< Previous20 C EO M I D D L E E A S T OCTO BER 202 1 COVER STORY | LIGHTHOUSE ARABIA lar spent on mental health and wellbe- ing has a five dollar return on that investment. They cannot see employee wellbeing as a cost on a budget, nor do they have to subscribe to the ‘duty to care’ messaging. Instead, they have to pay attention to the numbers provided by World Economic Forum (WEF) and the World Health Organisation (WHO) on costs associated with lost produc- tivity due to mental health difficulties. Currently, depression and anxiety dis- orders cost the global economy $1 tril- lion. In the 21st Century, taking care of your employees is not a matter of goodwill or admirable duty, but rather it is a matter of good business sense. How do you define leadership, and do you match up to your own definition? The most important role of a leader is to focus on the employees. I believe a leader will spend his/her days contem- plating on how to make their company a place where people thrive as much as he/she will focus on business develop- ment. When the focus is on the people and not just on the profit margins, the people will know it and feel it. They will be more engaged, creative, in- novative, and service-oriented. When people are happy, it can only help to improve the overall operations and management of the organisation. I also have learned from experi- ence that leaders who are not using their whole self, their three minds, the head mind, the heart-mind, and the gut mind, then they are not showing up “PARTIAL LEADERSHIP IS THE THING OF THE PAST. INTEGRATED, WHOLE-BEING, VALUE-CENTRED, CONSCIOUS LEADERSHIP IS THE WAY OF THE FUTURE” fully for the people or their clients. We are a whole being, and partial leadership is the thing of the past. Integrated, whole-being, value-cen- tred, conscious leadership is the way of the future. How do you live that purpose yourself with your team, what lessons have you learned along the way? The two ways I live my purpose practi- cally is how I spend my time, and staying anchored in my “why”. The way I spend my day has completely shifted from when I first started the LightHouse Arabia. I used to spend 80 percent of my time serving clients, and 20 percent with my team, whereas now I spend 80 percent of my time with my team and 20 percent with my clients. And while many people are seeing the commercials of mental health and having that be the driver to start- ing mental health services, I wake up every morning anchoring myself in my “why” – why did LightHouse Arabia come to be? Why am I here in the UAE? Why do I live within this com- munity? I am clear about my “why” and so LightHouse Arabia remains Workplace. Teams with low mental health literacy are unable to recognise the signs of distress in themselves and others Taking action. Spreading awareness is not enough to move the needle on workplace mental healthLIGHTHOUSE ARABIA OCTO BER 202 1 CEO MIDDLE E A ST 21 clear in its mission. For example, during Covid-19 we had hundreds of concerned companies ask us for wellbeing webinars and in- formation for their teams. It was very easy for us to be opportunistic at that time and charge for our time. However, the whole team chose to remain deeply committed to our “why” and our mis- sion, and we continued to show up for the community free of charge as we had the years before. We provided, and continue to provide hundreds of hours of free community edu- cation and support through our webinars and support groups. Opening doors. LightHouse Arabia is committed to increasing public mental health awareness in the UAE and reducing stigma through regular psychoeducation talks, workshops and media contributions $1 TRILLION The estimated global economic cost of depression and anxiety disorders22 C EO M I D D L E E A S T OCTO BER 202 1 COVER STORY | LIGHTHOUSE ARABIA How did LightHouse Arabia begin and how has been the journey over the years? The concept of LightHouse Arabia began 11 years ago from my personal experience of being disheartened by those who were leading the field in the region. I was young and deeply idealis- tic (now I am older and still idealistic) about the field. I believed it was our responsibility to heal, to transform, to support those who are struggling and not just care about the business of pro- viding care. I felt we had a duty to focus on raising awareness for prevention and early intervention and not just address the issues with one-on-one therapy Work culture. The rise in mental health issues exposed a lack of adequate mental wellbeing support available to UAE employees “I DEEPLY BELIEVE THAT A WORKPLACE