Aviva Line Manager Toolkit: Mental Health

Mental health in the workplace

How confident do you feel managing a colleague who’s experiencing poor mental health?

It seems tricky, but if we bust the myths and learn how our wellbeing can be influenced you can reduce the stigma and be a more supportive, helpful manager.

So, what kind of things could affect our mental health?

The short answer is, all kinds of things. We can be influenced by our physical health or financial worries, or our relationships with family, friends and colleagues. Or we might find ourselves more affected by things like long hours at work or our self-esteem.

But normally our mental health is impacted by a unique combination of things that change throughout our lives. That’s why two people can have completely different reactions to the same situation.

Let’s start by busting some myths. Firstly, it’s not rare to experience poor mental health. We all experience changes in our mental health from time to time. And a quarter of us will be diagnosed with a mental health condition at some point in our lives.* 

And, just like with physical health conditions, with the right support, employees can often carry on doing their jobs just fine.

Whilst you can’t step into the role of a professional therapist, you can be someone who understands, who signposts resources, and who listens without judgment. 

And with the right plan in place, it's entirely possible to performance manage someone whose mental health is affecting their job.

Let’s look at how our mental health can impact the work we do.

For example, if we feel under too much stress, we can struggle to manage our time properly.

Which could lead to mistakes or even costly accidents. This in turn can affect our company’s outputs and even cause people to leave.

We might do things that strain our relationships with colleagues or clients or become fed up with the company or workplace. This impacts everybody – the individual, the team and the business.

And we might not engage with work at all – whether we’re there or not. This can add extra pressure to colleagues, even if it’s only for a little while.

At times like this having a manager who knows how to help can be just what we need.

So what’s your role in these kinds of situations? As a guide, there are four things you can do. And these learning modules are here to help.

First, know what to look for, so you can identity  the signs that suggest a colleague might be experiencing poor mental health. We’ll cover this in the ‘changing behaviour’ module.

Then, encourage them talk as much or as little as they want. And don’t be scared to open up the conversations. You’ll find tips on how to do this in the ‘having difficult conversations’ module.

This is where you might find yourself acting like a friend or counsellor, so it helps to remember where the boundaries are. More information on this is in the ‘looking after yourself’ module.

By understanding how your team member feels and how their mental health could be affecting their role you can help point them towards the right support, either inside or outside work. You’ll find lots of useful resources in the ‘signposting module’.

Once you’ve helped them get support, it’s a good idea to check in with them for regular one-to-ones so you can see how they’re getting on and if there’s anything else you can offer. The ‘adapting and adjusting’ module will guide you through this.

Now let’s recap. Poor mental health can begin in all sorts of ways, and we’re all influenced by different things. Once our mental health is affected, it can influence our working relationships and performance.

As a manager, you’ll have the opportunity to spot the signs, open up a conversation, signpost colleagues to support, and check in with regular one-to-ones.

This module is all about helping you understand mental health in the workplace. If you need help with supporting a colleague in your team, always get in touch with your HR department first.

*Health Profile for England: 2019. Available at:https://www.gov.uk/government/publications/health-profile-for-england-2019. Contains public sector information licensed under the Open Government Licence v3.0.

Changing behaviour

How can you spot the signs and symptoms of someone experiencing poor mental health?

Mental health problems aren’t just on the inside.

If a colleague’s going through a difficult time, you can sometimes spot the signs.

Here are some common red flags to look out for.

As a manager, your first clue could come from your team members performance. Are they losing focus or forgetting things?

Have they been making poor decisions?

Or are they losing track of their tasks and targets?

Physical hints can tell you a lot too.

Like aches and pains or eating and sleeping differently.

Another thing to look at is their mood. Do they seem restless or irritable?

Or is every problem the end of the world?

They might be showing signs of depression.

Like seeming withdrawn, not interested in their work or being extra sensitive to criticism.

Things like this can lead to problems with other people or make them avoid work altogether.

It’s one thing to spot these signs in the workplace but how can we pick up on them when we’re working remotely? Here are a few ways to tell if someone’s distant.

Consider their emails. Does the tone of their message sound like them or someone else? Or, have you noticed they are emailing more or less than usual?

When you’re having a video call, take a moment to take a look. Is there body language different in some way? What about their general appearance? And, if they’ve stopped putting their camera on, this could be a red flag.

So, now that we know what to look out for, let’s recap.

