Mental health is often viewed at an individual level, with challenges arising from each person's unique circumstances. That's too narrow a view when thinking about mental health in the workplace, says Leah Weiss, who teaches compassionate leadership at Stanford University's Graduate School of Business and is a co-founder of Skylyte, a health-focused consulting firm.
"Because we work in team reinforcement, it's critical that we do this work [of mental health assessment and treatment] as a team," he says, "and I think that was a glaring omission even in the most team-oriented industries." Date."
Polls are good for measuring, but they have to be followed by action, he says, “because if you ask people what's going on and as a leader don't answer, people get tired of it. do not believe.” The administration will do something about it.
For teams that must balance tight deadlines and demanding clients with a stressed workforce that always seems to be running out of bandwidth, Weiss recommends remembering the cost of absenteeism and turnover for both employees and teams as an Olympic athlete. "You don't grow the same 365 days a year," he says, noting that training usually ends after the big event. "Maybe we can't afford to give [employees] time off after each sprint, but can we cut it by 120% to 90% for a week or two?" she says.
Structured recovery and rejuvenation are key components of team-level coordination, she says. Taking a break, "is something I, Leah, can't decide on my own if I don't have support around me to do it," she says.