Mental health resources are at the peak of the pyramid when it comes to employee needs. Extra mental health PTO days, EAP benefits, and a promised positive work-life balance culture are all very important offerings when trying to keep your workforce productive and well. And, although some organizations have implemented these helpful tools to combat tough times, everyone is still experiencing the added pressure of being short staffed and wearing additional hats around the office. Added hats typically equals added stress. And added stress typically equals mental health struggles. So what is an immediate tool you can implement right now to help support your team members?
Although individuals have responsibility in seeking out the resources they need for themselves, there is one (free) thing we can all do to help one another get through, and that is being kind. Being kind can look like a lot of things. It could be bringing a coworker their favorite coffee one morning, or asking how someone’s weekend was. But the kindness I am talking about is more in the form of patience, understanding, and supportiveness that is extended when someone is struggling.
Kindness as a mental health tool is:
- Extending grace to a coworker who may be behind on a project and encouraging them that “they got this,” or asking how you can help support them
- When a client apologizes to you for not following up, and responding to them not to sweat it and that you will reach out when needed
- Setting the tone that you are the type of boss whose employees can approach you with a problem where they do not fear losing their job because they know you will listen and help
I personally recall a time where two leaders served me kindness when I needed it most. I had made a hefty mistake on a marketing piece that was shared with a client during the height of COVID when times were extra busy. Unfortunately, the mistake was caught due to an employee of the client notifying them of the misprint. I was sitting with the client when the email came through calling out the error, and I was absolutely mortified. This was my mistake, and I fully owned it, but my brain immediately thought “what comes next?”
I played the next few scenes in my head as if this was my directorial film debut and I knew exactly what was to come. I have seen this movie to many times and clearly envisioned myself making the call to my husband to let him know I would be cleaning out my desk. Plot twist: I still have my job.
The VP of my department called me after I left my client. I saw his name come across my phone and I gulped; I really did not want to be a disappointment. I answered the phone and walked him through what had happened that got us in this messy situation. Choking back tears, he assured me that he understood this was an honest mistake, and trusted me I would make it right.
The next day I set up time to approach another leader to let her know what happened. Shaking and tripping over my words in her office, she listened patiently. She too assured me that she trusted me to fix it, and extended a hand as to how she could support me. I thanked her for being someone I could talk to, and for her kindness. She then shared with me a time she messed up, and how her leader responded to her. I will never forget her sharing that she was treated poorly during the time she needed her leader most to lift her up. She vowed to herself that someday when she was in a leadership position, she would never treat someone that way. And I was that someone.
I encourage any leader to pause and think before they respond to one of their employees that are in need, despite the problem. Think of what you would need in that moment if you were them. Think of what is going on for that individual beyond their role in the office. Think of them as a whole person. And lastly, think about how beneficial one kind response could assist in the longevity of their overall mental health.