As a manager, it’s not your role to diagnose anything. You just need to keep an eye on things like: Performance, physical changes, mood, or if your team member has changed their behaviour while working from home.

And what do you do when you start spotting the signs?

Well you’ll need to know a few steps, like how to have difficult conversations and respond to a crisis.

You’ll find everything you need to do this in the modules that follow. But for now, just try to make mental health an everyday topic by keeping conversation casual, talking about how you’re feeling about things at work, and being open to other people bringing up their feelings.

Because when the signs and symptoms aren’t so hard to talk about - they aren’t so hard to spot.

This module is all about helping you spot changes in behaviour.

If you need help with supporting a colleague in your team, always get in touch with your HR department first.

Having difficult conversations

How do you talk to someone about their mental health?

There’s no perfect way to have the conversation. They might be feeling embarrassed or afraid to open up. But there are things you can do to be caring and supportive.

Take André. André’s struggling, so he tells his manager Jim.

Jim doesn’t know what to say, so he tells him he thinks he’s doing fine.

André says he needs more support.

But Jim doesn’t know how to help, so he tells him to stay positive, things will get better.

And just like that, Jim missed an opportunity to have a conversation about what support André thinks would help him manage things more effectively.

So, let’s take a look at that again and see how Jim could have been supportive and helpful instead.

Let’s start by going back to before the conversation begins. As a manager, you have the opportunity to make mental health an everyday thing to talk about. Set an example by talking about your feelings with your colleagues.

You don’t need to be negative or overshare, just mention how you’re feeling about anything that’s happening at work and be open to them doing the same. You’ll soon find people become more comfortable joining the discussion.

Now let’s look at how to talk to someone about their mental health.

First, make sure you’re ready to help. If you don’t feel ready, acknowledge that they need to talk and try to reschedule for a time when you can give them the attention they deserve.

And if you’re not feeling up to it, think about what would help you to be able to provide that support. The module on looking after yourself could help.

But if you are ready, try to talk somewhere safe and private, over the phone, or on a video call. And remind them that the conversations will remain confidential unless further support is required from HR or if someone is at risk of harm

Start with something simple like, “I’ve noticed you’ve not been yourself, how are you?”

Then let them talk. They might find it hard to have the conversation. It might take them a while to get going, or even a few meetings. So really listen.

Let them speak more than you, so that you can understand their needs.

When you do feel like you can contribute, do it in a way that moves things forward.

So instead of saying, “You don’t look like you’re having a problem”, say “Can you tell me more about that?”

Or if you want to say, “Are you trying your best?” you could ask, “What kind of support do you think would help?” And stay optimistic. Focus on figuring out what their needs are and what you might be able to offer to meet them.

In Andre’s case, Jim discovered that an increased workload was causing him stress, so they spent time together prioritising his responsibilities.

Remember, you’re not there to make assumptions, diagnose their problems or compare them to other colleagues. You’re there to try to support them.

Once you’ve discussed the right steps to take note them down and keep a record of the conversation, so you can put the plan into action.

And if you ever feel like these conversations are affecting your own wellbeing, there’s plenty of support around. Watch the looking after yourself module or talk to your HR team.

So, let’s sum up.

Get the conversations started by talking about your own feelings. Then find a safe space to ask someone how they are.

Then listen, stay optimistic, and make a plan. Because the important thing is they feel like there’s a way forward. And you’re part of it.

This module is all about having difficult conversations.

If you need help with supporting a colleague in your team, always get in touch with your HR department first.

Signposting

What’s out there to help you make your workplace more mental health friendly?

The truth is, so much!

You really don’t have to do it alone.

As a manager there are some great resources you can guide your team members towards, should they need a little extra support.

You see, it might be tempting to give your colleagues bespoke advice, but this can put too much weight on your shoulders. This should be undertaken by someone with a comprehensive understanding of mental health, usually a mental health professional.

Instead, always choose to signpost.

So, let’s explore all the places you can turn to.

The first people to talk to are your own HR team.

They might already have support in place, or people they like to work with.

For example, you may have access to an Employee Assistance Programme, or internal policies and procedures which can help support mental health.

You can also consider what’s available externally

From online GP services to telephone helplines. Workplace adjustment guides to manager training programmes;

There are so many resources at your fingertips.

Remember, you don’t have to know what’s best. What works for one team member might not work for another.

All you need to do is provide options so that your team member can reflect on what they might find most helpful.

And from there, they can choose the tools they need to look after their own mental health.

When it comes to outside help, here are some of our favourites.

