Mental Health for the Great Return to Office

JEFFERY TAN

Covid has significantly blurred the boundaries between one's residence and the workplace. The pressures traditionally found in the workplace have been digitally 'transmitted' via Zoom and Teams into the home environment. Consequently, the previous sanctuary of personal space and solace in the home environment has become the workplace - resulting in the case of 'bringing work home'.

Now that the latest Covid wave is beginning to crest in different countries, leaders and employers will need to plan for the great return to the office - welcoming more associates back to the pre-Covid workplace, from the home-workplace.

Companies will do well to use this transition time to prepare for a surge in mental health challenges among workers, as many are suffering higher rates of stress, anxiety and depression due to the unprecedented psychological upheaval of the pandemic.

Although many have operated seemingly well from home, leaders should recognise that the virtual format also allows one to shield mental health challenges from the attention of management and colleagues. Workplace leaders must thus be sensitive and well equipped to handle these mental health challenges when the return to workplaces gains momentum: From providing access to employee assistance programmes to having initiatives on mental health resilience and wellness and, more importantly, establishing a safe environment where mental health issues can be raised and talked about.

In a 2021 survey conducted by McKinsey, it was reported that the Covid-19 pandemic has exacted a severe toll on mental health globally. Even with the pandemic receding, millions of people may confront yet another wave of stress and anxiety as they return to the workplace.

While a third of respondents to the survey (who had not yet returned to work) anticipate that doing so will have a positive impact on their mental health, close to half - 44 per cent - anticipate a negative impact. Among those who have already returned to in-person working, 36 per cent reported that the return negatively affected their mental health. Drilling down more specifically, the survey revealed that roughly 50 per cent of respondents with children, and millennial respondents, anticipate a negative mental-health impact from returning to work.

Tone From The Top

The promotion of better mental health in the workplace starts with leadership at the top of the organisation. The CEO and other top executives hold the keys to the success of a company's mental health programme - 'Tone from the Top', if you will. This paradigm is similar to other initiatives and programmes that range from governance to ethics to codes of conduct.

An area of challenge for senior leaders is the normalisation of mental health conversations in the workplace. Unless they are willing to delve into this area and speak candidly about personal struggles in the mental health area, this effort will remain a mere 'corporate initiative' that lacks a personal connection. Leaders speaking openly about personal mental health challenges is a powerful push for a 'culture change' in this space.

A matter of priority is breaking down the stigma that is associated with the topic of mental health. This is probably more pronounced in Asian cultures, where mental health challenges are seen as 'imperfections' that may impact one's professional outlook, career prospects and advancement.

Sharing about one's personal mental health struggles is not easy. In Singapore, we have the widely reported candour of top government servant Chng Kai Fong, who opened up about his mental health state coming off an "unprecedented year in terms of personal crisis" - having lost his brother-in-law to cancer and another close family member going through serious mental health issues. Kudos to the courage and vulnerability demonstrated by Kai (as he is known to friends), as a leader in this mental health space.

Authenticity - Gawky to Graceful

In driving change on how mental health is viewed in the workplace, many leaders express confidence in their efforts and capabilities. In its 2021 US State of Employee Mental Health Report, Ginger surveyed more than 150 CEOs and 96 per cent think their companies are doing enough for employee mental health. This is contrasted with only 69 per cent of the over 1200 employees surveyed, who agree.

The 27-point gap in perception between the two groups is quite remarkable. One can posit that this is being driven by the stigma that still persists in the workplace from an employee perspective, and the mental health 'label' that may be difficult to remove once it is attached to an individual's struggles.

Stigma around mental health is alive and well - both in the community and the workplace. In the same Ginger survey, eight out of ten employees believe an anti-stigma or mental health awareness campaign would be helpful in educating leaders, managers and employees in the workplace; but in the US, fewer than one in four companies have such a programme in place.

In fighting mental health stigma, CEOs and leaders in the workplace can show leadership - whether by bringing greater awareness to mental health issues and struggles in the workplace or talking about their own challenges in this space. The latter is a powerful demonstration to everyone in the workplace that it is perfectly fine to be labouring under mental health challenges, which is well embodied in the phrase, it's OK not to be OK.

In the 2019 (pre-Covid) Mind Share Partners' Mental Health at Work Conference, a panel of mental health leaders highlighted the need for more workplace leaders to talk about their own mental health. Although many celebrities have used their public platforms to champion mental health, thereby bringing greater awareness to this issue, the connection to the workplace has yet to be firmly established. The panellists unanimously agreed that leaders must step forward to change the culture of how mental health is addressed at work - if only to convince employees that it is safe to talk about mental health in the workplace.

Panellist Meredith Arthur, founder of website Beautiful Voyager that focuses on generalised anxiety disorder, encouraged leaders to embrace the awkwardness of opening up on their mental health in the spirit of authenticity. Meredith eloquently explained : "You've got to be gawky to get graceful because there is a 'gawkyness' to talking about these things. You can feel like you have braces and a perm when you first start talking... But once you've done it a few times you start to learn how to resonate with the people that you're talking to, and you start to get more comfortable with it."

Building Trust & Purveying Hope

It is a common misconception that leaders must project a persona of being infallible in order to be good leaders. When it comes to mental health challenges, it works in a rather counter-intuitive way: Being open and transparent has clear benefits to others. The same Ginger survey mentioned earlier found that about 90 per cent of employees appreciate a leader who is willing to set an example by discussing mental health. Rather than being a 'chink' in a leader's armour, it adds to her or his authenticity and humanness.

Amongst the many visionary and passionate leaders I have met over the decades, I have particularly admired the ones who have had the courage to share about their mental health struggles, how they have journeyed through and overcome their challenges. One such leader is Garen Staglin of One Mind, a non-profit organisation in the US that accelerates brain health research and advocacy to enable individuals with mental health conditions to build healthy, productive lives. Garen, who founded the organisation, shares openly about his family's story: How his son suffered a mental health crisis 27 years ago. Through therapy, medication and strong family support; his son's recovery and restoration has been a beacon of authenticity, triumph and hope for others.

If we are candid, all of us have a story of a mental health challenge in our families, network of friends or about ourselves, that we can share.

So, here's my 'gawky' sharing. The last year has been difficult for my mental health: Having to journey through the isolation, anxiety and depression brought about by the many waves of the pandemic and, in particular, struggling with the loss of a close friend of my vintage to Covid's Delta variant. But it has also allowed me to confront my fears and acquire handles in overcoming my struggles.

I can testify that being vulnerable and open about my mental health brought family and close friends alongside to help me through those difficult days - showing care and concern, providing encouragement and support. The vulnerability engendered trust, allowed those who journeyed with me to share their own struggles, somehow creating a safe space to talk about mental health issues. I did not have answers to the issues raised but it presented me with the opportunity to practise active listening - being there for those who were there for me.

Leaders need to lead change, and this is probably best demonstrated through leading by example.

So, onwards and upwards, leaders - as we prepare to help colleagues and associates transition back to the workplace.

Jeffery Tan is Group General Counsel and Chief Sustainability Officer of Jardine Cycle & Carriage, a member of the Jardine Matheson Group. He is also CEO of mental health charity Jardine MINDSET and serves on the Boards of the Singapore International Chamber of Commerce, City Mental Health Alliance Singapore, and the Global Guiding Council of One Mind At Work.