Resources to Manage Today’s Mental Health Challenges

Dr. Jackie Ogden recently hosted a Community Conversation on “The less discussed impact of COVID – the effect on our teams’ mental health, and what leaders should–and shouldn’t–do to help.” We thank the over 100 audience members and our terrific panel that participated and shared valuable information and resources. We’ve highlighted key statistics, messages, resources, and references discussed during the call below. Click on the article titles and/or publications to view them in entirety.

Statistics:

• “Nearly one in five Americans–46 million–live with some kind of mental illness. Yet two-thirds of people who suffer from a mental health issue never receive any treatment whatsoever.” —Made Academy

• “68% of workers would prefer to talk to a robot than their manager about stress and anxiety at work.” —Oracle

• The World Economic Forum has estimated that mental health disorders could cost the global economy up to $16tn between 2010 and 2030 if a collective failure to respond is not addressed.

• “Every #1 investment in mental health in the workplace has a $3-5 return.” —MadeofMillions.com

Key Messages:

• Focus on the current situation, but also look ahead. Imagine yourself one to two years out and think back about what you’d be proud to have accomplished. Plan something to look forward to. Anticipate positive. Also focus on your strengths (see resources below re: positive psychology).

• Make personal connections with people.

• Listen, listen, listen. And just listen—hold off on the advice. Set an example as a leader–talk to people regularly. You are not alone as we’ve probably all been touched by and can contribute to mental health.

• Set limits in your conversation to make comfortable and clear expectations.

• Be consistent across staff–talk to all of them, not just those you’re most comfortable with.

  • Saint Louis Zoo conducted focus groups with their entire team to discuss mental health and other issues.

  • Phoenix Zoo offered a full menu of services for their staff:

    • Realizing and relieving potential financial burdens and paying 100% of health insurance costs during closure

    • Being flexible to make accommodations for those who need them 

    • Conducting five-week mental health campaign 

    • “Give your mind a rest” seminar

    • Clarity breaks for executive team to “Go home!”

    • Fun activities

  • Kansas City Zoo conducted a versioned survey through Google Docs:

    • One version for employees with elementary school-aged children or children who were not in school inquiring about any issues they were facing and what they needed from the Zoo, due to limited childcare or school closures/virtual learning.

    • A second version answered any questions employees had in a long answer box format so employees could ask multiple questions. The Zoo also conducted “mini groups” by team to address specific issues on each team, then held two socially distanced meetings in the Zoo’s theater for the CEO to address the common themes and answer those questions. There was no Q&A, just answers to the most frequently asked questions, even though many had been addressed in the mini sessions. Many employees wanted to hear from him, so this was their chance to hear him deliver the messages that were coming from their management team.

• Employee Assistance Programs (EAP) don’t always offer the right resources. Make yourself aware to seek out other resources as you need them. 

  • All managers have access to the EAP flyer and are free to refer employees who are having issues to HR. 

  • Vet candidates by talking to references. With this pandemic, many providers don’t have many resources. 

  • Be aware of underlying equity issues between full-time staff being covered under EAP but part-time staff are not. Oftentimes the part-time team has increased financial insecurities which are growing under Covid-19.

    • Most EAP carriers don’t ask whether the employee is full-time or part-time. They only ask for the employer information necessary to access the network. 

• Focus on both physical and mental health. Provide resources not just to reinforce physical health, but also mental health.

• Empower managers to help others; don’t always depend only on HR.

• Most of us have a lack of training on mental health issues but we receive training on CPR, etc. Encourage people to pursue formalized mental health training (see resources below).

• Lift the veil. Acknowledge the “whole person.”

• Be consistent and don’t let up; it’s not a sprint but a marathon and we want to be there for each other at the end.

• Take time for y/ourselves.

• Be aware of the upcoming holidays–we will be sharing holiday ideas from Phoenix Zoo in a future communication.

• You can’t pour from an empty cup.

• You don’t need to set yourself on fire to keep other people warm.

Resources:

• “Made of Millions: A Global Mental Health Livestream” —YouTube.

• “Your Employees are Not Okay: How to Handle Mental Health at Work During a Pandemic” —Fortune.

• The AVMA has started a program called “Not One More Vet” since suicides have soared among veterinarians as clients get more irritated and unreasonable, and veterinarians more overworked. The suicide rate for male veterinary students is 1.5-2.5 times the national average and for women it is 3.5 times higher (women are now 80% of the veterinary students/graduates).

  • “Toolkit to Help Veterinary Colleges Deal with Suicide” The American Foundation for Suicide Prevention, AVMA, and Association of American Veterinary Medical Colleges have released a new resource to help support veterinary colleges in the aftermath of a student’s death by suicide.

  • Accredited programs are now required to have a psychologist on staff. 

• “Beautiful Brains: A Mental Health Manual for the Modern Workforce” —MadeofMillions.com

  • What to do?

    • Watch out for warning signs

    • Start the conversation

    • Offer accommodations (i.e., as one would for someone with a physical disability) Note that accommodating isn’t coddling; it’s hard-nosed business.  

    • Commit to confidentiality

    • Align physical and mental health benefits

    • Fund wellness initiatives

    • Provide personalized growth plans: Your employees are individuals–manage them that way.

• “Workplace Mental Health: From Bit Player to the Red Carpet” –Health Europa

• “Acas Framework for Positive Mental Health at Work” for managing mental wellbeing in their workplace.

  • Employers have a duty of care to ensure their organizations:

    • Fight stigma and promote equality and inclusion;

    • Identify the causes of work-related mental ill health, such as poorly managed change, and develop an effective action plan; and

    • Are sensitive to personal health issues like menopause, cancer, and bereavement

• Line managers can be the facilitators of positive mental wellbeing if they:

  • Understand the law, i.e., around reasonable adjustments;

  • Take time to know their staff and help with developing coping strategies; and

  • Get trained in difficult conversations

• Individuals also have a responsibility to:

  • Help maintain their own good health;

  • Disclose their illness if it feels appropriate; and

  • Reach out to support colleagues where they can

References:

• “A Debilitating Mental Health Crisis Almost Ended His Life. Now He Wants to Save Others.” —Inc.

• “COVID-19 and Employees’ Mental Health: Stressors, Moderators and Agenda for Organizational Actions” [version 1; peer review: 2 approved]. Emerald Open Resource.

• The National Alliance on Mental Illness. Large national agency with support groups in many communities.

• The National Institute for Mental Health.

• Martin Seligman’s “Authentic Happiness” Positive Psychology questionnaires, including the Authentic Happiness questionnaires. There are two questionnaires that are about character strengths–VIA Survey of Character Strengths and Brief Strengths Test. [You have to create an account but the questionnaires are free.]

• Psychological First Aid. Online free course or team training offering.

We extend a special thank you to our panelists:

• Bert Castro President and CEO, Phoenix Zoo; Chair, AZA BOD

• Judith Kirkeby, PhD clinical psychologist, retired

• Laura Martina Chief People Officer, Fresno Zoo

• Grayson Ponti Conservation Interpreter, Dallas Zoo

• Charlisa Shelly Director of Human Resources, Kansas City Zoo

Click here to view the full webinar recording.