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Leading teams


HOW CEOS CAN SUPPORT EMPLOYEE MENTAL HEALTH IN A CRISIS

A global survey reveals the detrimental effect of uncertainty.
by
 * Ryan Smith

by
 * Ryan Smith

May 01, 2020
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Summary.    Covid-19’s second-order crisis is starting to emerge: the toll it is
taking on our mental health. In a global study of more than 2,700 employees
across more than 10 industries undertaken by Qualtrics and SAP during March and
April 2020, 75% of people say they...more
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In these difficult times, we’ve made a number of our coronavirus articles free
for all readers. To get all of HBR’s content delivered to your inbox, sign up
for the Daily Alert newsletter.

Business leaders are justifiably focused on the here and now of the Covid-19
pandemic, but there’s a looming second-order mental health crisis that is only
beginning to emerge as a result of global quarantines and a massive, sudden
shift to working from home. Since the outbreak of the pandemic, 75% of people
say they feel more socially isolated, 67% of people report higher stress, 57%
are feeling greater anxiety, and 53% say they feel more emotionally exhausted,
according to a global study of over 2,700 employees across more than 10
industries undertaken by Qualtrics and SAP during March and April 2020.

As humans we can handle change, but we do not do well with uncertainty. Given
the enormous uncertainty everyone is facing —economically, personally, and
professionally — these mental health statistics are as predictable as they are
alarming. Using the data from the study and our own experience as CEOs, we have
identified five steps every leader and manager should take to make an immediate
impact:


1. OPEN THE DOOR

Nearly 40% of people say their company has not even asked them how they’re doing
since the pandemic began. That’s shocking. People in this group are 38% more
likely to say their mental health has declined since the outbreak of the
pandemic. How can we expect to help our people if we don’t even ask how they are
doing? So step one is to simply ask, “Are you okay?”

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I suspect that a desire to respect privacy is inhibiting these manager-employee
conversations. But in our study, nearly three out five of people said they are
comfortable with their manager proactively asking them about their mental
health. Even more importantly, more than 40% of people said they want their
manager to broach the subject. So open the door to a conversation by asking if
people are okay, and then let them walk through that door in the way they are
most comfortable, accepting that around 40 percent of employees will choose not
to engage. That’s okay, too.

Our research shows that the mental health of your reports should not be
outsourced to human resources. In fact, when people were asked to rank who they
were willing to talk to about mental health concerns, (selecting from a list
including their manager, peers, subordinates, HR, and company executives),
people listed HR as the group they were least willing to talk to about mental
health. Peers and managers were the two groups with whom people were most
willing to address mental health.


2. DEMONSTRATE SUPPORTIVE LISTENING

For employees who do choose to talk about their mental health, managers need to
practice supportive listening. Don’t try to solve everything all at once.
Instead just listen, seek to genuinely understand, and ensure that people feel
heard. And don’t be afraid to open up yourself. Reciprocation can be a powerful
tool to build trust. Share how you personally are handling the new normal. Be
vulnerable. According to our data, roughly 40% of people at every seniority
level of a company have seen a decrease in mental health. That means that
whether you’re the CEO, a mid-level manager, or a frontline employee, you are
just as likely to be suffering. The sooner people realize they are not alone in
this, the better we’ll be at supporting each other.

I think back to recent conversations I had with two members of our team. One is
a single mother who is balancing home school for her two kids (one of whom is in
French immersion), her job, and concern for an elderly parent who lives far
away. The other is an employee who is single, lives alone, and talked about the
crushing isolation he is feeling. My challenges are different, but we all have
them. For all of us, this has been one of the weirdest and most emotional times
of our lives. We all need to learn to demonstrate supportive listening and be
appropriately vulnerable with each other, recognizing that while all of our
situations are different, they are all difficult in their own way.


3. BE CONSISTENT

Talking about mental health is not a one and done conversation. One way to help
people deal with uncertainty is by providing consistency, especially in how and
when you communicate. When it comes to the pandemic, more than 90% of people
said they wanted at least weekly communication from their company; 29% said they
prefer daily communication. When it comes to discussing mental health
specifically, people say that far and away the most effective form of company
communication is a phone call directly from one’s manager. Employees who say
their manager is not good at communicating are 23% more likely to experience
mental health declines. Regular, consistent communication from managers is
essential to ensuring people feel supported.


4. KEEP A CONSTANT PULSE

It’s not just about helping our managers take care of their teams, we need to
take care of our managers as well — and we need to do it while keeping a
constant pulse on the company as a whole. To best do that at scale, companies
should be sending a regular employee pulse survey to understand how each team,
department, and the company as a whole are doing. This is not a moment to be
reactive as a leader: You need to get ahead of trends and understand the
sentiment of your workforce so you can take action quickly.

Our study found that nearly one in three employees say their team does not
maintain informal contact while working from home. People who are lacking
informal contact are 19% more likely to report a decline in mental health since
the pandemic began. So much of this stems from the fact that with so many people
quarantined in their own homes, we have lost the opportunity for watercooler
conversations and impromptu run-ins that give us energy and spark new ideas and
collaboration. We can’t replicate that exactly, but we have seen many of our
teams hosting virtual happy hours to end the week or having a virtual lunch
where people can just catch up, share stories, and maintain connection. By
regularly running employee pulse surveys you can begin to spot problems early.


5. COMMUNICATE AVAILABLE RESOURCES

Lastly, make sure you are very clear about the mental health resources available
to everyone at your company. Almost half of workers said their company has not
proactively shared what mental health resources are available to them. To be
sure, some people want and need to leverage those resources, but many more
people just want to know that the resources are there. As we noted, people don’t
do well with uncertainty. That’s why just knowing that resources are available
goes a long way to ease anxiety and stress. People who said their company has
proactively shared how to access mental health resources are 60% more likely to
say that their company cares about their wellbeing.

The mental health crisis stemming from Covid-19 is serious and will be with us
for some time to come. Let’s approach it with compassion, honesty, and openness.
We will emerge from this as better leaders, better people, and better companies.

If our content helps you to contend with coronavirus and other challenges,
please consider subscribing to HBR. A subscription purchase is the best way to
support the creation of these resources.

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RECOMMENDED FOR YOU


RESEARCH: PEOPLE WANT THEIR EMPLOYERS TO TALK ABOUT MENTAL HEALTH


WE NEED TO TALK MORE ABOUT MENTAL HEALTH AT WORK


TALKING ABOUT MENTAL HEALTH WITH YOUR EMPLOYEES - WITHOUT OVERSTEPPING


YOUNG WORKERS NEED COMPANIES TO PRIORITIZE MENTAL HEALTH



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