How to Support People with Mental Illness

You will almost certainly face a mental health issue at some point in your life. Recognizing this possibility should encourage you to be a mental health ally at work, treating your coworkers with the sensitivity you would desire in similar circumstances.

In many companies, however, stigma and a lack of awareness about mental health create barriers. The notion that people with mental illnesses are unable to contribute meaningfully leads to both conscious and unconscious bias. To eliminate the stigma and its devastating consequences, we must work together. We may have mental health issues, but we can recover. We can succeed at home and at work, and we can assist each other do this by being allies and partnering to create a welcoming environment for everybody.

Being a mental health ally at work means assisting persons with mental health challenges in feeling valued and needed. This can have long-term positive consequences, such as greater employee engagement, productivity, and loyalty. Colleague ties can be strengthened and deepened, which benefits the entire work community. When we're helped, we're more likely to help others, generating a positive self-reinforcing cycle.

Talking one-on-one with colleagues who are struggling, using supportive language, educating yourself and colleagues on mental health, encouraging group engagement, and creating policies that help employees who need it are some of the most effective ways you can be a mental health ally.

One-on-One Conversation with a Colleague

It can be tough to know when and how to engage with someone who is dealing with their mental health. Talking about mental illness is difficult, especially at work and for people who have a mental health condition. You don't want to make snap judgments about someone or appear judgmental. You don't want to irritate a coworker. You also want to keep professional and personal boundaries apart. Speaking with persons who have a major mental illness can be particularly difficult because they are frequently the most stigmatized, making them exceedingly hesitant to discuss the issue.

Listen for signals that someone is struggling, as well as their potential sensitivities, before approaching them. Colleagues with serious and chronic illnesses, for example, may reveal their feelings but not their diagnoses. They may also experience self-stigma, or internalization of the stigma, which can magnify the unfavorable opinions of others. Furthermore, people with mental illnesses may fear stigma, or the perception that they may face prejudice, discrimination, or stereotyping. They are often more sensitive to stigma and rejection as a result of these factors.

Keep in mind the following methods and concerns for your conversation.

Prepare yourself.

You can be an ally to your coworkers by reflecting on and rectifying your own implicit bias about mental health. Even if you don't intend to add to the stigma, even unintended stigma can be harmful. Consider any preconceived notions you may have about mental health issues and the people who struggle with them. Then toss them out.

Be friendly and candid with your coworker, and consider discussing your own vulnerability or experience with mental health issues. If you've had this experience firsthand or through other relationships, talking about it to start a dialogue can be quite beneficial, putting you and the other person on a more equal footing and demonstrating empathy and understanding.

Patience, mild perseverance, and ingenuity are required to be an ally. If your first attempts to console a coworker fail, don't get frustrated or discouraged. Any dialogue should aim to encourage your coworker to talk about their problems, offer support by asking if and how you can assist, and gently remind them of any advantages or resources your company or health-care plan offers.

Find a good time.

You should initiate a chat if you detect a dramatic shift in a colleague's mood or behavior. Concentration problems, missed deadlines, decreased job quality, less communication, a "worried" demeanor, tardiness, and repeated unexplained absences are all red flags.

You may be tempted to dismiss this behavior as a personal concern that should be addressed by your manager or HR. If you're close to someone, you might be in the ideal position to spot a problem and connect with them by reaching out to them in a kind and caring manner. It's crucial to choose a "good day" when your coworker appears personable or calm.

Some people, such as those with high-functioning anxiety, have no visible indicators of struggle or job problems. You can't always assume someone isn't having difficulties based on their appearance or work performance. People will feel more comfortable reaching out or seeking help if they work in an environment where colleagues display understanding and sensitivity. HR and management should make tools, such as a mental health handbook, readily available to all employees.

Start gently.

Mental health discussions should be as normal as possible. "How are you feeling today?" or "How was your weekend?" or "How is that assignment going?" can all open the door to a mental health conversation. Naturally, you should use an open, sincere, and compassionate tone. A relaxed, non-confrontational approach can help to open up the conversation.

Expect your coworker to be defensive or try to hide their difficulties. They may be concerned about being stigmatized and being a source of office gossip. So don't press your coworker to speak with you. Instead, gently urge them by saying you're available to listen if and when they want to say something.

Validate the individual's performance; they may be experiencing crippling self-doubt. They may also suffer from imposter syndrome or feel guilty for being a "weak link" or for failing to keep up with the team. Remind them of how they were able to overcome challenging tasks in the past, reassuring them that things will be OK, and making them feel valued and needed. You can also assist them in brainstorming various methods to lessen their workload if it is affecting their mental health.

Take the proper approach.

Experiment with diverse methods of communication. Starting with a face-to-face conversation may not be the best approach, as persons with mental health issues may feel humiliated or embarrassed. It may be more productive to reach out via phone or text message. Consider whether a location outside of the office would provide more privacy if you talk in person. Begin by promising that everything you talk about will remain private and confidential — and, of course, respect what you say.

If the person is willing to continue the conversation after the initial talk, especially if they have provided sensitive information, do so. When others learn of their sickness, many people with mental illnesses dread being hated, abandoned, or rejected. So keep having regular discussions while checking in gently. Even though the stressor caused their problems, people are sometimes more inclined to talk about stresses than mental health issues. Instead of asking, "Are you still worried about your kids?" you may ask, "How are the kids adjusting to school?"

