Employees themselves take time to realize that they have a mental health problem. They tell themselves: « it’s nothing, it’s just a little depression, it will pass. »
But that doesn't always happen. Depression turns into psychological suffering and often into mental illness.
But people suffering from an illness are unlikely, even reluctant, to ask for help. They do not want to jeopardize their professional life.
If the fight against stigma, as well as the promotion and prevention of mental health were more widespread in companies, the discussion on mental health in the workplace would be so much easier.
For the moment, pathologies of mood disorder or anxiety predominate in terms of organizational health. After a while, people in pain need psychological support and, unfortunately, many of them end up joining the ranks of absenteeism.
Don't wait too long to talk about mental health at work
Yes, but most managers tell me that they are not health professionals and do not know how to go about talking about mental health problems or well-being at work.
I know it can be difficult to talk about mental distress, but managers need to be brave because mental suffering quickly becomes unbearable. You don't have to be a mental health professional to reach out to our most vulnerable employees.
In addition, and it is very well documented, the social support of the manager constitutes a significant and positive intervention for the improvement of the mental condition of the suffering people.
Prepare for the conversation
Start by concretely identifying the behaviors and changes that trigger the need to have a discussion about mental health. Then, it will be necessary to approach the question with tact and empathy.
Identify your goal. For example, informing about company services and policies, convincing to see a health professional, to consult the EAP, etc.
Don't forget that the vulnerable person will probably be in an exacerbated emotional state, and they may have demands (overload, organization of work, taking time off, changing departments, etc.).
Be open to discussion, facilitate access to mental health care. Be proactive in dealing with their psychological distress.
De-stigmatize first
Lazy, weak, looking for a way not to work, etc. These prejudices are still in vogue in the workplace.
Take the necessary steps to combat stigma. Propose to the company to act in risk prevention, to promote mental health and well-being, to act on stress at work, to set up mental health programs. In recent years, there has been an improvement, many employers are investing to improve psychological health at work and create healthy workplaces. Even the organization of work is no exception, which is a good thing!
During a conversation on the issue of psychological distress, the manager will seek to establish a climate of trust and reassure the employee of the company's willingness to support them.
The employee must feel an atmosphere of psychological safety, and a real desire for the protection of their health by the company. This commitment from the manager and the company helps the employee to open up about their discomfort and the problems they encounter.
Show empathy and don't judge
Being empathetic means listening with empathy. You must be present, show openness, be flexible. Try as much as possible to put yourself in their shoes, be curious, ask questions, listen to the answers without judging.
If the person opens up about problems in their personal life (drugs, addiction, depressive symptoms, etc.), do not judge them, and do not make assumptions about the treatments they should follow. You are not a mental health professional. You can be empathetic, for example you can say, this must not be easy to live with psychologically.
Be careful of wanting to fill in the silences. Let these silences happen, they sometimes give way to sharing.
Offer help
Ask your employee what they need, suggest things.
Do you want to take time off?
Would you like more flexibility in your work schedule?
Can we reduce your workload, redefine your objectives and your deliverables?
What do you like most about your job, do you want to focus on that more?
Can we improve the work environment and reduce stress?
Are there other things that we could look at together to promote your recovery, help you regain better mental health, your well-being?
This opening on your part will be well received. The employee will see that you care about their good psychological health. Don't stop there, as they might need some outside help. Offer to see a doctor or consult the EAP. If you find the person uncomfortable and prone to self-stigmatization, talk to them about consulting a specialized resource, rather than using the word psychologist or psychiatrist. You can also suggest helping by making arrangements.
Follow up
If you have agreed on an action plan, set it in motion quickly. For example,
Immediately suggest a meeting to evaluate and make changes to the task.
Make an appointment for the person with the agreed resource.
Schedule statutory follow-up meetings to discuss developments and propose new avenues if necessary.
Then, when the problem is a thing of the past, check in a few times to make sure of their good mental health and their quality of life at work.
Amélie, your mental health coach
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