Mental health is a serious concern in the U.S. workforce. A Centers for Disease Control (CDC) report states that more than one in five American adults lives with a mental health condition. Yet, less than half receive treatment due to fears of stigma, judgment by others, or unfair treatment. Remote work, too, can increase isolation and loneliness.
As a result, burned-out or unsupported workers are abandoning their jobs to take care of their mental health. Those who choose to stay at work and tough it out usually perform poorly and have a negative impact on the organization’s overall productivity and the economy. Reduced productivity due to mental health costs the global economy about $1 trillion a year.
Many employees who struggle with mental health try to hide it, fearful that they will be viewed or treated differently in the workplace. In particular, anxiety and depression are on the rise, which is no surprise considering the recent challenges of COVID-19, political and economic turmoil, inflation, housing costs, and other stressors. A Business Group on Health survey revealed that about three-quarters of the employers interviewed confirmed increases in mental health issues among their workers during 2023.
Employers are responsible for providing a safe workplace environment that prioritizes the mental well-being of their employees. Companies prioritizing mental health improve productivity, attract and retain workers, and are recognized as employers of choice. There is also the business case for profitability. According to the University of Chicago, organizations that support mental health see a return of $4 for every dollar they invest.
In summary, a critical need exists for accessible, comprehensive mental health care in the workplace. Because many employees lack adequate support and resources at home, employers can play a pivotal role in addressing this gap. “By implementing thoughtful initiatives and activities, employers can promote awareness, reduce stigma, and encourage open dialogue about mental health,” stated the Business Health Trust, an insurance benefits provider.
The Unique Role of Educational Facilities Managers
It is challenging for facilities leaders to manage their responsibilities and deadlines while still having the time and resources needed to be proactive and supportive of their staff’s mental health. Managers must show their vulnerabilities when interacting with their employees one-on-one or in group workshops to build trust. “Traditionally, leaders who showed vulnerability were perceived as weak,” said Sue Haywood, president and owner of Human Resource Blueprints, an HR consultancy. “But today, leaders who’ve overcome mental health challenges actually show more strength than those who say they’ve never had a problem.”
Prioritizing mental health is vital for facilities leaders. Nearly 60 percent of employees believe that managers prioritizing mental health improves productivity and engagement in the workplace. Additionally, 70 percent of workers feel their managers impact their mental health as much as their spouses do. To meet these expectations, managers should develop excellent communication skills, strive to be empathetic, build trust with their employees, and provide effective support. “If you have an open dialogue, you can understand where the person’s coming from, and that requires managers to listen with empathy and without judgment,” said Hayward.
If you have an open dialogue, you can understand where the person’s coming from, and that requires managers to listen with empathy and without judgment.
While general workshops cover the basics of mental health, managers also need to learn the signs of mental distress in their teams and be able to provide appropriate support. Managers should also check in with themselves using the same indicators that they use to identify mental health issues in their workforce. Even the strongest leaders are vulnerable to mental health issues. Research by Future Forum revealed that 43 percent of mid-level managers in the United States are at risk for burnout. Results from this August 2022 survey also showed a 40 percent increase in work-related stress/anxiety and a 20 percent drop in work/life balance, year-over-year.
After helping employees deal with the COVID-19 pandemic, mitigation measures, and increased stress loads, many managers felt too overwhelmed to provide mental health support to their teams. These conditions often put managers at risk for compassion fatigue. ”Similar to burnout, this form of manager stress is caused by providing emotional support to others,” stated Lyra Health, a provider of mental health benefits. “Compassion fatigue has seen a dramatic increase in the workplace since the start of the pandemic and, like manager burnout, can result in an inability to be empathetic toward employees.”
Trying to keep up, managers tend to overlook themselves as they continue to help others. As a result, “leaders, burdened by mental health struggles, may find their ability to connect with and inspire their team diminished,” stated Join the Collective, a business leadership think tank.
Building a Culture of Mental Health Awareness
Common causes of mental health issues at work are poor work/life balance, heavy hours and workloads, boring or repetitive work, and not being recognized for achievements.
Many workers are fearful of reporting mental health problems. Employees worry about the possibility of discrimination, retaliation/bullying, or being passed over for important projects, promotions, and raises. More than half of U.S. workers are concerned that their employers will judge them if they request leave for mental health issues.
The first step for any mental health awareness program is eliminating stigma. All leaders (including those in high-ranking positions) must play a role in supporting mental health. “Open and empathetic communication are powerful tools for reducing the stigma around mental health challenges,” stated the Kenan-Flagler Business School at the University of North Carolina. “Leaders can create feelings of psychological safety around mental health issues by openly sharing their own experiences.”
Other ways to build a culture of mental health awareness include:
- Educational presentations: Conduct regular workshops and training about mental health, including common signs of distress and coping strategies.
- Team building: Provide employees with various ways to connect and support each other personally, such as team-building activities and social events.
- Access to mental health resources: These include employee assistance programs (EAPs), training seminars, counseling services, and hotlines.
- Promote work/life balance: Provide flexible or remote work schedules to support employee needs; also limit the rollover of paid time off into the following year.
- Acts of kindness: A study in the Journal of Positive Psychology showed that people who engage in acts of kindness toward others reduce their anxiety and depression.
- Promote physical exercise: Studies show that physical exercise is an excellent way to improve mental health. Employers can provide local gym memberships, on-site exercise facilities, or create employee fitness groups.
- Make work rewarding: Provide new tasks and opportunities for learning and advancement to help workers realize the importance of their work.
Be Proactive
By implementing mental health awareness initiatives, employers can demonstrate their commitment to supporting the well-being of their employees. Proactive approaches to developing mental health awareness are improving, especially as employers experience the increased productivity resulting from a happy and healthy workforce.
Olivia Marcellino, vice president of research at Recovery.com, an addiction and mental health service provider, states that employers are increasingly supportive, especially when employees actively seek treatment. “Public stigma around treatment-seeking has decreased as our knowledge around mental health has progressed,” she said.
Lead with Curiosity
If workers confide to a manager that they are struggling with mental health, the manager’s first instinct might be to make some assumptions or try to identify the best solution right away without having enough background information. Instead, try starting conversations with empathy to better understand an employee’s situation. For example, as reported in the Harvard Business Review, Jen Porter, COO of Mind Share Partners, a nonprofit that works with companies to improve their culture of workplace mental health, advised that “if an employee’s engagement seems off or their performance is uncharacteristically low, ask ‘I’ve noticed that you haven’t been as engaged in meetings as usual. How are you doing?’ Or, if an employee has shared how grief impacts their focus, you could say, ‘I know you’ve mentioned this time of year is difficult for you. In what ways can we support you?’”
She further advised that if you are making decisions about project assignments or roles, instead of asking yourself, “Can they do this thing?” ask, “How could they be successful in doing this thing?” “If employees share that they’re feeling anxiety, do not immediately assume they can’t take on stretch projects or leadership roles,” said Porter. “Instead, consider what supports they might need to be successful in taking on that work.”
Prioritizing employee mental health is crucial for creating a thriving and productive work environment. Leading with curiosity regarding mental health is a holistic approach that can effectively support employee needs, team goals, strategic planning, and the institution’s goals. Managers should collaborate to reduce mental health bias to create a safe team culture that proactively supports mental health awareness, enhances productivity, reduces absenteeism, and improves employee retention.
Mark Crawford is a freelance writer based in Corrales, NM, and a longtime contributor to Facilities Manager. He can be reached at [email protected].