THAT USES ITS PEOPLE TO SERVE ITS CLIENTS CAN NEVER GROW TO ITS FULL POTENTIAL” treatments. I felt there was a huge dis- connect between what the community needed and what was being provided. With a restless spirit – I knew that so much work was needed in terms of destigmatising mental health, raising awareness, educating parents, sup- porting communities — and against the advice of everyone who thought a mental health business focussed on pro-bono prevention, support and edu- cation would never work – I took a leap of faith and started LightHouse Arabia with Dr Tara Wyne. Does that same goal drive you today or how has time shaped it?LIGHTHOUSE ARABIA OCTO BER 202 1 CEO MIDDLE E A ST 23 “YOUR COMPANY, YOUR PRODUCT, YOUR FUTURE IS AS GOOD AS YOUR PEOPLE” Passion. Dr Saliha Afridi co-founded LightHouse Arabia in 2011 with the intention of making a positive impact on the mental health of individuals and families living in this region Expert. Clinical Psychologist Dr Tara Wyne The LightHouse Arabia at a glance A team of over 25 psychologists, psychia- trists, occupational and speech and language therapists. Care and support across a wide range of mental health and wellbeing challenges – from personal issues such as depression, anxiety, chronic stress, and addictions, to interperson- al issues such as conflict at work and marriage difficulties. The LightHouse Arabia also works with cor- porations, schools, hospitals, the government, and other organisations to promote mental health and wellbeing through a broad range of seminars and workshops. The LightHouse Arabia is the only licensed provider of the accredited Mental Health First Aid (MHFA) training in the UAE. The practice funds all of the free-of-cost and low cost mental health support offer- ings for the community. To-date, they have provided thousands of hours of free commu- nity support to the UAE and the wider region. The LightHouse Arabia is home to the Raymee Grief Centre, a free-of-charge grief support service. In addition, the centre runs free support groups for people grappling with other challenges such as cancer, infertility, and ADHD. All in all, the LightHouse Arabia offers the largest number of support groups in the region, with 20 unique support groups run each month by its team all free of cost. Destigmatising mental health. The LightHouse Arabia clinic in Dubai I started off with my goal being to raise mental health awareness in the region and provide quality accessible support through our psychologist led support groups. I wanted to create a place that would help the community and our clients reach their full potential. Since then, my goals remain the same but now also include creating a workplace where people come to learn, grow, serve, and live out their full potential. I have always been intensely com- mitted to the community, but now more so than ever, I am committed to my team and their growth. I deeply believe that a workplace that uses its people to serve its clients can never grow to its full potential nor can it ever have a remarkable impact. Your company, your product, your future is as good as your people. 24 C EO M I D D L E E A S T OCTO BER 202 1 A WAKE-UP CALL FOR THE BUSINESS WORLD Jerome Droesch, CEO – Cigna MEA and SEA – tells CEO Middle East how its latest data on mental health should open the eyes of leaders here in the region BY SCOTT ARMSTRONG EMPLOYMENTOCTO BER 202 1 CEO MIDDLE E A ST 25 EMPLOYMENT he headlines says it all: ‘The Great Resignation’. It has be- come a global signpost to a crisis growing in workplaces which is no longer anecdotal, it’s been captured in data time and again. The latest research – the 2021 Cigna 360 Wellbeing Survey – was an eye-opener – or should have been – for CEOs and boardrooms in the UAE, with the employees in the Emirates more stressed than in many other places in the world. Add to that, data in the research shows that more than half of workers in the UAE want to quit their job. Don’t believe ‘The Great Resignation’ is real? The science, the evidence, would argue against you. CEO Middle East pulls up a chair with Jerome Droesch, CEO – Cigna MEA and SEA – to get his view of the compelling research. So the headline reads ‘UAE employ- ees among the most stressed in the world’ based on the findings of your 2021 Cigna 360 Wellbeing Survey. It found 88 percent of employees were stressed, higher than the global aver- age. As workers nod their heads read- ing this, what should leaders take away from this finding? Our recent survey is a wake-up call for businesses and employers across the UAE to start prioritising their work- force’s