How to promote mental health as a Change Leader
COVID-19 has presented its own array of unique challenges. From health, social engagement, problem solving and communication and most importantly, to the need for us to absorb a great deal of changing information, rapidly and with limited knowledge. All with the expectation that we act for the greater good of not just individuals, but for our families, communities and countries.
Before COVID, we were already dealing with mental health crises. In the absence of comprehensive health care coverage across the globe, a sensitivity to the importance of mental health and in some cases, lack of access to appropriate resources in the workplace, leaders will, if they haven't already, experienced the critical need to be aware of the importance of mental health resources.
Something as significant as COVID provides us with challenges and opportunities. One of the most significant we, as change leaders, can support and champion in our respective work places is mental health.
The convergence of home and work…
In 2020, many have experienced the largest convergence of remote/virtual/work from home transformation ever seen at this scale. For the foreseeable future, our home space (private, sacred, separate…) has now become office, school, recreational space and so much more. Without the ability to delineate and separate where, when and how we do things, the pre-existing blurred lines between work and personal life have become even more blurred.
In the not so distant past, people were able to create some semblance of separation, even when not always successful. As a result, the current state of affairs presents a real challenge, especially for those team members who suffer from poor mental health.
While every leader is facing unprecedented change, not all consider themselves "Change Leaders". However, times have created an opportunity for all leaders to increase their change capability for the betterment of their people.
I met with people across diverse industries and some who are leading change programming efforts within their organization, to gain a people-first perspective on how change can be handled by today's leaders to support and promote mental health in these times. As expected, the insights are valuable regardless of which side of the journey you're on:
What team members want Change Leaders to understand about the impact of Covid-19
Where possible, offer flexibility.
“With the economic downturn some are concerned about possibly losing their jobs. This is often compensated for by overworking. We all went from having two balls in our heads to balance to balancing 50. Employees need to hear from their leaders to acknowledge that they are dealing with a lot and it’s ok to not be ok. They need to hear what resources are available. They need to know what accommodations can be made like flexible work arrangements. They need to know that their employers value their lives and willing to join the fight. They need to know that their health and safety is a priority and they will be supported in whatever level of engagement and timing they are comfortable with. Sometimes it helps to encourage time off. Since this is something not experienced in the modern era nobody knows how to deal with this and it all affects our mental health.”
Provide additional time and care.
“Those with mental health challenges are impacted by, and potentially triggered, by experiences outside of work. Stress and lack of connection (for those working remotely) can impact individual and team performance as mental health struggles can make it difficult to function consistently at work. Those with these challenges need additional time and care from leadership to know it’s ok to work at a more tempered pace to take all that life those at us to manage our work and ourselves.”
Listen for the honest answer.
“We want people to assume the best and extend grace. We want people to ask if we are okay and listen for the HONEST answer, and then do something with the information. If I tell you I am sad, tired, or feeling overwhelmed, don’t say okay and move on, work with me on producing solutions that make sense. We want people to have REASONABLE expectations.. It would be wonderful if the company scheduled a mental health day for folks. Even if it’s just a half a day for people to regroup and have some breathing room it can be a game changer.”
How to help your team members’ mental health
1. Be clear, be honest
Ambiguity and vagueness are anxiety inducing. Be clear. Be honest. Be direct. Life is confusing enough on it's on, and if you are uncertain or don't know, say that too and share when we might be able to expect an answer.
2. Communicate early-on
Communicate as far in advance as possible, especially if what you're communicating may have a negative impact on someone's finances or job security. People need as much time as possible to pivot where they can.
3. Be open to ideas
Be solution oreintated! It's not hard to point out problems and challenges ever, but especially right now. Come with your own thoughts and ideas and be open to hearing what your stakeholders have to say. Really open!
4. Vocalize appreciation
Spotlight commitment, growth, and excellence every chance that you get. People need to hear that they are doing well, and their efforts are being noticed now more than ever. Say thank you every single chance that you get!
5. Check-in regularly
People, especially with mental health challenges, are not machines. You can't turn us on and get consistent results. Regular check-ins from leadership to ask how someone is doing (and mean it).
People are living on the front-line of change(s) in every area of their lives. Taking time to build awareness of the significant needs of people should be at the forefront of how (change) leaders think, operate and support others
What else should I consider and action?
Create resources across multiple media and platforms so audiences can digest content using their preferred method, in their own time.
Understand the impact of ambiguity and the risk it represents so that you can plan accordingly.
Build stakeholder plans that allow for risk mitigation, adoption and engagement. Spend extra time in these areas to ensure all change initiatives are designed and developed through the lens of mental health.
Work with your HR / Benefits / EAP teams for more guidance, best practices and appropriate language, when necessary.
Equip leaders with tools and resources to recognize team member needs, triggers and support queues.