Using Complimentary Language

Always be aware of what you're saying and how you say it while speaking with a coworker who is or may be dealing with their mental health. Here are some examples of what to say and what not to say. Stay mindful and compassionate because everyone has their unique trigger points or sensitivities.

Be considerate.

Don’t say: “I have to talk to you about your attitude [behavior, mood].”

Say: “You don’t seem like yourself lately. Would you like to talk about it? I’ll understand if you don’t want to.”

Don’t say: “You seem to be falling behind on your work. Why can’t you keep up?”

Say: “I know that work can sometimes be challenging. Is there anything I can do to help?”

Don’t say: “I don’t believe you are struggling; you’re so strong. You’ll get over this.”

Say: “I suffer from ____ ; I’ve had a really hard time in the past when _____. I can’t imagine what you’re going through, but it seems hard.”

Don’t say: “Cheer up.” Never use platitudes.

Say: “I hope you feel a little better tomorrow.”

If you’re a manager talking to someone who may benefit from a work break:

Don’t say: “I think you need to have some time off.”

Say: “You’re a valuable member of our team. We need you, but you can take time off if it would help. We can give you part-time work, you can work from home, and you can stay connected with your colleagues.” Of course, adapt this language to whatever your company policies allow.

Avoid stigma

Don’t say: “You are bipolar.”

Say: “You are a person with bipolar disorder.” Always use person-first language — you would never say “You are cancer.”

Don’t say: “I understand what you’re going through” unless you have mental illness. Even if you do, be sensitive, as each person experiences mental illness differently.

Say: “I don’t know what you’re going through, but I would like to help you. Is there any way that I can?”

Encourage

Don’t say: “You don’t seem to be getting better.”

Say: “Mental illness can be managed and treated; sometimes it just takes finding the right care team and plan. I will be here to support you. You can count on me.”

Don’t say: “Maybe you should try _____ and ______.” Unsolicited advice is usually not welcomed.

Say: “I heard ____ can be helpful or has helped me in the past. Would you like to look into it together?”

Don’t say: “You’ll figure this out. You don’t need any help. You’re not weak.”

Say: “I think it’s brave that you recognize that you are struggling and willing to get help.”

Cooperate

Don’t say: “You have to see a doctor.”

Say: “I wonder if a doctor might be able to help you. Our mental health handbook provides referrals, or you can reach out to your insurance company for help. Or maybe a therapist could be useful to you.”

Don’t say: “You need to focus on getting better.”

Say: “We can get through this together. We are here for you.”

Mental Health Education for Employees

The cornerstone for helping people become better allies is mental health education. If you're a leader, supporting or implementing improved education at your firm is a big-picture method you can help people with mental illnesses. Personal accounts in an intimate gathering or auditorium setting and instructional events in a workshop or classroom setting are the two sorts of educational programs.

Accounts of individuals

The most effective events are those that involve intimate, lived experiences and personal testimonies, as they may humanize difficulties and build empathy. Leaders, in particular, can share their mental health experiences, which can have a positive impact on business culture and policy. Employees can share their personal experiences, which frequently have the most impact because they are more relatable to other employees. Speakers at these gatherings do not have to be employees, but rather persons who have led similar discussions before.

Classes and workshops

Employees can benefit from background knowledge gained at informational events. Several organizations provide workplace training, the most popular of which is the National Council for Mental Wellbeing's Mental Health First Aid Course. Training is also provided by mental health groups such as the National Alliance on Mental Illness – New York City (where I am on the board).

A mental health handbook, which covers mental health essentials, benefits information, and a list of vetted health-care providers, is another useful employee resource. Refer employees to reliable sites for more information, such as NAMI or the Mayo Clinic.

Employee Group Engagement

Employees who suffer from loneliness and isolation may benefit from peer-to-peer engagement. Employee resource groups (ERGs) can provide a platform for those affected by, living with, or supporting someone with mental illness to discuss concerns at work. All employees should be welcome to join, but members' privacy should be maintained. To assist normalize these challenges, managers should promote and participate in these groups where appropriate.

You can model excellent conduct in groups in addition to ERGs by talking freely and publicly about mental health, expressing your own struggles, pushing for good mental health for all employees at all levels, and supporting mental health activities, projects, and events.

Peer-to-peer involvement is enhanced by group self-care activities in the workplace. Exercise and fitness classes, healthy eating, meditation, and mindfulness programs are all popular activities. These experiences also encourage more in-person chats, which can help with mental health issues. Many persons with mental health disorders find it pleasant to do things with coworkers who aren't directly concerned with their concerns; many fear losing such social relationships as a result of their problems.

Extracurricular activities centered on a common interest or affinity can provide a forum for building relationships with coworkers and facilitating involvement. Employee participation in DEI initiatives, discussion groups, or community service activities are examples. Sponsoring or promoting employee participation in mental health nonprofit events like fundraising walks raises awareness and encourages open employee dialogue while helping programs.

People with mental health issues, regardless of severity, can succeed in the workplace and contribute to their teams. Allies play a crucial role in helping people overcome obstacles by providing understanding and compassion. The enormous walls of stigma can be broken down by our combined determination, empathy, and compassion. Mental health programs in the workplace can and do assist. What counts most, in the end, is bringing our shared humanity into the workplace.