'Generative AI', 'just transition' and 'bleeding edge' are terms that many modern managers need to be aware of. They’ve become part of corporate lexicon in the past few years and will likely remain for more to come. 'Mental health' is another term that has become more widely used in the past decade. However, the levels of understanding and experience of it in the home and workplace is concerning.
Research studies suggest that mental health holds a stigma in general society due to historical misunderstandings and cultural beliefs, which have led to widespread myths and misconceptions. Negative portrayals in the media further reinforce these prejudices, depicting individuals with mental illness as violent or incompetent. Additionally, a lack of education about mental health perpetuates ignorance and fear, while the unpredictability of mental illness can also contribute to societal stigmatisation.
In organisational settings, this stigma is exacerbated by corporate cultures that emphasise performance and resilience, often equating mental health challenges with weakness. Employees may fear job security and career repercussions, leading them to hide their struggles. The lack of supportive policies and inadequate training for managers further compound the issue. Peer pressure and company policies also play significant roles, making employees reluctant to discuss their mental health openly.
Behind the mind
Across the globe, common mental health challenges in the workplace include stress, anxiety, and depression. Employees may also struggle with issues related to work-life balance, chronic fatigue, and feelings of isolation or loneliness, especially in remote or hybrid work settings. According to October Health’s 2024 State of the Mind Report for South Africa, based on data from the company’s mental health app, where respondents could select multiple challenges, the top-five workplace mental health challenges are anxiety (39%), depression (28%), self-esteem (22%), workplace performance demands (20%) and poor sleep (20%).
Burnout, a state of emotional, physical, and mental exhaustion caused by excessive and prolonged workplace stress, is also a significant issue in the workplace. Employees often misunderstand its symptoms due to its close association with both depression and anxiety. Burnout can manifest through feelings of overwhelming exhaustion, cynicism, and reduced professional efficacy. It is so prevalent that it is now recognised in the Diagnostic and Statistical Manual of Mental Disorders as a legitimate mental health diagnosis.
Research suggests that burnout is common in organisations with low psychological safety, a low culture of self-care, and leadership mindsets that do not prioritise employee well-being, believing in the false dichotomy of performance and well-being. Psychological safety, as defined by Amy Edmondson in her book The Fearless Organization, refers to a climate in which people feel safe to express their ideas and concerns without fear of negative consequences.
A mindset, as Carol Dweck describes it in her book Mindset: The New Psychology of Success is a set of beliefs that shapes how one makes sense of the world and oneself. In this context, a leadership mindset that fails to prioritise employee well-being can exacerbate mental health challenges.
Whether it’s major anxiety before an important work event or chronic depression, these mental health challenges can be extremely serious, impacting not only an individual’s well-being but also their job performance, productivity, and overall satisfaction. Severe cases can lead to prolonged absenteeism, diminished work quality, and even short and/or long-term disability. According to the October Health report referred to above, employee mental health challenges cost the economy an estimated R250 billion in lost productivity per year, primarily through absenteeism and presenteeism. This alone reduces South Africa's GDP by up to 4.5% each year.
Performance reviews changed social interactions and absenteeism may indicate that an employee is struggling. Many do so in silence. It’s quite common for employees to mask their struggles due to fear of stigma or repercussions. Many put on a brave face, adhering to the “show must go on” mentality, which can lead to worsening mental health over time. This facade of strength often prevents them from seeking the help they need and is common in organisations with low psychological safety, a low culture of self-care, and leadership mindsets that do not prioritise employee mental health.
Behaviour that’s better
If a leader notices that someone in the office is struggling, it can be tricky to know the right or best course of action. Should you initiate a conversation or wait until the person has brought up their mental health challenges themselves? Whether the motivations are grounded in respect, fear of overstepping, or doubt if the assessment is accurate, ignoring what you’ve seen is not helpful.
Leaders should proactively initiate a conversation if they notice an employee struggling. Waiting for the employee to bring it up may prolong their suffering and negatively impact their performance and well-being. However, the approach should be gentle and supportive, emphasising concern for their well-being rather than focusing solely on work performance.
Given the scholarly consensus on the impact leadership can have on employees' overall work well-being, including mental health, it is imperative that leaders recognise their role in fostering a supportive environment. By addressing mental health issues promptly and compassionately, leaders can significantly improve employees' mental health outcomes and overall job satisfaction.
