There is no Health without Mental Health
Fresh Ideas from Us
This statement—there is no health without mental health—is one you may be seeing a lot this month. May is Mental Health Awareness Month in the US.
It’s a phrase we’d encourage sitting with and truly reflecting on. Does it stir something in you? It should.
There’s a reason workplace well-being is one of the top priorities of the US Surgeon General’ Office. As outlined in the 2022 report:
76% of U.S. workers reported at least one symptom of a mental health condition
84% of respondents said their workplace conditions had contributed to at least one mental health challenge
81% of workers reported that they will be looking for workplaces that support mental health in the future
We won't pile onto the varying degrees of trauma we are all experiencing by detailing the unthinkable events we've seen in the last few years.
But what we do want to shed light on below is one significant action you can take today as a leader—make room to pose and discuss this question:
What does it mean to build a trauma-informed (and healing-centered) workplace?
Call a special meeting or add this question as an agenda item to a standing one, and send this article as a pre-read. Here's an important excerpt:
"When we are in a period of crisis, many of us look to our institutions to support and protect us. If they fail to do so, or if they take steps that we fear will harm us or those we care about, that can create a second injury, called an institutional betrayal. The term “institutional betrayal” was first coined by psychologist Jennifer Freyd, who describes it as occurring when an institution you trust or depend upon mistreats you. It can arise due to deliberate actions that harm, as well as from failing to act when action is expected. These actions or inactions can exacerbate already-difficult circumstances. Institutional betrayal may arise due to an organization’s large-scale actions, like a Covid response that leaves many workers feeling vulnerable and trapped, or the actions of an individual, like a manager’s belittling response to a claim of harassment or bias."
Next, reflect on and discuss the piece with other leaders, then begin the work of deeper care with two questions:
What do our people need immediately? (ex: lunchtime therapist-led circles, more floating mental health days)
What proactive structures and resources do we need in place to swiftly and appropriately meet the moment with future crises? (ex: relevant manager training, outlining a clear communication process, evaluating which legislative initiatives your org directly/indirectly supports)
Remember, you don't have to be the one in the room with all the answers, but you can be the one activating the group by asking the hard questions. Plus, trauma is different for everyone, so you can also model what it means to continue to widen your lens and understanding of it.
Quote from Somebody Else
“There is no health without mental health; mental health is too important to be left to the professionals alone, and mental health is everyone's business.”
Vikram Patel, Harvard Medical School
Probing Question
How might we proactively respond to mental health needs in our organization (rather than a reactive approach)?
