How to start? is probably more appropriate than what to do. After deciding to run a series of “what to do?” articles on the blog I have, somewhat surprisingly for me, spent a couple of weeks planning how to achieve this.
If this is going to work and be of benefit and a good read then I think that planning will prove important to give a clear and coherent message.
I am going to split this ongoing blog into three sections;
1 – Strategic overview – something for the decision makers, the cheque book holders, the planners in organisations. Where to start, where to put funds and how to build momentum and sustain this will come here.
2 – A managers toolkit. Building a resource for the manager or supervisor at work. Your managers are the key in any organisation in dealing with the effects of poor mental health. They need to know “what to do”.
3 – What should I do? – this section is aimed at the individual (and Directors, this is for you as well as your troops!). I will write about what to do for both someone who is struggling and those who find that it is a colleague who is having issues at the moment.
I will try to run all three of these streams concurrently, this is what I have planned, and to build each of them from a firm foundation onto the more detailed needs as we go along.
I hope you find this useful, maybe even a good read? Do comment; your views are always interesting. Whilst there are “best practice” things in this area I don’t believe there are many absolutes, different things can work well in different organisations.
Oh – don’t forget to subscribe (top right) to get an update when the next post arrives.
Andrew
and supervisors and anyone who has a responsibility for other employees at work.
Your knowledge, actions, beliefs and behaviours are absolutely central in any organisation to both supporting mental well being and to managing the effects of poor mental health.
It is YOU that makes a difference and not policies, procedures, strategic interventions and campaigns. These are all very important, but, to support what you do, and not do, on a daily basis.
This managers toolkit will grow and grow over the next months, it is important, however, that you have an understanding of the background that will be found in both the strategic overview and the personal section (What should I do?). For now read these; learn about the issues and importance of certain things to contextualise what you do – before we look at the specifics that will help you be a good manager and support both your colleagues and your organisation (oh and you will benefit as well!).
I have tried to write the first post in this section – a strategic overview, for some time. With everything I put down there seemed to be something that should come before that piece. Even such straightforward advice as to review what an organisation already has in place needed a deal of background.
So …….
I shall start with a look at the importance of joined up thinking and introduce three key areas that are fairly well accepted as being vital in any organisation that aims to both support mental well being and to tackle the effects of poor mental health. In the literature these three areas are usually called primary prevention, secondary prevention and tertiary prevention. Personally I prefer to use the word support.
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I had to start this first post about what to do as an individual with something slightly contentious. Some people may find the title perjoratative, so many of the words associated with poor mental health have developed negative connotations, I think the playground has played a major part in this. Oh and films, books, TV, journalism etc etc.
Madness really has had a bad press!
Mental illness by medical definition and by common usage is all about someone being different. We talk about normal so glibly without being able to come close to defining exactly what “normal” looks like. Similarly the difference that we label as mental illness is hardly visible in all but a tiny number of very poorly people.
Perhaps this is the key?
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Every single one of us has a view as to what is mental illness – what it means, what it looks like and beliefs about who has these “mental illnesses”.
I have had a fascination for the names and how they are used for many years and was pleased to see a recent paper published called “What is a mental/psychiatric disorder” (Psychological medicine, 2010, 40, p1759 to p1765, Cambridge University Press) and a blog following on from this.
Primarily this is a detailed look at categories of the diagnostic definition of mental illness and is aimed at the medical profession, psychiatrists and the like. It really is quite esoteric!
Does this have any relevance to managing poor mental health at work?
Well, in my view, an absolute yes!
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While George Osborne was speaking in Parliament yesterday I was training a group of Public Sector managers. Our focus was the early recognition and management of poor mental health at work. But it did feel like George was in the room with us. Probably like any public sector group yesterday there was worry/concern/frustration and even anger present.
Uncertainty and “not knowing” can be such a hard place to be for anyone.
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I am writing today to avoid the temptation of blogging tomorrow!
One day per year when there will be mainstream publicity on mental health issues. The BBC will probably comment!
But does it have any impact?
I suppose any publicity of mental health issues is good but I do worry that this is a bit like sending a Christmas card to an aunt. Job done, can forget for the rest of the year.
Mental Wellbeing at work is not something that can be achieved or significantly influenced by one days publicity per year. To have a positive impact on mental wellbeing and to help reduce the impact of poor mental health needs continual attention in any organisation.
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… tomorrow and I am sure there will be plenty of commentary and analysis over the coming weeks/months. Probably training courses will be offered on how to comply and what the Act means in practice.
There has already been quite a lot of commentary around what this new Act of Parliament means and how to comply. I have watched these changes to equality and diversity law developing for the past year or so, looking for anything that may impact how I work and the training I offer.
I have talked to a number of people working in this area and it sounds like making internal policies and procedures compliant with new regulation will be quite a focus over coming weeks/months.
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