As a manager, The Mental Health First Aid England Line Managers’ Resource is a great guide that you can find online

If you’re looking to adapt your workplace, the Nice guidelines offer some tried-and-tested advice.

And then there’s the fantastic folk at Mind.

They know all about creating a responsible work culture and have published an Employers’ guide to Mentally Healthy Workplaces, and a People Managers’ guide to mental health. 

There’s no shortage of professional help out there.

So if you have a colleague or a whole team who you think would thrive with some expert guidance, point them in the right direction. This module is all about helping you to signpost effectively.

If you need help with supporting a colleague in your team, always get in touch with your HR department first.

How to respond to a crisis situation

Just what is a mental health crisis?

It’s any situation where someone’s behaviour puts them at risk of harming themselves or others or keeps them from caring for themselves or functioning effectively in the community or workplace. And like any other emergency situation, you need to act decisively and know what to do.

It's not an everyday occurrence, in fact, a situation reaches crisis point very rarely. But if you ever think this is happening to your colleague,

Follow these steps.

Firstly, are you concerned about them?

Do you think they might hurt themselves? Or are they struggling to look after themselves or live alongside other people?

If you’re concerned, you need to tell them. This could mean having a difficult conversation, but one that could save their life.

Can they reassure you everything’s okay?

Ask if they’ve thought about hurting themselves, or even ending their life. And if they have, ask if they’re just thoughts or if they have a plan.

If they’re just thoughts, find out from your HR team what support is available, and put them in touch. This could be an employee assistance programme or an occupational health team.

Alternatively, signpost them to local NHS mental health services or their GP.

If they can’t reassure you, and you’re worried they’re in immediate danger you need to take action.

They might want you to keep it a secret, but you can’t.

If they’re in immediate danger and won’t agree to getting help, you’ll need to call in some emergency support.

If possible, help them make an emergency appointment with their GP.

To do this, you’ll need to get the name and practice of their GP.

Then one of you can try and make an emergency appointment for that day. Once they have an appointment, try to get a friend or relative to go with them. If the practice can’t give you an appointment, ask to speak to the practice manager and tell them what’s happening. They may be able to help you find another solution.

Where this is not possible, or you think it cannot wait, dial 999 and request assistance

If you are not at risk of physical harm, stay with them until the emergency services arrive and they can take over.

Finally, don’t forget to look after yourself

These situations can take a real toll on your own wellbeing, so make sure you have some support too.

Tell your manager and HR what’s happening and what you’re concerned about. If you have an employee assistance programme, find out if they offer a manager support service, or just find someone to talk to about the situation without giving away any details.

So remember, the next time you think there’s a chance a colleague may harm themselves or someone else, don’t panic or assume the worst. These six steps are here to guide you.

Are you concerned that they’re a danger to themselves or other people?

When you talk to them, can they reassure you they’re not in immediate danger? If they can, point them towards your employee assistance programme, if that’s available. Their GP or their local mental health services.

But if they can’t, they might be in immediate danger of hurting themselves or ending their life.

So say something to the emergency services or a doctor. And don’t agree to keep any secrets.

To do this, involve their GP by making an emergency appointment or call the emergency services.

And remember self-care. You might need support too, so make sure you get it.

This module is all about helping you to respond to a crisis situation.

If you need help with supporting a colleague in your team, always get in touch with your HR department first.

Adapting and adjusting in the workplace

How do you help someone make changes at work or settle back in?

Let’s look at Kunal’s situation.

Kunal’s been struggling with his mental health, and now he’s returning to work after taking some time off.

His manager Jen wants to understand if there are any barriers or difficulties in coming back to work that Kunal needs support with.

So what can she consider to keep the process smooth and supportive?

It’s going to be a journey. One that will involve the whole team.

Taking things one step at a time, Jen will need to make sure the rest of the team’s needs are considered alongside Kunal’s.

They begin by having an honest chat about what he needs and what support is available, so they can start mapping out the adjustments together.

Jen wants to help wherever she can. But she also needs to think about what the rest of the team needs, and the impact any adjustments will have on the whole business.

It can be hard to hear when an adjustment isn’t possible, so Jen takes the time to explain why certain things can’t be done.

This means they can have an open conversation about what Kunal thinks he needs and what can realistically be put in place to provide support.

Jen confirms the expectations and requirements of Kunal’s role and tells him that they’ll be monitoring his progress regularly. She makes a record of the conversation and the adaptations, and loops HR in.