A positive example can also be set through open discussion about mental health and sharing personal experiences where appropriate. Leaders should prioritise their own well-being, take regular breaks, and demonstrate a balanced approach to work. Encouraging a culture of openness and vulnerability can significantly reduce stigma and make employees feel safer to disclose their struggles. This is supported by a comprehensive meta-analysis by Montano et al, which found that leadership behaviours promoting openness and support for mental health significantly improve followers' mental health and job performance.
In addition, leadership behaviours that are supportive, participative, and empowering were found to have a significant positive impact on followers’ mental health and job performance. These behaviours include providing emotional support, encouraging participation in decision-making, and fostering a sense of autonomy and competence among employees. Empowering leadership behaviours were associated with reduced levels of stress, burnout, and psychological strain, and employees under supportive leadership reported higher levels of job satisfaction, psychological well-being, and overall mental health.
Companies that care
An organisational culture that prioritises mental well-being typically features psychological safety that is in part created through policies that promote work-life integration, self-care, and open communication about mental health. Mental health resources and support systems also need to be accessible. Additionally, it’s important that managers are trained on mental health issues.
To effectively address and support psychological well-being in the workplace, they need to understand the differences between mental health, mental ill-health, and mental illness.
- Mental health, according to the World Health Organisation, refers to a state of well-being in which individuals can cope with the normal stresses of life, work productively, and contribute to their community.
- Mental ill-health, on the other hand, encompasses a range of negative states of mind, such as stress, anxiety, and emotional distress, that may impact one's ability to function but do not necessarily meet the criteria for a clinical diagnosis.
- Mental illness refers to diagnosed conditions that significantly affect an individual's thinking, emotional state, and behaviour, such as depression, anxiety disorders, bipolar disorder, and schizophrenia.
Recognising these distinctions is crucial for creating appropriate support systems and interventions that cater to varying levels of mental health needs, including communication without stigma.
Understanding, compassion, and structured mental health initiatives can significantly boost workplace productivity and resilience by reducing absenteeism, improving employee engagement, and fostering a supportive work environment. When employees feel supported, they are more likely to perform at their best and remain loyal to the organisation, enhancing overall engagement and reducing turnover rates.
Adoption of technology such as mental health apps like October Health that provide employees with accessible and confidential support can help to destigmatise mental health challenges in the workplace. Mental health apps can offer accessible support for employees, providing tools for stress management, mindfulness, and emotional well-being. These apps can facilitate immediate help and continuous monitoring, making it easier for employees to manage their mental health proactively.
Overall results of randomised clinical trials indicate that smartphone devices are a promising self-management tool for both anxiety and depression. By incorporating these tools into workplace wellness programmes, employers can provide effective and evidence-based resources to help employees manage their mental health challenges.
By normalising the use of these tools and integrating them into the company’s employee well-being programmes, leaders can create a more supportive environment where employees feel comfortable seeking mental health help and discussing their mental health.
Equipped and empowered
October Health has several resources on its site, including these three books on aspects of mental health in the workspace:
- Conversations That Work: A Guide to Boosting Collaboration and Decreasing Misunderstandings in the Workplace
This book highlights the importance of clear communication in fostering productivity, building relationships, and maintaining a positive work environment. Chapters cover topics such as active listening, meeting strategies, and leveraging technology for seamless communication. - Cultivating Trust at Work: The Essential Elements for a Psychologically Safe and Productive Workplace
Psychological safety is increasingly important, and this book highlights how it can be created in the office. Doing this can lead to increased employee engagement, innovation, and productivity. Exploring the impact of trust, communication, and leadership practices, the book provides actionable strategies for creating a culture of open communication and collaboration that supports employee wellbeing and overall performance. - Enlightening the Mind: A Grounded Approach to Tackling Depression for Today's Busy World
This book aims to provide education and empowerment by unveiling the basics of depression, discussing the mind-body connection, exploring treatment options, and emphasising the importance of resilience and support systems. It delves into the complexity of depression, exploring hidden symptoms, its impact on daily life, and various ways to manage and overcome this mental health challenge. Advocating for a mentally healthy society, it focuses on promoting awareness and empathy in addressing depression for a brighter future.
Dr. Frank Magwegwe is a permanent faculty member at GIBS. He lectures on corporate finance, employee wellness, personal mastery, resilience, and quantitative principles and widely consults in these areas. He is also a trusted financial wellness expert who is a regular contributor to newspapers and magazines and a frequent guest on radio and TV shows. Tune in to his show on Wednesday evenings from 20h15 – 21h00 on Radio 702.
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