10 Oct The Three P’s in Mental Health
I am regularly asked what businesses can do to approach and succeed in optimising employee mental health and wellbeing, and the answer is always bespoke to each organisation.
Businesses come in all shapes, sizes, geographies, industry sectors, purposes, etc, so no single, off the shelf, activity or programme fits all.
However, there are three core pillars to satisfy, which organisations can build their strategy, objectives and measures around.
Focussing on optimising people’s mental health is simply the right thing to do, inside and outside the organisation.
Creating an environment and culture where people can bring their whole selves to work is attractive, engaging, productive and forgiving.
Compassionate leadership and management teams acquire willing followers (employees, clients and investors) who will go the extra mile without asking, and harbour maximum affinity to the business.
Not all stress is bad. Some need the stimulus it brings to perform, whilst others are negatively affected if they experience too much.
In addition, people with mental difference bring unique skills, capabilities and qualities to business, whilst sometimes they may require enhanced support.
Optimising employee mental health and a balanced approach to stress is easy to write down but challenging to achieve, which is why a strategic and data driven approach to employee mental health and wellbeing is essential.
You’ve heard these – “People buy people”. “People buy products and services from companies with a cause”.
With everyone being a publisher these days thanks to social media and ratings platforms, and an ever increasing sharing culture, there’s no hiding.
If you treat people well and care for them, potential and existing employees, clients and investors will know about it. Equally if you treat people poorly and don’t care, everyone will know about it too. You’ve probably heard this one as well I expect – “Bad news travels fast”.
Unfortunately if employee mental health and wellbeing is approached tactically, the outcome can be sub-optimal for all. Any approach must be championed by the board and ingrained in the people and business strategies.
Please talk to us if you wouldn’t be happy achieving sub-optimal. Our workforce stress and productivity diagnostic and strategic frameworks for optimal mental health and wellbeing are unique, and specifically designed to deliver optimal to improve people’s working lives and ensure maximum personal and business success.