well-being, and particularly mental health. While the UAE has a strong focus on promoting well-being and driving initiatives to ensure the happiness of the population, the results from the survey show that there still re- main gaps between employee needs/ expectations and support offered by employers at workplace. Health has been a key priority over the past 18 months as a result of the Covid-19 pandemic, which has affected everyone in many different ways, but mental health for employees needs to be more highlighted going forward. Lead- ers must ensure that mental health sup- port is normalised and provide more resources within the workplace. “TECHNOLOGY IS EVOLVING ALL THE TIME AND WE NEED TO BECOME MORE CREATIVE AND INNOVATIVE IF BUSINESSES WILL CONTINUE SUCCEEDING” T Concerns. Health has been a key priority over the past 18 months as a result of the Covid-19 pandemic We have many companies emerging from the pandemic with a desire to hit reset, to return to default behaviours of the past. What does your research mean, in your opinion, for these com- panies, are they running a risk? Covid-19 has been a steep learning curve for people on a personal and pro- fessional level. The UAE leadership’s proactivity has resulted in a high up- take of vaccines and rigorous screen- ing, combined with public support for safety measures, which is guiding the country back towards normality. Our research shows that we must innovate, and we must adapt in order to thrive in a digitally driven world. We’ve seen many businesses struggle since the beginning of the pandemic due to the lack or delay of technol- ogy adoption and they are being left 26 C EO M I D D L E E A S T OCTO BER 202 1 EMPLOYMENT behind. Technology is evolving all the time and we need to become more crea- tive and innovative if businesses will continue succeeding. Additionally, the pandemic has resulted in evolved behaviours and needs. Employees are more aware of their healthcare needs today and are seeking enhanced and holistic health coverage plans, which include both mental and physical health. Businesses need to understand that they cannot adopt the one-size-fits-all approach anymore and need to step up to offer tailored plans that cater to the needs and well-being of their employees. This is a crucial step in avoiding return be- haviours of the past, which are detri- 31% The global average of employees who have expressed interest in changing their job in the next 12 months, according to the 2021 Cigna 360 Wellbeing Survey Culture. A positive, nurturing environment will ensure that workers will be confident and passionate about their jobsOCTO BER 202 1 CEO MIDDLE E A ST 27 EMPLOYMENT mental both for the employee and the business in the long term. As insurance providers, it is our responsibility to offer innovative so- lutions that are affordable, accessible, and flexible to empower businesses to look after their employees. At Cigna, we remained committed to do and have developed solutions that help business- es address the needs of the employees. Its time we all come together to inno- vate and leverage technology to make quality healthcare more accessible. Your research showed that more than half of employees were looking to leave their jobs, which ties into head- lines such as The Great Resignation in the US. How should this serve as a wake-up call for board rooms? Employees need to be placed at the forefront of their business. Without them, a business cannot function ef- ficiently. Companies need to start re- warding colleagues for their efforts which will ultimately retain and attract the best talent. By simply giving your workforce encouragement on a daily basis, checking-in regularly, allowing flex- ible working hours, providing employer benefit packages in line with employee expectations, this gives people a good reason to remain at their business. Another finding showed that younger workers in particular were the most likely to leave their jobs, does that mean it is a question of ‘when’ not ‘if’ for companies, that an air sea change on mental health is coming whether the like it or not? I believe that the government’s recent efforts for a work permit to allow older teenagers to get their first part-time job will give them much-needed work- Invaluable asset. Companies need to invest in their employee’s mental wellbeing and development “COMPANIES NEED TO START REWARDING COLLEAGUES FOR THEIR EFFORTS WHICH WILL ULTIMATELY RETAIN AND ATTRACT THE BEST TALENT”28 C EO M I D D L E E A S T OCTO BER 202 1 EMPLOYMENT place skills and a taste of working life. Experiencing work at this age is