Things have changed a bit since Kunal went away, and he’ll need to meet some new faces and adapt to some new systems. Jen wants to make this easy for him, so they agree on what she should tell his colleagues.

Jen then briefs the team on how they can support Kunal's return to work.

She explains why the adjustments are being made and makes sure everyone understands the role they have to play as Kunal settles back in. Finally, Jen arranges a weekly meeting with Kunal to review how the adjustments are working and to monitor his progress and performance.

Because while it can be hard to talk about someone’s performance when they’re experiencing poor mental health, Jen knows how important it is to have regular conversations about the expectations of their role.

So she uses these meetings to review the adaptations and give Kunal constructive feedback on his performance, which helps them agree on any areas to improve on. And, any necessary changes to be made.

Over the next few weeks, Kunal’s situation gets better and he manages to take on his usual responsibilities again.

But let’s say they make the adjustments and have the reviews, and Kunal’s performance still isn’t meeting the requirements of his role.

This is where Jen considers the performance management processes that would be applicable to any other employee within the organisation who is not meeting their goals.

First, she checks what policies and procedures her company has for this kind of thing. Then she follows a few steps to make the process as supportive as possible.

She lets Kunal know they’ll be reviewing his adaptations and adjustments as well as his performance in the next meeting together.

Then, during the meeting, she highlights examples of his performance and opens up a discussion on how the adaptations are working and what could have been improved.

Once they have discussed this, Jen finds it easier to put together an action plan to get things back on track. And as always, she links in with HR. 

So, let’s take a look back at how adjustments were made, and performance was reviewed.

Jen started with a positive attitude and discussed the adjustments that would help Kunal. They agreed on which ones were doable, and she explained why others weren’t.

Then they agreed on what Jen could tell Kunal’s colleagues to make his return easier and arranged a weekly catch-up meeting to see how he’s getting on. If Kunal’s progress hadn’t gone as expected, they’d have discussed it openly and honestly, and put together an action plan of next steps.

In the future, Jen can also use this adjustment process to help prevent someone going off work from poor mental health too.

This module is all about helping you better support your colleagues. If you need help with supporting a colleague in your team, always get in touch with your HR department first.

Looking after yourself

How can you look after your own mental health?

Just like with our physical fitness, we all have mental health that can move up and down.

And as a manager, supporting your team can sometimes add a little extra pressure.

It’s really important that you check in with your own mental wellbeing on a regular basis.

And, build in lots of healthy habits that will help you to look after yourself

Because when you look after yourself you build your own resilience, you're better placed to help others and you encourage people to do the same too.

Let’s take a look at some of ways you can take good care of your mental health.

That way, you can choose the options that you think will work best for you.

1. Regular exercise. This can help you sleep at night and focus in the day.

So, try to get active whenever you can. Take the stairs, go for a ride, or hop off the bus a stop early

You might even inspire your colleagues to do the same

2. Ask for help. Remember, you don’t have to look after yourself alone.

After all, even superheroes have sidekicks. So, if you need some help, make sure you know where to find it. The signposting module may help you here. 

That way you’ll get the support you need, and your colleagues will see that it’s okay to lean on other people.

3. Take a break. If you need some you-time, take it. Consider building regular breaks into your daily routine and switching off your devices at a certain time. If working from home find an activity to signal the switch from work life to home life. This could be as simple as taking a walk outside to mimic your commute.

4. Set some boundaries. When you’re a manager, it can be easy to become absorbed in your colleagues’ wellbeing.

And this can change your working relationship and may cause problems for your company.

Or it can get in the way of them finding the right support, and even affect your own wellbeing.

So it’s a good idea to set some boundaries and keep everything at a healthy distance. You’ll know best what boundaries work for you. But here are a few things to think about.

Know your role. You’re a manager, not a friend or counsellor, or 24-hour helpline. What you can do is spot the signs of poor mental health so that you can signpost effectively and provide the right support.

Make your boundaries clear. Consider when you can and cannot be contacted and share this with your colleagues.

Keep things simple. Your boundaries are your boundaries. You don’t need to explain them or apologise for them.

So let’s recap. Looking after yourself means finding your own healthy habits. Whether that’s staying active, getting help when you need it or giving yourself some space. And setting boundaries that help you keep everything at a healthy distance.

Because by putting your own mental health first, you’ll always lead by example

This module is all about helping you look after yourself.

If you need any further support, always get in touch with your HR department first.