A few days ago, on October 10th, we celebrated World Mental Health Day.
This got me thinking about leadership and mental health. According to WHO: “Mental health problems are the result of a complex interplay between biological, psychological, social and environmental factors.”
Keeping this in mind, I have been thinking about how we, as leaders, have a huge impact on the mental and emotional well-being of those that we lead. The words that we use, our way of engaging, the way we make decisions – all have an impact.
I have known leaders whose actions have caused their direct reports to be depressed, insecure and nervous wrecks. At least two people I know have had to seek therapy to manage the impact of the negative behavior of their bosses. And the opposite has also been true. Many people have shared with me how their confidence and well-being has been heightened by the support, empowerment and encouragement of their bosses.
Ultimately, as leaders, it’s time we take responsibility for the impact our actions are having on the mental health of those what we lead. Where do we start?
- First recognize that you, as a leader, you leave a wake, like a boat cutting through water. It doesn’t mean that you are 100% responsible for the mental health of your constituents but accept that your actions matter. When you recognize the power you have over someone’s emotional well-being, you have a responsibility to wield that power with care.
- Second, observe and pay attention to the mental state of your team?
Are they happy in the midst of a pressing deadlines and then get all tense when you walk in the door? Does someone seem out of sorts, not themselves, depressed, overly anxious? If so, find out what’s going on.
- Third, get curious and get feedback.
Explore, whether it is your behavior that is the source of the problem, or it is something else. Yes, I know this is easier said than done. Someone who is depressed because of the way you have been treating them may not readily give you feedback that you are the problem. It may take many conversations; or it may require feedback from another brave soul. If the source of the problem is not you, make sure that the person has the professional support to address the challenge they are facing.
- However, if the cause of the problem is you, explore what you need to do differently. Even the most difficult roles you have played as a leader such as holding an under-performer to account can be done with compassion and respect.
It’s been said a million times, that the people that we lead are the most important resource we have to deliver on our results. As a leader, we have a duty to create a healthy workplace where people can thrive and deliver their best. The place to start is with us. Let’s make sure we are not the problem. Let’s ensure that what we leave in our wake are engaged, empowered and happy people.
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