How Should Leaders Support Mental Health at Work?

Leader: An individual who leads or commands a group, organisation or country.

The role of a leader in corporate settings has conventionally been associated with performance, but rarely associated with mental health. With the onslaught of the pandemic, however, this has changed. 

As mental health issues have risen in and out of the workplace, many leaders have realised the importance of addressing mental health in order to safeguard success in the endemic. In our recent talk, ‘How Should Leaders Support Mental Health at Work’, our panellists (Larson Ong, Co-Founder of Visual Studio Singapore, Lisa Askwith, CPO at Love Bonito, Moses Mohan, Partner & Global Head Of Leadership Solutions at Potential Project) shared their respective experiences and strategies to cultivate a culture that supports mental health.

Here’s a roundup of the important lessons based on the discussion: 

1. Small changes have a big impact

Throughout the talk, all 3 panellists reiterated that while resources were helpful, they weren’t the driving factors in cultivating a culture that supports mental health.

Moses shared the importance of inculcating constant practices centred around thoughtful engagement. He also highlighted how engaging in mindfulness practices on a consistent basis can help to foster psychological safety, a vital component of a culture that supports mental health.

These sentiments were shared by Larson and Lisa. In particular, Lisa shared the importance of showcasing positive, encouraging behavioural practices and avoiding microaggressions. Lisa emphasised the cumulative benefits these simple practices reap over time based on her experiences as a seasoned HR professional.

The panellists also emphasised the importance of sticking to the basics by using interesting analogies. 

For example, Larson shared that supporting mental health in the workplace was akin to ‘picking up jogging - you can either buy an expensive treadmill or start running outside, it’s free. Not all mental health perks have to be expensive ’. This echoed his grounded approach to mental health as a leader. 

Similarly, Lisa shared the importance of behavioural practices by highlighting how you ‘couldn’t build a rocket with just an astrophysics textbook’ when she was asked about the relative importance of resources in cultivating a culture that supports mental health. 

Additionally, Moses highlighted the universal importance of safeguarding mental health in all organisational settings, regardless of the emphasis placed on performance by showing the audience that  ‘A rose is a rose by any other name’.

2. The persona of a leader has evolved 

Leaders, particularly in Asia, are typically associated with the ‘alpha’ - a strong, silent individual who gets things done regardless of what it takes. Based on this parochial portrayal, vulnerability is often perceived as a weakness rather than a strength. However, Larson and Moses both highlighted the waning allure of the ‘alpha’ leader in today’s business environment by sharing their past experiences. 

Moses highlighted how the stern atmosphere at a prestigious company he once worked for created a climate of fear and hindered psychological safety. He shared how this experience taught him the importance of compassionate leadership in an organisational setting, which he actively cultivates in his current role.

Likewise, Larson shared his encounters with depression in 2016 as a result of the heightened stress he experienced from his tireless efforts to build a successful business. Larson’s subsequent encounters with a psychotherapist gave him a renewed sense of clarity which propelled his business ventures. Larson highlighted how this experience demonstrated the waning relevance of the typical ‘alpha’ leader in today’s environment and that vulnerability can be a strength at times.

Moses also talked about how Larson’s experience has been shared by many of the leaders he’s worked with at Potential Project. In particular, Moses shared the impact of imparting compassion and empathy in propelling culture and performance. He stressed the importance of ‘being human’ as a present-day leader - a quality that is rarely associated with an ‘alpha leader’. 

3. Leaders need to walk the walk

In any setting, a leader’s actions and rhetoric provide a near-picturesque reflection of an organisation’s culture. This point was supported by all three panellists who highlighted the demonstrative impact of behavioural practices in cultivating a culture which supports mental health.

Lisa emphasised the importance of eschewing judgement and maintaining an open mindset in a leader’s journey to normalise mental health in the workplace. In particular, she shared the importance of providing a helping hand, explicitly or implicitly, towards employees, and its impact on fostering cohesion - a key factor for organisational success. 

In her experience with curating a holistic and conducive wellness ecosystem, Lisa also highlighted the importance of openly embracing uncertainty when no one else is willing to do so. She highlighted how having an open mindset and adopting a willingness to change has benefitted her immensely in her journey toward integrating physical and mental wellness into her organisation’s culture.

Larson agreed with Lisa’s point on the necessity of ‘being there for your employees. He shared some practices he has inculcated in his organisation, such as regular check-ins, mentorship, and providing clarity to his employees. Larson also highlighted the importance of checking in on employees’ personal situations. He shared how one of his employees' dip in performance, was a result of losing his mother, grandmother and aunt to COVID-19, and how the subsequent work arrangements helped that employee to cope with the immeasurable grieving process.

Moses added on to the discussion by sharing how important it is for leaders to be proactive. He highlighted how leaders could serve as community builders in their journey to normalise mental health in the workplace by working closely with like-minded individuals. 

The role of a leader has changed vastly, and in order to succeed in all dimensions of leadership, leaders need to go beyond passive measures and work from the ground up. This means going beyond purchasing the ‘best’ EAP.

From this talk, we’ve learnt that passionate, driven leaders who dedicate themselves to changing behaviours are the best leaders. By encouraging employees to embrace their struggles as part of the process, and being open about their own struggles, they cultivate a culture that supports mental health. A successful leader no longer needs to be the ‘alpha’, he just needs to be present in the best of times, and the worst of times.