door open and suggest other places where they might get help. It is probably enough that you have reached out, but make sure you follow up. The chances are that you are not the only one who has noticed.
Look after yourself
All this can be hard and takes extra time and energy on top of everything else you have to do. Even if you are in a senior or managerial position, you are still vulnerable. It is important to look after yourself and model good self-care behaviour. It is also important to remember that you don’t have to do it all on your own. Help and support from others are essential when you are managing someone with mental health difficulties. It is also helpful to explore and share creative ideas for preventative and proactive good practice.
If you would like more detailed information, the IP Mental Health charity, Jonathan’s Voice, has produced a guide for senior leaders and managers.
Jonathan’s Voice also offers a one-day in-person workshop for managers covering all the above skills and more. Contact info@jonathansvoice.org.uk or visit the charity’s website for more information.
