South Africa grapples with one of the highest rates of mental health disorders worldwide. With one in four adults affected and approximately 8 000 suicides reported annually, as noted by the South African Depression and Anxiety Group (Sadag), the situation is critical.
Globally, mental illness incurs an economic cost of $1 trillion, with South Africa’s share amounting to R161 billion. This figure reflects lost productivity, absenteeism, and presenteeism – where employees are physically present but disengaged – in the workplace.
Leaders are increasingly recognising the significant commercial and moral impacts of mental health issues. Implementing a comprehensive mental health strategy is essential, but true progress requires a deeper transformation. This means fostering self-awareness, compassion, and authentic connections within organisations. These values must be embedded in organisational culture and exemplified by emotionally aware leaders.
Stressors at work
Employee mental health is particularly fragile due to various pressures. Burnout, mental exhaustion, and low self-esteem frequently stem from work-related stressors such as siloed working environments, job insecurity, social media pressures, and workplace conflicts or bullying.
Additionally, two decades of economic mismanagement have depleted essential funds for healthcare and infrastructure, while a 32.6% unemployment rate (Stats SA) exacerbates issues like drug abuse and violent crime.
These challenges, compounded by the lingering effects of Covid-19 and global uncertainties, strain mental well-being.
Neuroscience research, detailed in “The Neuroscience of Stress” by BrainFacts.org, underscores the detrimental impact of chronic stress on brain function, behaviour and well-being, contributing significantly to the current mental health crisis.
Mental health struggles often remain unspoken and invisible, overshadowed by confusion, shame, or guilt. Many workplaces lack sufficient support systems, leaving employees uncertain about how to support each other effectively. As a result, individuals with mental health challenges may hesitate to share their struggles due to fear of judgment, stigma, or being labelled.
Losing a loved one to suicide
This was often true for my late brother, Sacha. He was a brilliant organisational psychologist and coach, transforming and saving many lives, yet his genius was lost to the world when he ended his life after a depressive episode in 2017. I often wonder if society had understood and embraced mental illness if more people noticed each other and took the time to reach out with authentic care, would Sacha and countless others still be alive today, contributing to a more compassionate and healthier world?
In today’s world, a sense of purposelessness seems to pervade. Perhaps mental health is intertwined with the existential question, “Why am I here?” In a world that often feels expendable, we lose focus on what truly matters.
We must turn the selfie around and shift our focus from “self” to “others” – listening with curiosity and empathy, engaging both head and heart.
Authentic connection is what truly matters in life. Those small magical moments of connection when we know we are alive through being seen and accepted by another. This connection can happen through an acknowledging smile, a meaningful conversation at the coffee machine, or more formally in a structured forum with like-minded people who accept and support you unconditionally.
One of the greatest contributions to mental health is fostering an environment where people feel safe to share their fears and vulnerabilities while also offering support so others feel accepted and not alone. This caring culture must be championed from the top, with leaders advocating, role-modelling and rewarding empathy and support.
The challenge is that leaders are often promoted for their technical competence so accessing emotions and shifting from “head to heart” can be difficult and uncomfortable. However, as leaders develop self-awareness and share their own stories authentically, deeper connections and relationships, based on trust and psychological safety, are formed.
This leads to a sense of belonging, replacing imposter syndrome and presenteeism with engagement, collaboration and agility. As people start to bring their whole selves to work, increased productivity and improved results naturally follow. Employees transform from “human doings” to “human beings” who genuinely care for each other.
Support employees this way
Creating a healthy, safe organisation requires a holistic and practical approach. We are so used to being task-focused, so building awareness and developing skills for connection and empathy is crucial.
Effective strategies include:
- Employee assistance programmes
- Counselling services
- Social responsibility opportunities
- Regular check-ins
- Flexible work arrangements
- Peer support networks
Employee workshops can shift mindsets and behaviours on topics such as mental health awareness, suicide awareness, values and purpose, emotional intelligence, communication and relationships, stress management, work-life balance, mindfulness, diversity and inclusion, and anti-bullying.
In summary, leaders must play a crucial role in implementing robust mental health strategies and cultivating a caring culture. However, every person in an organisation can make a difference and is responsible for building awareness and practising compassion.
We each need to look beyond the “I” and truly “see” the other, listening and connecting both at work and at home. This is an inside-out process, as Ghandi said so eloquently “be the change we want to see in the world.”
My wish for you is to go gently and to reach out for support if needed.
ALSO READ: The struggle is real: Stigma hurts youth mental health
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