Let’s Walk the Talk on Mental Health

One question I often ask some of my clients when I’m talking about stress at work for their employees is: How do you see if anyone is injured? The answers are, of course, if they have bandage on them or are limping. My follow up question is that if it’s all down to visual when do you know they are injured in the mind? That is a question that makes them pause and think.

Yes, you can tell from the behaviour that someone is mentally hurt. But many of those who are hurt from inside will disguise it well, for fear of being questioned or probed. Unlike a sprained leg, the people can hide it well unless someone is caring enough to observe that all is not normal.

I must admit I became aware of the mental health quite late in my career when it affected me profusely. I was fortunate enough to have a chairman and a director who realised that and gave me space and time to recover from the stressful work I had been doing for some years that took its toll on me. More than anything else, it made me realise that there must be thousands around me going through the same experience.

I was fortunate that I had made my career at the top by the time my health required me to step back and take life more easy, do work selectively and enjoy time with my family.

How many are as fortunate as I have been, to not just recover but have a fledgling second career and follow my passion for other interests that has a separate revenue stream for me.

All this is why I am one of those who took seriously the declaration of October 10 last week as the World Mental Health Day. Hardly anyone, I asked in the corporate sector was aware of the fact that the World Health Organisation has been marking it for 30 years now. And although many corporates have stood up and taken notice but the fact remains that very few can actually put together a programme that can alleviate the mental health issues that employees face.

And believe me there are many, especially when I look back at my life in the corporate sector, I can recall so many indicators around me that, at the time, said nothing to me but now scream out.

WHO, the originator of this day, has through research shown just how seriously we must take mental health in the workspace.

According to its estimates, 12 billion workdays are lost annually due to depression and anxiety, costing the global economy nearly $1 trillion. Now, if this was to be put on the company’s balance-sheet, it would make the board of directors sit up and take notice.

Yes, they will say that divided by the number of companies operating it would not amount to much per company but it’s not a straight divide; some companies may be suffering more than others and they could be large ones.

The chief executive officers may argue that a large part of the mental health issues are caused by the factors outside the organisation. I agree that the lack of infrastructure in Pakistan and poor performance of the utilities are the precursors of the mental health issues much more than what employees may face where they work, like — for lack of a better term — psychological violence.

Yet the corporates have the resources that the public sector here doesn’t, in terms of both qualified people and money. They can at least mitigate the impact. In Pakistan, at least they have the intent for their people’s wellbeing, something you find lacking in the public sector companies and even the governments at all levels.

As such, there is still a tremendous amount of good the organisations can do. For instance, I would initiate a position of a counsellor in every organisation. Yes, even if it is a medium-sized private limited company. This is not just for altruistic purposes but for increased productivity.

I am convinced the cost associated with the position will pay off itself in terms of the qualitative benefits that then transform into quantitative results. For instance, greater productivity leading to increase in the revenue that offsets the cost of a counsellor.

For those who might think this a luxury, recall how many organisations in Pakistan had a Human Resources manager let alone an extensive HR Department. Now, many private limited companies have HR departments led by a seasoned — and yes expensive — executive. Today, they see the value of HR. Similarly, tomorrow they will realise the value of a full-time counsellor sitting in office, talking to their employees and most of all listening.

Let me add here, I am talking of a separate and independent position not under HR and not a job description that currently someone in HR handles.

The counsellor will, in all aspects, be a therapist. And a qualified one with experience. All employee professional issues will still be handled by HR. The counsellor will basically listen to the problem the employee is facing, either in office or outside.

In fact, that is the main objective of the position. To be the therapist for personal issues that is troubling the employee.

Now here you will ask why should the office be involved in personal mental health issues? It’s not done. Well my counter question to that is why do we have medical insurance for the employees, whereas there was a time when it was limited to a few large companies? Just as medical insurance has evolved, all I am suggesting is that we have mental health cost added to it.

The next question will be why not just add it to the medical insurance policy? Well the reason that will not be enough is that there can be very long waiting period for a good therapist and it can take days. Secondly, countless employees reach home so late that they have no energy left to sit for hours in the waiting rooms, not to mention the transport issues to get them there.

If you have a counsellor sitting in the office, the employees can take an appointment and just walk in, while they are in office. A 30-minute session can get so many of them listened to per week; any medication they subscribe can be verified by the accounts as in medical insurance medication is only compensated when the employee is hospitalised, as forged prescriptions are not possible, or at least improbable, there.

What about the stigma of seeing a therapist? Surely the employees will feel exposed to colleagues? Well that is why I am labelling the position as a counsellor and it can be construed that the employee can be discussing work issues.

The professional and trained counsellors always keep everything confidential so any personal issue remains hidden. Also, when the organisation so openly has this position there is the realisation that the mental health is a reality and if the board of directors are hiring a counsellor that means it is a genuine need.

As I said, back in the 1970s, those organisations that did not have HR departments were of the opinion that there is no need and that heads of department should be able to handle all the aspects of human resource planning and issues.

They then realised that human capital has a value and demands separate handling and that not all heads of the departments can handle the job tasks that HR handles today in even small organisations.

The organisations can still add mental health to the medical insurance policy. Unless there are exceptions, I am not aware of the medical insurance policies do not include therapy, unless it is charged, while the employee is hospitalised. But as the medical policy extends to immediate family who might need it, this treatment should be added, as the employee may not have any personal issue but if spouse or kids have a mental health condition, it can affect the employee at work.

A highly debatable policy addition, I admit, especially, as organisations are these days looking to reduce headcount and the cost of doing business. But again, I bring up the point that in the end having a counsellor on board may actually result in increased productivity.

If nothing else let’s do it for the greater good of the people. Let’s implement it and not just talk about it. Let’s walk the talk on mental health. Everyday.

(The writer is a corporate consultant and a coach and former CEO with over 35 years of experience in leadership, building brands and organisational strategy. He now advises on business strategy, marketing, HR and media management)