We are living in quite unprecedented times.
The global lockdown we all suddenly have to cope with is like nothing we have ever seen before. It is enforcing a period of social isolation that is quite unheard of, and to some, it couldn't have come at a worse time.
Because whether we like it or not, workplaces were already being recognized as playing a major role in society's emerging mental well-being crisis. According to the National Institute of Mental Health (NIMH) around 1 in 5 U.S. workers will suffer from mental health problems in their lifetime, and when we spend about a third of our lives in the workplace, it’s pretty clear the two are going to be connected in some capacity.
In fact, NIMH research further suggests that employee mental health issues are costing U.S. employers upward of $80 billion a year.
Whether it's through overwork; poor workplace conditions; lack of support, recognition or career development; or failure to address issues such as financial well-being (a known contributor to poor mental health), many workplaces are getting things very wrong.
Four out of five employers do not provide mental health training for managers, according to the Institute of Directors. And now, to cap it off, organizations need to address the huge multiplying effect that the social distancing enforced on us by the coronavirus pandemic will have on mental health.
So, what's the answer?
It’s clear organizations need to fundamentally shift their collective mindset to one I believe promotes and recognizes a “care for self, care for others” mentality first.
This may sound counterintuitive to current management theory narratives that say the collective is greater than the individual — that by all committing to a common purpose, the whole is stronger than individual links. But self-care is a recognition that by taking control of our own mental, physical or emotional health, we are all much better prepared to be able to offer support and help for others.
An essential change of approach is needed. Because care for self is something people need to feel empowered (even allowed) to exercise, employees need to know that leadership values their long-term self-care ahead of any short-term pressures to meet deadlines or project goals.
One of the main reasons people may suffer in social isolation is because personal (often workplace-based) relationships can help us cope with stress, says Julianne Holt-Lunstad, a professor of psychology and neuroscience at Brigham Young University. If employees know they are able to have constructive conversations with their employer — either through a formal program or with their line managers — about what they need to help them, then they will feel supported enough to sustain their sense of well-being.
Studies have found time and again that when people feel their mental health is supported, their commitment to their employer rises, as does their productivity, engagement and numerous other factors. In times like these, focusing on output gains will result in more harm, longer-term, than good.
It’s highly likely that self-isolation will be no temporary matter, and until employees feel they have the resources they need to take care of their own health first, they won't turn their gaze outward.
As Maslow famously observed in his hierarchy of needs, humans have a series of innate internal requirements that must be met before they can turn their attention toward others. One of these is safety; another is esteem — the need for recognition that they’re competent and worthy of respect. Also integral to this is people wanting others to recognize their competence and to be respected.
In this unprecedented time, everyone — employees, colleagues, clients, family, friends, whoever — will be feeling these needs more strongly than ever.
So, what does all this mean in reality?
Employees need to know that their employers are there for them. That they trust and support them. And that they will provide the means for them to work, regardless of how isolation impacts them. To this point, technology is a critical enabler — not just of operations, but of connectivity between individuals.
Some employees may want more virtual contact through messenger-style chat or video technology. For others, it might be more regular check-ins, virtual shout-outs or the ability to share their experiences and offer support, whether through MS Teams, Zoom, Slack or other tools and platforms.
Provide the means for self-care, though, and you will find that once employees have their own needs satisfied, their care and support for others will naturally spill over as they connect with the rest of the business. Supported employees will thank you for the small measures you can introduce now — they will make a big difference immediately — and will continue to thank you long into the future.
Human beings are inherently resilient. Humanity has outlasted world wars, terrorist attacks and other pandemics. Each time our creativity, collaboration and resilience have helped us to build a better world. As we move through and beyond COVID-19, I fully expect that we will see this again. Our workplaces are ours to reimagine and reframe, and I feel privileged to be able to have a hand in shaping the next chapter alongside my friends, peers and colleagues.
