5 ways managers can discuss mental health in the workplace without going overboard
Companies have invested heavily in supporting employees mental health During the pandemic, stress and anxiety remain high.
One key to tackling job burnout could be to teach managers how to talk to their employees about mental health, Deborah Grayson Riegel, author, speaker and management expert who has taught at Wharton and Columbia Business Schools.
But managers often worry that promoting mental health in the workplace might cross personal boundaries, says Riegel. CNBC Make It.
When she asks managers about their hesitation, “they’ll say things like: There’s a stigma attached to it, or I don’t want to pry, or I don’t want to delve into something that’s not going to work. They’re not comfortable talking about it. . Then, what if they bring up something I’m not prepared to handle?”
So as a means of helping people find the right language for difficult conversations, here are five tips for managers to lead discussions about mental health without feeling like they are. limit is exceeded.
1. Admitting the discussion can be awkward
Everyone’s comfort level and experience of discussing mental health vary.
Managers can break the ice by acknowledging how difficult the topic can be. Riegel suggests starting the conversation with something like, “I want to talk to you about something that might make you feel a little awkward, but I’ll accept the awkwardness because I care. to you.”
Consider framing the conversation using a scale that feels more neutral. Example: On a scale of 1 to 10, where 1 means you’re completely exhausted and 10 means you’re ready to double your workload, your energy level today where? Another frame of reference: What’s your weather like today? Is it stormy, is it clear, or is it cloudy with sunlight coming out?
You can also set the tone by sharing your answers first, which can create a sense of trust and psychological security. Speaking up about your struggles may never feel completely easy, but by modeling yourself, your employees can feel more comfortable sharing their own experiences.
2. Don’t be single with anyone
Let your report know in advance that you plan to check with them on how they’re doing, and assure them you’re talking to everyone on the team, says Riegel. That way, they don’t feel alone because of performance issues, and they better understand that this is a larger team effort.
Make it clear that these check-ins aren’t about scrolling through to-dos and status updates, but about your willingness to listen to their concerns, stress, and other challenges in the workplace. or even at home.
You can also take the time to meet face-to-face to ask people in person how they’re doing outside of work duties, Riegel suggests. Start by saying, “Let’s put work aside. How are you outside of work?”
3. Let them know they don’t have to share
Discussing mental health in the workplace will take some practice. Riegel recommends checking in often: “We tend to only contact once because we don’t want to go overboard and feel awkward, but please don’t contact just once. How I feel today may be different. with yesterday’s feeling.”
With that said, let your employees know they don’t need to reveal anything they don’t feel comfortable sharing.
Shape it this way, Riegel suggests: “I invite you to share because I care about you. You don’t have to respond at all. I don’t want to pry. But know that I’m happy to talk about anything. whatever you want to talk about.”
It is important to approach these conversations through the lens of diversity, equity, inclusion and belonging, she added. “There are significant cultural differences in how people think about asking for help, especially employees from underrepresented groups or those who do not feel psychologically safe at home,” says Riegel. Workplace.
4. Know when to stop bringing it up
If you get the feeling that your employees simply don’t want to discuss certain things with you, such as if they always respond that everything is fine or move on to the subject, know when It’s time to stop bringing up the problem.
You can also talk about this in advance, says Riegel, and pitch them in by saying, “I want you to know that I care about you and that you can give me anything no matter what. it’s work or not work-related, but I don’t want to push myself too. Do you want me to stop asking?”
5. Realize if you’re not the best source
Remember: Even if your employees don’t open up to you about what’s causing them stress, that doesn’t mean they don’t have support at home or elsewhere at work.
To check, you could say something like, “You seem to be feeling a bit stressed these days. Do you have anyone at work or in life to talk to about these things?”
As Riegel put it, “managers need to keep in mind that it’s important for your employees to have someone to talk to, but not necessarily to you. If the answer isn’t to you, rather than yourself.” catch yourself, be glad they’ve got a resource.”
Similarly, just because you’re in a leadership position doesn’t mean you’re expected to have all the solutions. However, that means knowing where to find the answers and directing your employees in the right direction, says Riegel.
To get there, find out what resources you have available through your company, such as employee resource groups or a health benefit portal for new pandemic-related programs. If you know of broader resources in your community that could help, you can also pass on those contacts.
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