In a function like supply chain where it feels like every activity is bound up in tight timelines and high-pressure financial implications, how do you center mental health in the workplace and then ACTUALLY follow through on those commitments?
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Adding to that, from a financial implications standpoint, it's important to set expectations right from the beginning. When people come on board, I review the job description with them to reset expectations and explain the grey areas where their role may evolve. This helps them understand that their role is not just black and white and prepares them for high-pressure environments. Setting these expectations from day one usually results in better performance.
Building a culture of trust is vital. Regular check-ins and leading by example, such as taking days off, are important. Encouraging employees to disconnect after working hours and allowing flexible schedules can alleviate pressure. In larger companies, offering sport memberships, work communities, and access to mindfulness or stress management apps can be beneficial. Some companies even have community gardens, which provide a relaxing activity close to nature.
From a leadership perspective, creating a safe environment for employees to express their concerns is essential. I call my one-on-ones "reflection time" to encourage open discussions without repercussions. This can sometimes be a venting session, which is completely okay. It's important to make sure employees are aware of mental health resources and opportunities for time off, such as FMLA. Regular conversations about mental health and creating a safe environment are key.
Building a culture and organization is unique based on its size. It's crucial to clearly outline the expectations of the role to ensure stability and mental health. If someone expects their job to be less demanding than it is, it's a sign that the expectations were not properly communicated. Clear role definitions help set people up for success and stability.
This is a great question and one that is very close to my heart. Mental health advocacy is one of my passions, and I've supported various charitable organizations and initiatives to draw attention to this critical issue. I recently had a conversation with a director from the VA who handles mental health issues for the military, which highlighted the importance of emotional health and well-being in a corporate environment.
From my own experiences, I've seen how corporate decisions like restructuring and downsizing can create significant stress and burden on employees. Poor leadership can exacerbate these issues, creating an unhealthy work environment. One framework that has guided me is Maslow's hierarchy of needs, which emphasizes the importance of meeting people's basic physiological and safety needs, as well as their needs for love, belonging, esteem, and self-actualization.
Meeting people where they are and understanding their unique struggles is crucial. Not everyone will be forthcoming about their personal or emotional challenges, especially in a high-pressure environment like supply chain. The generational shift in the workforce is making mental health a more prevalent topic, and organizations need to take it seriously. Businesses need to establish opportunities for employees to find work-life balance. Some companies offer flexible time off, four-day work weeks, or time during the day for exercise and other activities. While there isn't a one-size-fits-all solution, the approach should be tailored to the operating model and size of the organization. Smaller companies might have an easier time implementing these initiatives due to less bureaucracy, while larger corporations often rely on HR-led initiatives that may not always be enforced in operational environments.
Leaders play a crucial role in this. Regardless of the size of your team, paying close attention to your people's well-being and providing opportunities for them to recharge and decompress is essential. Most organizations also offer third-party mental health services for crisis management and counseling, which should be utilized.
I agree with Mohammed and Ivana. Building relationships with team members and keeping an eye on their vacation time is important. In our company, we have unlimited PTO, and I've noticed that some employees don't take advantage of it. For example, I had an employee who hadn't taken a vacation all year, so I encouraged her to plan a week off. She was surprised but grateful, and now she's going to Puerto Rico. It's about setting an example and calling out that it's okay to take time off.