Stop being silent about mental health in the workplace!

War in Ukraine and the Middle East, political and financial uncertainty – these current events have an immense impact on our mental health. Nevertheless, in most companies there seems to be little discussion about these topics and their effects. This silence is fatal because psychological well-being in the workplace plays a crucial role in the success of any company.

In my professional career and working with companies, I have repeatedly noticed that the topic of mental health remains taboo in many organizations. This silence has profound effects: not only on the well-being of employees, but also on the productivity and innovative strength of companies. There seems to be an unspoken consensus that mental health issues should be kept private, which only increases the burden on those affected and prevents a healthy corporate culture.

This silence has not only individual but also organizational consequences. In recent years, absences due to mental illnesses have increased dramatically: an increase of 48 percent was recorded between 2012 and 2022 DAK Psych Report from 2023 shows. In times of pandemic, remote work and a shortage of skilled workers, it is even more important to keep existing staff healthy and motivated. Ignoring mental health is therefore not only the wrong decision from a human perspective, but also from an economic perspective.

Based on my experience, which includes both the corporate and employee perspectives, I would like to share my insights with you and call on organizations to adopt new approaches to communicating and dealing with mental health. It is high time to overcome the prevailing silence and establish a culture characterized by understanding and openness.

Speechlessness and stigmatization

In my opinion, transparent and appreciative communication is a fundamental pillar for well-being in the workplace. However, in our fast-paced and challenging working world, the importance of such communication is often overlooked. While we don’t hesitate to discuss physical complaints such as back pain or a sprained ankle, there is often a lack of language and stigmatization when it comes to topics such as stress, anxiety or overwork. Open communication is made considerably more difficult by this taboo. In my conversations with companies over the past few years, it has become clear to me that this attitude not only affects the well-being of individuals, but also has a negative impact on the corporate culture as a whole.

The consequences of this culture of silence are also felt financially. In recent years, work absences due to mental illnesses have increased rapidly. Loud DAK Psych Report The average downtime is 37 days, which means that the costs per illness are between 10,000 and 15,000 euros. This development, influenced by factors such as the pandemic, political crises and skills shortages, underlines the need to take the mental well-being of staff seriously. It is unwise, both from a human and economic perspective, to tolerate a culture of silence and stigmatization.

The question now is: How can we address these problems? How do companies make mental health an open topic? The answer lies in transforming communication culture and implementing effective strategies to promote mental health in the workplace.

Throughout my career and work with various companies, I have observed some approaches to mental health that have proven to be ineffective and harmful. These approaches, which I like to call “worst practices,” should be avoided at all costs when communicating and promoting mental health:

Missing or unsuitable offers: A common problem I have encountered is the lack of adequate mental health support. Some companies implement well-intentioned but ultimately inappropriate solutions, such as launching a meditation app, instead of investing in effective leadership programs. Another example are classic employee assistance hotlines, which are often only rarely used and therefore have a poor cost-benefit ratio.

Ineffective communication and offering strategies: A lack of communication about existing offerings leads to low usage and a lack of awareness among employees. Offers that are only available on site and at certain times exclude remote workers and shift workers and therefore do not reach the entire workforce. High-threshold offers that are complicated or time-consuming tend to deter employees – as does a lack of transparency regarding data protection and confidentiality. Another gap I see is the lack of mandatory training for managers, which is essential to strengthen their role in promoting and openly communicating mental health.

Most approaches often fail because they do not address the actual needs and challenges of employees. The lack of targeted communication and an atmosphere of trust contribute significantly to their failure. To overcome these obstacles, it is essential for companies to carefully plan and implement their mental health strategies. At Evermood, we have found that open and appreciative communication is the be-all and end-all for mental well-being in the workplace. Particularly in the area of ​​mental health, it is essential to break through the speechlessness that often prevails and to make open dialogue an integral part of the corporate culture. Here I would like to share some approaches that have repeatedly made a positive difference:

1. Continuous awareness raising

Regular and creative communication about mental health support offerings is essential. Through intensive and open communication between processes and with advisors, the topic of mental health is made more visible and tangible – and stigmatization is gradually counteracted.

Instead of limiting yourself to one-off campaigns such as an annual health day, continuous, target group-specific measures have proven to be more effective. By implementing theme weeks and campaigns for specific groups such as parents, older employees or trainees, awareness of mental health can be continuously promoted. Short formats that can be integrated into everyday life, such as three to four minute videos or interactive workshops lasting ten to twenty minutes, are also particularly accessible and, in the long term, lower the inhibition threshold for dealing with the topic.

2. Anonymous exchange formats

Providing anonymous exchange formats for managers and employees is also crucial. These formats make it possible to talk about sensitive topics such as fears, mental illnesses or addiction. Experience reports, for example from managers about how they deal with burnout, are particularly effective. They create a sense of community and encourage others to speak openly about their experiences.

3. Mandatory events for managers

Managers play a central role in every corporate culture. They can act as role models and help promote a culture of open communication through mandatory events that give them the knowledge and tools they need to support mental health in the workplace.

4. Low-threshold offers

Providing low-threshold services that are accessible anytime and anywhere allows employees to easily find support. Short formats and simple impulses are more effective than extensive seminars and serve as the first point of contact for self-help. For this reason, we have developed over 350 short videos in recent years that provide practical knowledge about everyday challenges such as dealing with stress, psychological stress, conflicts, addiction or grief in under five minutes. In this way, employees can first get an initial picture of their situation before they turn directly to internal advice.

Maintaining anonymity is crucial in all of these offers. It gives employees the certainty that their concerns will be treated confidentially and thus promotes their willingness to participate.

5. Appreciation in practice

Integrating appreciative communication into everyday work goes beyond saying friendly words. It’s about creating an environment in which employees feel safe to talk about their personal challenges. This can be achieved through regular check-ins, establishing an open feedback culture and encouraging exchange.

Appreciative communication can no longer be just an empty phrase. It must become a lived practice in which every employee is perceived and valued as a human being. This requires courage and commitment from everyone involved – especially from managers, who have to act as role models.

Communicating about mental health is not only a challenge, but also a huge opportunity for companies. By overcoming speechlessness, we can create a supportive and empathetic work environment that strengthens both individual well-being and cooperation throughout the organization. Promoting open communication has a positive impact on the overall company culture and can ultimately lead to increased employee satisfaction and productivity.

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This article first appeared in the printed edition of Tech. You can order the magazine here.