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By Kay Needle, Early Intervention and Rehabilitation Expert at Generali UK Employee Benefits
Mental health seems to have become a catch-all term for anything, from non-medical conditions, such as stress, to medical conditions, such as depression. So, it’s difficult to see the real picture behind the data, such as findings that mental ill health represents the top cause of long term absence.
However, it’s telling that a significant percentage of mental health referrals here at Generali UK are non-medical. While these don’t constitute a valid claim on Group Income Protection, that’s not to say we can’t - or won’t - help HR in terms of prevention.
It's with help in mind that I recently spoke, as part of our Wellbeing360* podcast series, with Karen Royle, a Chartered Occupational Psychologist and Managing Director and Owner of Ways to Work. Karen works regularly with our vocational rehabilitation partner Form Health.
Amongst other things, Karen provides coaching to individuals struggling with work-related stress and associated support to their line managers.
Here are some of the highlights of that discussion. We discuss what stress is, what it isn’t, what the right amount looks like, and how line managers can support their team members to find a happy medium.
Kay: Are there any consistent themes with regards to the causes of stress, in your experience?
Karen: We often hear: “I wish I’d done something sooner” and “I wish I’d opened the conversation sooner”.
We all tend to use the word stress in such a vague way, on a day-to-day basis. But, at the same time, also tend to medicalise stress; make it sound like a bigger problem than it often is. It’s often the case that someone is just overloaded. That doesn’t mean they need time off sick.
So, catching the problem early is key.
Kay: And, of course, we do need some stress in our lives to operate to the best of our abilities. In fact, too little stress can be as bad as too much stress.
When we experience too little stress, it’s difficult to get motivated to start tasks. We lack energy, direction and focus.
You mentioned about the way we talk about stress in a vague way. I agree and I think it would be beneficial if we all started using different, more specific, words for what we’re experiencing; busy, overloaded, multitasking, worried etc.
We need to get used to talking about all this with colleagues and line managers, so that we can better manage things ourselves; so that we can figure out what we’re feeling and, consequently, where the problem lies. Line managers, in particular, have a duty to listen and help prevent situations spiralling.
Karen: Going back a step just for a minute, it’s worth a quick look at what stress is. The perception of threat triggers a stress response; it’s our body preparing to fight or flee. It’s a prehistoric, physiological reaction that dates back to the cavemen.
We were never designed to live with this response triggered constantly. Our senses are bombarded now. So, we have to ensure that we carve out the down time that we need. Don’t make a break all about scrolling on social media.
We don’t always think about how we use break times, but we should. And it will look different for everyone. For some, it might be about having a chat with colleagues over a coffee. For others, it might be about quiet time, away from other people. For all, it will undoubtedly involve a change of activity and maybe even a change of environment; for example, going for a walk.
I like to use this analogy with clients; you wouldn’t go to the gym and just stay on one piece of exercise equipment for the whole session. Similarly, we need to mix up our daily activities to feel refreshed.
Kay: Stress is so often about a lack of control. If people feel heard, they experience more control. That way, they’re more likely to feel good about the work and the workplace, because they feel they can bring useful ideas to the organisation. So, how can line managers help with this?
Karen: First and foremost, they need to know their team. They need to understand the different working styles of their team members. That way, they can identify changes over time.
Checking in regularly with team members is really key; in an informal way too, not just during formal one-to-ones.
And, importantly, don’t use the word ‘stress’ so much. Instead, use questions like: “Are you having a busy week?” What help do you need?”. Maybe even: “Are you ‘good’ busy? Or are you ‘I need help’ busy?” and “What’s going to help your week go well?”
To ensure honest answers to these questions, line managers need to help create the conditions for psychological safety, through asking open questions, acting with humility – as opposed to suggesting they have all the answers – and giving and inviting feedback regularly.
Often, when I’m coaching someone experiencing work-related stress, I’m also co-coaching their line manager to better support them.
The trouble is, all of this stuff only tends to be considered when a problem arises. It needs to become inbuilt into normal working life and behaviours. I think everyone would benefit from that.
*Download the full #Wellbeing360 podcast here. Episode 12: Stress – helping employees find the right level.
Disclaimer:
All information contained herein represents the views and opinions of the author as at the date of writing and is provided for general information only. Nothing herein constitutes or is intended to constitute financial or other form of advice and no individual should rely upon the information provided in making a specific investment decision without first seeking independent professional advice.