a fan- tastic way for young people to harbour increased independence and a sense of responsibility. They can develop key skills such as time management and prioritising and allowing for effective preparation for full-time employment. As these young employees come into the workforce, it is our responsi- bility, as employers, to create an en- vironment that helps young people thrive. A positive, nurturing environ- ment, coupled with a structured career and growth path, will ensure that our younger workers are confident and pas- sionate about their jobs, enabling or- ganisations to reap the benefit of their innovative and adaptable mindset. Have we reached that inflection point yet here in this region? And if not, what is going to change leadership and C-Suite minds on this? Talking about mental health and sup- port for whole health needs to be nor- malised. Many people previously were worried and frightened to express their feelings and emotions with a fear that they would be judged or disregarded. We’re witnessing many campaigns around the world that is changing peo- ple’s lives. One example is the Heads Together initiative, spearheaded by The Royal Foundation of The Duke and Duchess of Cambridge in the UK which has been one of the most talked about initiatives in the world. We need more campaigns here in the region to raise awareness of the implications of mental health and general wellbeing as we have observed a clear shift and inclination towards whole health. There will be many C-suiters who were based here and raised in traditional hierarchical management structure where mental health was simply not to PH OT OS : IT P IM AG ES , S H UT TE RS TO CK , U N SP LA SH 45% The proportion of the UAE’s ‘sandwich generation’ (aged 35 – 59) who re- corded higher rates of job insecurity, according to the latest Cigna survey Dire situation. Stress among the UAE workforce, although lower than the pre-pandemic period, ranked among the highest in the worldOCTO BER 202 1 CEO MIDDLE E A ST 29 EMPLOYMENT be discussed. How have you gone on your own journey over the years, what opened your eyes? The results from the survey certainly raised alarm bells for me about the mo- rale of workers in the UAE. We need to work as a community to raise aware- ness and drive positive change where mental health is concerned. We all need to come together to make a con- scious effort to tackle the ‘Always-on’ culture, which is a persistent issue that we have seen across all our studies over the last few years. Many people have been overworked and more care needs to be taken to look after staff. As leaders, C-suiters have a dual responsibility of not only driving the success of the business but also ensur- ing that employees, a company’s great- est assets, are well looked after. In order to break the traditional stereotypes, at Cigna, our leadership team and peo- ple managers, participated in a mental health resilience training. This helped us better understand employee mind- set and needs, and more importantly prepares us to identify signs of fatigue in our colleagues and team members and provide resilience support when ward? They are expected to cascade better care through the organisations, but how important is it for leaders to face up to their own mental health? I would say that most people have been affected in some way by mental health whether that’s personally or somebody close to them. CEOs and others in posi- tions of leadership can open a door by modelling vulnerability. Sharing their own stories or even a simple admission that “I had a hard day” can go a long way toward normalising the conversa- tion, showing employees that no one is alone in struggling with these feelings. Employees tend to model the behav- iours of their leaders and there is noth- ing more powerful than an authentic story from a CEO or senior executive. the need arises. Importantly though, we can’t support employees without first ensuring that our own stress levels are in check. My colleagues and I, at the Cigna international markets leadership team have been regularly reviewing our stress levels, using Cigna’s bespoke stress test, and make plans to deal with it. It feels like the old adage ‘it’s tough at the top’ has never been more true. How much do leaders need to look in- “WE NEED MORE CAMPAIGNS TO RAISE AWARENESS OF THE IMPLICATIONS OF MENTAL HEALTH AND GENERAL WELLBEING” “WE ALL NEED TO COME TOGETHER TO MAKE A CONSCIOUS EFFORT TO TACKLE THE ‘ALWAYS-ON’ CULTURE” Benefits. Employees are more aware of their healthcare needs today and are seeking enhanced and holistic health coverage plansNext >