The Manager/Supervisor’s Role in Fostering a Mentally Healthy Workplace
August 2024 - Beth Danehy
Even those who identify as generally mentally healthy will notice some degree of fluctuation in their mental well-being. Like our physical health, our mental health naturally varies. Viewing challenging periods in our mental health similarly to physical health helps us recognize the importance of seeking support, practicing self-care, and allowing ourselves the grace to heal and recover. However, our societal view of mental health is different from physical health, and it is difficult to realize how many people truly experience mental health challenges in their lives.
Nevertheless, more people will experience mental health issues than not. By age 75, more than half of people in the US will have experienced mental illness. About one in five adults have a mental illness and one in 20 adults have a serious mental illness, such as major depressive disorder, bipolar disorder, or schizophrenia.
The development of mental health issues is complex and often includes both biological and social factors. Adverse childhood experiences are linked to chronic health problems, mental illness, and substance misuse. And we know that trauma experienced at any stage in life can impact our mental, emotional, and physical health. Protective factors, such as reliable support systems like strong peer relationships, good coping skills, optimism, and economic/financial security contribute to sustained mental health.
It is no secret that our work life can be a source of strain on our mental or physical health, and also it can be a source of meaning. Work life can create a sense of belonging and connection, competence, confidence, and contribution. We know that managers are critical in all efforts to support a mentally healthy workplace that is a source of meaning to employees. If you are a manager or are interested in learning ways a workplace leader can better understand the well-being needs of their team—I encourage you to read on.
Three Ways You can Support that Help Foster a Culture of Well-Being
Talk Openly About Mental Health
Talk about mental health and well-being practices regularly. Talking about mental health normalizes mental health challenges, which are indeed an inherently normal part of our human experience. Being open about these challenges makes it easier for someone who is experiencing distress to ask for support.
Leaders who model vulnerability reduce stigma: to the degree you feel comfortable, consider being open with your team when you feel distressed, or your mental health is challenged. Being vulnerable is a sign of strength and demonstrates your humanity. This is not a recommendation to share personal details with your team, but rather communicate honestly when you may be having a difficult day and may seek supportive resources. Welcome others to support you.
Show Care
Pay attention to how each individual on your team is presenting over time. When possible, hold 1:1 meetings with your direct reports. If you sense something, speak with them privately. A simple, “You haven’t seemed like yourself this week, how are you doing?” demonstrates awareness and empathy. Actively listen. Offer support. Thank them for sharing with you.
Listen to their response with a non-judgmental attitude. Allow them to give feedback on how much work they can handle. This builds trust, a critical factor in employees feeling safe to share when they are struggling. And, if someone does exhibit the bravery to reveal that they are struggling, guide them to the confidential and professional resources available, including FEAP.
Share Resources
Although connecting the employee with FEAP or other resources is only a partial response, it is critical that managers allow, and even encourage, employees to access resources.
This may seem disruptive to workflow and may appear to be a sacrifice to productivity, but it does the opposite. In fact, an April 2024 online Harris Poll of 1065 US full time employed adults noted that stress about mental health is the top obstacle to productivity at work, above physical health, job security, social issues, and caregiving. Supporting those you supervise to access the resources needed to improve mental health and well-being will contribute to increased productivity. Employees reported a 41% improvement in work engagement following services at FEAP.
FEAP encourages managers to treat a FEAP appointment like a medical appointment. Employees should not be expected to share with a supervisor that they have sought FEAP resources. FEAP services are confidential; FEAP will not share any information with managers/supervisors (or others) without written consent from the individual being seen in FEAP.
Support Doesn’t always Mean Solution
When an employee is not performing well, or makes an error, responding with empathy and emotional intelligence will get you more results. Research shows that exhibiting supportive behavior has a major impact. It is important to notice your team's challenges, stressors, wants, needs, and other trends along with the ebbs and flows of work itself.
Simultaneously, managers can explore adaptations iteratively to maintain a healthy team culture. When employees have expressed overwhelm, rather than “fixing,” ask whether adjusting workload or prioritizing or deprioritizing tasks would be helpful. You might consider instituting “no-meeting” days or parts of days so direct reports can focus on work. Sharing trends with leadership and strategies that do and do not work can help inform innovative programs and policies.
Learn More about Allyship in FEAP’s Virtual Resource Library
Managers are not therapists. You do not need to get into the depths of the employee’s challenges. Instead, the most important thing you can do is be aware, curious, and supportive in response to challenges, and to proactively create a work and team environment that positively impacts team members' mental health and well-being. Trauma-informed, mentally healthy workplaces contribute to employees’ experience of safety, health, well-being, productivity, and commitment to the organization’s mission.
Know that Sometimes You Need Support
A leader's mental health sets the tone for the workplace environment, impacting team morale and productivity. To maintain this balance, leaders must stay vigilant about the signs of mental fatigue in themselves and their teams. FEAP is here for you, too. Reach out if you’re ever in need of additional support.
About the Author
Beth Danehy
Beth Danehy joined FEAP in August 2019 after serving as Director of the Employee Assistance Program at the University of Rochester. She is a Certified Employee Assistance Professional, Clinical Trauma Professional, and experienced in mediation, coaching, and couples therapy.