How are you going?
In many workplaces, this seemingly innocuous question comes with an implied contract. Under the terms of this contract, you are expected not to say how you are actually going. Instead, you are required to provide a positive response, so that the questioner can continue their day in a glorious bubble of okay-ness. Under no circumstances should you burst this bubble by bringing up something awkward like a family tragedy, your unmanageable workload, your current state of depression or the panic attack you just had in the elevator.
You can fulfill your part of the contract by answering “I’m fabulous”, “I’m good” or “yeah, not bad mate.”
This implied contract is enforced most enthusiastically where a workplace’s psychosocial safety climate is poor. Instead of feeling safe to express how things really are, we may feel pressured to maintain a professional cheerfulness. Like synchronised swimmers who manage to keep a bright smile even whilst gagging for air, we learn to mask how we are really feeling. We become experts at hiding our actual state of being, working at all times to demonstrate that we are level, professional and productive, no matter how much we may be struggling.
All workplaces have a duty of care towards employees. They must have the policies, procedures and systems in place to ensure their workplace is psychologically safe. They must also ensure that potential risks to psychological safety (psychosocial hazards) are identified, eliminated or effectively controlled through an ongoing process of risk assessment and management (WHS Act 2011).
In workplaces where these protections aren’t in place, feigning wellness becomes the norm. We quickly get to understand that pretending to be fine is standard operating procedure. We mimic our workmates, practise telling others that we are “all good” and try never to let a hint of imperfect humanity escape us.
Statistically, we may realise that our workmates can’t all be fine and dandy. At any given point, 1 in 5 of the people who say that they are “not bad mate” may actually be doing ‘not so well.’ There are points in life where each of us will experience stress and struggle. Maintaining a career-long run of feeling fabulous isn’t exactly realistic.
The ingrained culture of feigned wellness has long led many leaders to believe that their organisation doesn’t have a mental health problem. The truth is, they all do – they just have problems which are unidentified and untreated. Maintaining the bubble results in hidden pain, silent suffering and problems that fester and metastasise until they reach crisis point.
Some leaders worry that breaking the bubble of okay-ness might cause an unthinkable mess… and who has time to deal with that when there are so many deadlines, KPIs and earnings targets to meet?
In fact, failing to protect mental health at work results in far bigger problems. It can become hard to attract and retain staff. Presenteeism can surge, productivity can plummet, sickness absences can rise and people can become too unwell to work. Tragically, each year many Australian organisations will also have to come to terms with the death by suicide of an employee.
Prioritising psychological safety in the workplace is not only crucial but a requirement by law. The WHS ACT specifically outlines that employers must proactively assessment, eliminate and control potential psychosocial hazards in their workplace. Having regular wellbeing check-ins with team members is an important part of fostering psychologically safety. It is vital for managers, supervisors and team leaders. It can signal that no one has to feign wellness. Instead of simply putting up with psychosocial hazards, they can be openly discussed and collaboratively addressed. These actions can be transformative. When workers perceive a high level of support from their workplace, research has shown they experience lower levels of psychological distress. This is the power of being seen and heard.
No organisation can feign its way to good mental health. Instead of expecting employees to pretend they are well, every organisation must effectively address hazards and equip employees with the skills that can protect mental health and prevent injury.
Managers and leaders also need to understand how to have caring conversations and be confident in how to provide support when things aren’t “all good”.
They should be able to recognise the signs that someone may be struggling, know how to check in on them and how to provide non-judgemental, compassionate support. Doing so can immediately alleviate suffering. It can also remove assumptions, develop understanding and create an opportunity to connect the person with the resources and supports they need.
While we may worry about change seeming awkward, it can be extremely liberating. Feigned wellness and unhelpful assumptions can make way for honesty and understanding. Fear and worry can be swapped for safety and support. Silent suffering can be transformed into compassion, care and a positive path forward.
If you or someone you know is struggling, please don’t go it alone. Please contact one of the following services:
Lifeline: 13 11 14 (24/7)
Beyond Blue: 1300 22 4636 Webchat: beyondblue.org.au (24/7)
13YARN: 13 92 76
National Debt Helpline: 1800 007 007