Stigma Reduction in Construction Requires Bold Leadership

By RICHARD JONES

Over the past 25 years, our country has experienced one of the most consequential and protracted public health crises in the history of mankind, one that extends well beyond the “opioid epidemic” and touches nearly every aspect of our lives. The term “deaths of despair” encompass suicides, unintentional overdoses and death caused by chronic alcohol misuse.

Deaths of despair have impacted blue collar workers in a disproportionate manner, and the situation appears to be getting worse.

Standard Operating “Stigma Reduction” Campaigns Fall Short 

There is no simple explanation for these deaths of despair in the construction industry. However, it is hard to argue that the major contributor to the epidemic is stigma. When people get help, they get better. Unfortunately, the overwhelming majority of people in need never get help. Stigma is the number-one driver of this deeply concerning reality.

Standard operating stigma reduction campaigns are important yet insufficient. These events lay the foundation for the more substantive initiatives that will ultimately produce the desired outcomes. If we are going to eliminate stigma, and in turn save lives, we must create a mentally healthy culture. Achieving a mentally healthy culture requires strategic initiatives that go well beyond mental health awareness events – such as regular communication related to mental health beyond a single event, consistent promotion of available support and clarity around accessing services, specific efforts to confront bullying and other behaviors that make seeking mental health support feel embarrassing and making mental health related training mandatory. We must focus on “safety on the inside” with the same time, attention and urgency as “safety of the outside.”

True Stigma Reduction: Key People Become Willing to Tell Their Story

The above initiatives are commendable; any of the them will make a difference. However, one strategy stands out above all others when it comes to promoting a mentally healthy culture: the willingness of leaders to share their own struggles with mental health, grief, stress, substances and other human struggles they have personally endured. Everyone has endured something. In a well-known national survey on mental health, 93 percent of Americans reported having struggled with some type of psychological, emotional, mental health, stress or substance-related issue. Ninety-three percent of Americans responding yes to such a question (via an anonymous survey) is extremely revealing. We are all in this together. We have all struggled. If you think you haven’t, look more closely.

We have seen the power of transparency and authenticity as it relates to society at large. We see high-profile people speak openly about their problems. When American gymnast Simone Biles stepped forward to opt out of an Olympic event due to mental health concerns, it illustrates that the effect is significant. There is definitely a paradigm shift underway in our society.

We need the same type of leadership in the workplace. Furthermore, I would argue that the local outweighs the global. I am more concerned with what my boss says than what Simone Biles says; my boss’s opinion is more important than hers. Therefore, leadership can tremendously influence the mental health culture at any organization. Are there people in the organization who will openly discuss their struggles? Can you create an environment that is supportive of this type of sharing? These are the key questions.

Of course, this is easier said than done. It takes a very confident, special person to take a chance and open up about these issues. Keep in mind: your story could save a life.

Richard Jones, MA, MBA, LCAS, CCS, CEAP, SAP, CAI, c-EMDR, is co-founder and chief clinical officer at Youturn Health and founder and CEO of BuildWell Health. You can connect with him via [email protected].