Mental Health in the Workplace

Why managers must become aware of their role model function

We are living increasingly health-conscious lives: we eat a balanced diet, make sure we get enough exercise and keep our bodies fit. Mental well-being is also becoming increasingly important. Inspiring role models are often CEOs and managers who share LinkedIn posts about modern nutrition plans, after-work workouts and podcasts on work-life balance. And at the same time, it is these managers who never stay home sick, have a full schedule from morning to night and push themselves to their limits every day. 

These two ideals do not go together. This becomes clear at the latest when you look at the current figures from a study on mental stress among specialists and managers. A good 38 percent of the study participants state that mental stress in the workplace, such as burnout, excessive demands and depression, is of "rather great" or "great" importance in their companies. Looking to the future, around 70 percent of those surveyed even estimate that psychological suffering will be a relevant issue. (1)

In this article, we would like to shed light on why mental health is so important for employees and companies, what role managers play in this context, and how coaching can be used so that managers can live up to their role model function.

A contribution from Lisa Rätze

What is the current state of mental health in the workplace?

As the world of work continues to change, so do the challenges facing companies and their employees on a daily basis. Even before the Corona pandemic, mental illnesses such as anxiety disorders, depression or burnout were a major economic risk factor. They were increasingly causing absenteeism. The first half of 2023 in particular shows a dramatic development: according to data from the KKH (Kaufmännische Krankenkasse), absenteeism due to mental illness increased by 85 percent compared to the first half of 2022 - more than ever before. Accordingly, in the first six months of this year, there were 303 days of absence for every 100 KKH members. In the same period last year, the figure was 164 days. (2) Other health insurers report similarly drastic increases. (3)

The duration of illness in these cases is particularly critical for companies. At 38.9 days, it is around three times higher than for other illnesses. All age groups are equally affected. (4)

In addition, there is a great deal of social pressure on the people affected, because mental illnesses are still stigmatized and tabooed. This climate of "keeping quiet" also has a negative impact on the return to work, because employees often take some symptoms with them into their everyday working lives as long-term consequences. 

How do companies deal with the issue of mental health?

While the pandemic was driving up the prevalence figures for mental illness, awareness of the relevance of the issue was also growing at the same time. Suddenly, many employees and managers found themselves in isolation, challenged by new challenges and without the chance for direct contact and exchange. Since then, the market around the topic of mental health has been booming. Whether at trade fairs, in business magazines or at specialist conferences, more and more new ideas are coming onto the table that want to revolutionize the topic of mental health. 

According to a recent study commissioned by TK (Techniker Krankenkasse), around 40% of the companies surveyed already offer their employees programs to reduce stress and strengthen resources. Approximately 37% have also already held workshops on mindfulness and resilience. (1) 

So far so good. But these results also show that more than half of the companies still do not offer any such pension plans at all. Furthermore, the question arises: Who uses the company offers? A recent survey by Headspace shows that not even half of all HR managers surveyed (41%) regularly use company-provided mental health benefits. In contrast, employees come in at 73% and CEOs are also ahead of HR managers at 64%. (5)

At this point, we are looking at an exciting paradox: employees and especially middle managers are experiencing more and more stress at their workplace and are facing increasing strains. Mental health is becoming more of a focus and companies are initiating company prevention programs. Employees often take advantage of these offers, but managers hardly use them - why? 

What is the role of managers?

Managers are on the front lines when it comes to dealing with new work demands. They are both guides and role models. In doing so, they are increasingly exposed to psychological stresses that differ in part from those of employees and depend on the management level. Especially in so-called sandwich positions, when pressure comes from the higher management level and from subordinate employees, the stress level often increases as well. Special emotional demands and excessive working hours occur more frequently among managers than among other employees. (6)

Many managers fail to recognize the impact their approach to their own health has on themselves and their employees. Often, only the leadership style applied is named as an influencing factor, but the individual behavior of a manager also has an impact on his or her team. (7) 

The following aspects should be considered: 

1. awareness and education:

Leaders should educate themselves about mental health and actively use that knowledge to help themselves and others. They should show that mental health is an important issue in the workplace by addressing it and talking about it. 

2. open communication and empathy:

As role models, they should promote an open communication culture in which employees feel safe to talk about mental health issues. Empathy and active listening are crucial here. 

3. exemplify work-life balance and recreation:

Managers must demonstrate through their own behavior that they value work-life balance and consider breaks to recover important. This also includes using vacation days and avoiding overwork. 

4. reduce stigmatization:

They should speak openly about mental health problems and help to break down prejudices and reduce stigma. By being open, they can encourage others to seek support.

5. demonstrate resilience and stress management: 

Managers can act as role models to promote resilience by attending training sessions and workshops on how to manage stressful situations. They should share their own strategies for coping with stress and encourage people to integrate them into their everyday work.

How can coaching support managers in this?

Coaching plays a central role in empowering leaders to become strong role models for mental health in the workplace. Among other things, coaches can help raise awareness of mental health and sensitize leaders to their own needs and those of their team.

In the coaching process, leaders can learn how to talk openly about mental health to establish a culture of empathy and support. They develop skills in effective communication to help employees feel heard and understood. They also gain tools to improve their own work-life balance and manage stress, which they can use as role models in their day-to-day work. 

Business coaching also provides a safe space where leaders can discuss their own mental health concerns without fear of stigma or prejudice. This helps break down the taboo around mental health issues and shows that it's okay to seek support. In this way, coaching can help leaders create a healthy, supportive work environment and promote their own mental health and that of their teams.

Feel free to contact us for a personal consultation to learn more about how our coaching solution can preventively promote mental health. 

Sources:

1. Institute for Occupational Health Consulting Ltd. (2023). #whatsnext - Working healthy in the hybrid world of work.https://www.tk.de/resource/blob/2146938/e089a6811cb795413d74911ac9a81b03/whatsnext-2022-data.pdf

2. KKH Kaufmännische Krankenkasse. (2023, September 09). Absenteeism due to depression & co. rises sharply [Press release]. https://www.kkh.de/presse/pressemeldungen/au-psyche

3. DAK Health. (2023). Psychreport 2023. https://www.dak.de/dak/download/report-2609620.pdf

4. Knieps, F. & Pfaff, H. (2021). Crisis - change - departure: figures, data, facts - with guest contributions from science, politics and practice. BKK Health Report 2021.

5. Headspace. (2023). A turn of the tide: Employee mental health in 2023. https://5327495.fs1.hubspotusercontent-na1.net/hubfs/5327495/workforceattitudes-MAY42023.pdf

6. Lohmann-Haislah, A. & Burr, H. (2023). Psychological stress and mental health in managers. Dortmund: Federal Institute for Occupational Safety and Health. baua: Facts. 

7. Echterhoff, M. (2011). Managers bear responsibility - also for the health of employees?! In B. Badura et al. (Eds.) (pp. 89 - 95). https://doi.org/10.1007/978-3-642-21655-8_9