By CAL BEYER and RONNA YABLONSKI

Historically, mental health was considered a taboo topic that was off-limits in the workplace – and, even more so on the jobsite.

Over the past decade, more attention has been given to addressing mental health in the workplace. Today, the construction industry is making a concerted effort to provide resources for workers on jobsites. The Construction Users Roundtable and many of its members in each membership class have been active participants at the forefront of this movement.

Train Leaders to Support Team Members with Mental Health Struggles at Home
More companies are prioritizing mental health, substance use prevention and suicide awareness through education and resource sharing. There is a growing need to equip leaders with the skills to support their teams. Yet, many managers and supervisors report feeling unsure about how to effectively help employees who are navigating mental health challenges themselves or within their families.

Research from various studies posted by the National Institute of Health’s National Library of Medicine highlight that when a family member struggles, other family members and caregivers experience stress, anxiety, burnout and even depression. For individuals facing personal or family challenges such as relationship, financial, legal, health, grief, mental health or substance use issues, feeling isolated can often make the situation more difficult. Companies should train leaders at all levels to recognize these symptoms and respond when they are observed among workers in offices and on jobsites.

Six Strategies for Leaders to Support Team Members

1. Foster a mentally healthy culture: Fostering a respectful workplace culture has a positive impact on employee well-being. Eliminating bullying and harassment contributes to stronger morale on jobsites. It is also important to avoid stigmatizing language that can shame or isolate individuals facing personal challenges. Respectful, caring environments promote inclusion and a sense of belonging – a key protective factor for people navigating difficult life circumstances.

1. Demonstrate visible, vocal and vulnerable support for mental health (the 3 Vs): Leaders who are visible, vocal and openly share their own mental health journeys demonstrate to teammates and crewmates that “it’s okay to not be okay.” When leaders acknowledge that they too experience struggles, it promotes help-seeking among others. When they share resources and support services, it highlights that seeking and accepting help is a sign of strength.

1. Offer concern with caring support and empathy: Be an authentic leader who recognizes that many workers will experience stressors and struggles in life. Leaders need to be accessible, demonstrate empathy and remain open to conversations. When workers are treated with concern, empathy and care they are more likely to openly share what is occurring and seek support from their employer.

1. Share resources to promote help-seeking: Learn the capabilities of your organization’s Employee Assistance Program. Load the telephone number, website and other contact options for the EAP into your cell phone. Share information about 988, the Suicide and Crisis Lifeline. Make a practice call to the EAP and to 988 so you know how to explain to co-workers (and your family members) what to expect when they seek support.

1. Understand company policies and procedures for temporary flexible work arrangements and accommodations: Providing temporary flexible work arrangements and accommodations can extend relief and necessary “breathing room” for an employee balancing a family member’s mental health challenges. It is important to understand the company’s policies and procedures for offering and documenting accommodations for flexible work arrangements. Seek guidance from Human Resources to help manage accommodations under various leave programs, including paid time off, sick time, short- or long-term disability The Family Medical Leave Act and possibly the Americans With Disabilities Act.
2. Model healthy self-care practices to promote a healthy life/work balance: Careers in construction are built on hard work. Many leaders are acutely aware of the sacrifices their career advancement requires. Workers today are seeking a better balance between professional demands and personal lifestyles. A healthy work/life balance can help reduce burnout and promote greater well-being and resilience. Leaders who actively model health and wellness through self-care practices promote reduced stress and improved worker well-being.

 

Practical Pointers for Supportive Conversations

• If you are concerned about someone, say something in private, one-on-one. Let that person know you care and that help is available.
• Be kind and offer encouragement and support to coworkers. When you sense someone is struggling, reach out and ask how he or her is doing and how you can help support.
• Be present with someone without judgment, distraction or disruptions.
• Remember, your role is to listen and support – not to diagnose or fix. Effective leaders can help by listening without judgment, offering support and referring people to resources.
• Avoid offering unsolicited advice and resist being a “fixer.”
• Follow through on commitments to support people when you offer to be there for them.
• Maintain confidentiality about what they share with you and do not gossip to others.
• Know your limits. If someone needs more help than you can give, encourage him or her to connect with HR or use available employee support resources. Being aware of your organization’s mental health policies or EAP programs can help you guide colleagues to professional support.

Conclusion

Leaders who adopt these supportive behaviors can promote a positive mental health culture in the workplace and on the jobsite. Leaders who demonstrate empathy, care and concern provide a crucial safety net for employees burdened by the mental health struggles of family members.

Supportive leaders can encourage and empower coworkers to take steps to address their mental health needs. When workers feel supported and cared for, they are more open to seek and accept support. Leaders who create trust through empathy elicit loyalty, commitment and discretionary effort among followers who feel supported.

Cal Beyer is senior director of SAFE (Stop the Addiction Fatality Epidemic) Workplaces. Ronna Yablonski is senior director of prevention at the SAFE  Project.