Mentally unstable #2: How I act as a Leader

In this continuation of our exploration of mental health and illness in the workplace, we delve deeper into the topic. We examine more intense scenarios and approach these considerations primarily from a leadership perspective. As a manager, one holds a more critical role and, in certain cases, must maintain an even more sensitive approach, while also assuming greater responsibility for action compared to employees. How to respond appropriately and what support options can be utilized for the company will be further discussed here.

Having the Right Instinct

Whether it's leading a team, a department, or running a company, when it comes to employees' mental health, it is crucial to approach the matter with sensitivity, seriousness, and respect. You may notice a change in an employee yourself, or concerned colleagues may bring it to your attention. However, once the suspicion arises that an employee is not doing well mentally, it is important to recognize your responsibility in handling the situation. In a leadership position, there is no room for hesitation or inhibitions. It is essential to lead by example and demonstrate decisive action. This certainly does not mean that professional psychosocial behavior is required. Seeking external assistance can be just as effective. The key is to show that you are paying attention and taking responsibility for the well-being of your staff.

Concrete Examples

Let's first consider the case where a person seems to be doing poorly for some time. They are frequently absent from work and when they are there, they appear tired, unfocused, and irritable. You noticed this starting from the second missed deadline. In addition, two colleagues expressed their concerns to you in a confidential conversation. A simple conversation may be sufficient, where you can refer them to professional support services. If there is a healthy and trusted working relationship, you can have the conversation in person. It should take place in a location where privacy is guaranteed and the person can feel comfortable. Perhaps the office of the supervisor is not always the appropriate space. A neutral location may be better.

It should be clarified right at the beginning of the conversation that this is not about a performance evaluation. You could start by expressing your concern, as you have noticed some changes in the person that you wouldn't normally expect from them. Signal that your intention is solely to provide support. If the person confirms that they are not currently doing well, there should be no further probing into the specific details unless the person opens up on their own. At that moment, it is not important for you to know what the issue is, only how you can offer support.

Under no circumstances should pressure be exerted or even threatened with termination. Instead, it should be signaled that the company values keeping its employees, even during times when they may not be doing well. If the person actually accepts your offer to talk and confirms that they are currently not doing well mentally, you can encourage them to seek professional support services. With the help of your HR, you can prepare for this by compiling a list of resources such as support groups, local crisis centers, or therapeutic services, and keeping it available in your office. It can already be helpful if the affected person is relieved of the first step of research. With a specific address in hand, the likelihood of seeking help increases.

Panic attacks at the workplace

Our second example of a potential psychosocial challenge is a panic attack in the workplace. Panic attacks are part of various mental disorders but are most commonly associated with anxiety and social disorders. However, a panic attack can also occur without an underlying mental illness and affect any of us at times.

If a person frequently experiences panic attacks as part of their disorder, they are likely familiar with it. They can recognize the signs and, ideally, take action to calm themselves or find a safe place. A panic attack feels extremely distressing to the individual. Most people who have experienced it describe often feeling afraid of dying. Psychosomatic reactions such as rapid heartbeat, increased blood pressure, or sweating are often interpreted as signs that "something is wrong with their body." Many report fearing a heart attack. Panic attacks can be triggered by various stimuli. If they are linked to a specific disorder, such as social phobia or agoraphobia, crowded places or confined spaces can set off the reaction chain leading to a panic attack. However, everyday conditions like overwhelm, unexpected bad news, and sometimes even no identifiable trigger can lead to the occurrence of a panic attack.

If this happens in the workplace, it is important to take the person's fears seriously and not downplay the panic attack as an overreaction. It is best to leave the situation unjudged (so no sentences like "Why are you getting so worked up?" or "There is no reason to overreact like that."). However, you can assure them that they are safe and nothing can happen.

You should only call a doctor if there is actually a suspicion of a physical cause. Otherwise, this can further intensify the reaction and confirm the person's concern that something bad is happening. Helpful support can include: staying with the person (physical contact only with consent!), finding a calm breathing rhythm together, bringing a glass of water, sending away onlookers, focusing the person on the present moment (We are here in my office. Everything is fine, nothing can happen. The sun is shining outside. I hear birds chirping. Do you feel the carpet under your feet? Can you smell the coffee from the kitchen?). It is particularly important in that moment to send away other people who could potentially be perceived as onlookers by the person. Otherwise, this can lead to a traumatic and vulnerable experience of the situation for those affected.

So, to summarize briefly once again: Recognize, take seriously, create a safe space, support, breathe.

Becoming competent, recognizing your own limits

Despite all the responsibility that comes with being a leader, you should always keep in mind that you are (usually) not a trained psychological professional. That means, firstly, you should not try to act as one and potentially make things even worse. But it also means that no one expects you to carry out a therapeutic approach.

The best thing you can do as a leader is to ensure the necessary structures in the company that can serve as points of contact in case of mental stress. If there is a mental crisis or burden in your presence or under your knowledge, pay attention and offer support. In addition, refer to professional support services. Another highly recommended option is the international program "Mental Health First Aid," which has been available in Germany for several years. This is a two-day program that is provided to interested employees by external experts. The aim is to train laypeople to feel more confident in dealing with mental stress in their environment. It's like becoming a psychological first aider, albeit at a very basic level. Offering this program can provide competence and security to the workforce and create a more stable mental climate for the company.

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Don't do anything you can't justify, but do everything you'd have to justify not doing.

by Peter Cerwenka

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