Stigma to support: How to foster open mental health conversations in the workplace
Mental health is as integral to overall well-being as physical health, yet it often remains a taboo topic at work. While we easily discuss physical ailments like migraines or dental appointments, conversations about mental health can still be shrouded in stigma, discouraging employees from seeking help.
Recent years have seen progress in breaking down these barriers, but creating a truly supportive environment for mental health discussions remains a challenge. Many employees still worry about facing negativity or judgment when they bring up mental health concerns.
To explore how organisations can foster a culture of openness and support around mental health, we spoke with Ruth Limkin, Founder of Banyans Healthcare. In our exclusive interview, Limkin shared her insights on integrating mental health initiatives into organisational values, allocating resources effectively, and the crucial role of leadership in promoting a positive and supportive workplace environment.
Excerpts from the interview:
How can mental health initiatives be integrated into the core values and mission of an organisation to ensure they are taken seriously and not seen as mere token gestures?
Integrating mental health initiatives that make an impact requires more than simply writing up a new policy document, it demands genuine commitment and an empathetic approach.
There are several elements that contribute to the effectiveness of staff wellbeing initiatives, outside of offering flexible working and complimentary therapy, including the appropriate allocation of resources, investment in specialist training, transparent communication and regular feedback.
At The Banyans Healthcare, I worked hard to ensure that our organisation not only offers initiatives to its staff and clients but embeds these values into every aspect of our operation.
Offering a life-giving, team-based work environment, with a commitment to nurturing the wellbeing of team members has always been a priority for me. Our ethos is built on the idea that we should ‘practice what we preach’ and not just talk about wellbeing but embody it in many ways, so that we can support our whole team to recognise and avoid the symptoms of burnout.
How should organisations allocate resources to support mental health initiatives without compromising other critical areas?
Balancing workplace mental health and business objectives is all about adapting to the needs of your organisation at the time and prioritising based on impact.
I think it’s crucial to engage early on with the people that the initiatives are designed to serve to ensure that anything you’re implementing is going to make a genuine difference and won’t be a waste of time or money. Whether it be through regular one to one check ins or feedback forms, it demonstrates to the team that you’re wanting to understand their needs and concerns and develop potential responses.
For example, by embedding mental health training into regular meetings, or standard professional development sessions, they form part of the fabric of your conversations rather than an add on. In this way, they’re immediately treated as a priority.
Also, it’s important to remember that resourcing for mental health initiatives shouldn’t be looked at as a quick fix. Employing the appropriate, qualified HR or wellbeing professionals into your organisation, or partnering with an excellent provider, should be a reflection on your long-term commitment to support your employees and their mental health.
How do you define the role of a senior leader in promoting mental health awareness and support within an organisation?
As a senior leader, I strongly believe promoting mental health care starts with leading by example. As role models and decision makers, we must set an example to the rest of the work force and take our own mental health seriously, if we want others to follow suit.
When managers are open about their recognition of mental health as a priority, and how they take positive actions to improve their mental wellbeing, it sets a tone of authenticity that encourages both staff and clients to engage more deeply with their own mental health and in return, their work.
In senior management, I've observed that teams led with a clear focus on supporting and nurturing talent tend to achieve the best results. High performance and productivity are inextricable linked with the ability to rest, recover and take proactive steps to build positive health habits.
As leaders, we must set the tone.
One value that I’ve always upheld is the importance of modelling positive habits. You can’t lead it if you don’t live it. Practices might be ensuring you don’t send staff emails after hours to avoid an ‘always on’ mentality. It may be embracing a flexible start or finish time to attend to medical appointments or being open about leaving work on time to get to the gym, these actions, which come from our values, help maintain morale and momentum.
This approach has not only normalised mental health conversations but also reinforced our commitment to build a supportive work environment.
How can partnerships with external organisations enhance the support provided to employees? Can you provide an example from your experience?
Partnerships with external organisations can greatly enhance the support provided to employees by introducing specialised expertise and additional resources that may not be available within your existing workforce.
By working with professionals that specialise in therapy, mental health support or personal development, companies can implement best practices, stay updated on the latest advancements in mental health care, and provide employees with comprehensive support that addresses their diverse needs.
At The Banyans Healthcare, we’re proud to be able to offer employee benefits that go above and beyond standard mental health policies, one of those being the nutritious, chef-prepared meals available to all staff for a nominal fee. Partnering with chefs and nutrition experts means our staff has access to healthy food that makes them feel good, is convenient and tastes delicious, which is proven to have a positive impact on mental wellbeing.
As an organisation, we also build professional performance packages for executive teams, so that we can support organisations by supporting their leaders. When leaders get healthier, an organisation gets healthier.
What is your vision for the future of workplace culture regarding mental health? How do you see the role of technology evolving in this context?
My vision, and what I hope will be the future of workplace mental health, is one where mental wellbeing is part of our everyday, by creating an environment where employees feel supported, valued, and empowered to prioritise their mental health. This vision includes cultivating a culture of openness, where conversations about mental health are normalised, and where proactive measures are taken to prevent burnout and stress.
Technological advancements will have an inevitable impact on the future of workplace culture, and I believe it can be a positive one. Digital tools and platforms will facilitate real-time mental health support, offering employees access to virtual counselling, self-help resources, and personalised wellness programs from their devices.
Additionally, technology has already proven its potential to improve work-life balance through a range of areas such as improved productivity through use of AI, streamlining repetitive tasks and allowing different roles to reduce duplication of effort. By leveraging these technological advancements, companies can create a more responsive and supportive environment that will assist mental wellbeing and resilience.
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What advice would you give to future leaders who aspire to champion mental health and transform workplace culture in their organisations?
Future leaders that aspire to have a positive impact on workplace mental health should start by leading by example, openly prioritising their own productivity through managed wellbeing and fostering a culture where mental health conversations are normalised.
They should continue to explore fit for purpose initiatives while also educating and training employees, especially managers, to recognise mental health issues and lead with empathy.
Most importantly, they should encourage employees that there are many pathways to health. While a workplace is one part of an individual’s life, and there are many influences on our health, the workplace can be a motivating influence to take proactive, preventative steps to continue to improve our wellbeing.
Integrating mental health into the company’s core values and ensuring it influences all policies and practices will further solidify a supportive and inclusive environment, ultimately enhancing overall employee wellbeing and productivity.