< Previous10 CEO MIDDLE EAST NOVEMBER 2021 WHY MANAGERS MUST BE PREPARED TO LEAD MENTAL HEALTH DISCUSSIONS By 2030, mental health issues are set to become the biggest cause of death. So why does this still go unspoken in many offi ces and workplaces, both in the Middle East and globally? BY SCOTT ARMSTRONG Advocate. Sir Ian Cheshire, Chair of the Global Business Collaboration for Better Workplace Mental Health WORKPLACE MENTAL HEALTH NOVEMBER 2021 CEO MIDDLE EAST 11 WORKPLACE MENTAL HEALTH e all need help, and yet many of us can’t ask for it. One in four of us (at least) will be impacted by mental health, and yet accessing help is highly stigmatised. Mental health issues cost the global economy up to $5 trillion a year in lost productivity and this is predicated to rise to $6 trillion by 2030. In the UAE alone, a report by the Ministry of Health and Prevention (MOHAP) in 2019 pegged the potential cost of lost productivity at $4.79bn. Also by 2030, mental health issues are set to become the biggest cause of death. So why does this all still go un- spoken in many offices and workplaces, both in the Middle East and globally? Sir Ian Cheshire, who leads the Global Business Collaboration (GBC) for Better Workplace Mental Health, talks with CEO Middle East about how the pandemic has shifted the conver- sation on mental health in the work- place, shortcomings, and why he’s optimistic for the future of mental health being integrated into the of- fice culture. Could you give us a helicopter view of the GBC and the work it’s doing? The GBC has been started by a hand- ful of truly global companies, who are seeking to build on their involvement in previous campaigns to come up with a global answer. We’ve tried to focus on two main is- sues, which is how can we break down the stigma around discussing mental health at work in various countries? This remains a massive issue, with 12 billion work days a year lost through mental health. If people aren’t talking about it, it gets driven out. The second element is to understand the practical, real-world tools that can help managers. A lot of managers are very scared about broaching this topic and saying the wrong thing. And so what we’re try- “WE WON’T KNOW YET THE FULL IMPACT OF THE PANDEMIC, BUT IT’S QUITE CLEAR, YOU CAN’T HAVE GENERAL HEALTH WITHOUT MENTAL HEALTH” W Aim. The GBC is building a global community of committed business leaders to accelerate progress around mental health ing to say is, look, this is a pragmatic business thing. This is about allowing our teams to be more productive, more engaged, happier, and supporting them, because that’s good for business. The last time we spoke we were both in lockdown, now here in the UAE at least we’re all back in the office. So, play- ing devil’s advocate, are we all sorted? We’re all vaccinated, the pandemic is waning so the mental health crisis is averted, isn’t that the case? The absolute inverse is true, which is that the hidden impact on mental health through this has been much worse than people think.12 CEO MIDDLE EAST NOVEMBER 2021 WORKPLACE MENTAL HEALTH As leaders, we have to help manage this. The positive side is I’ve been really struck by the way CEOs around the world have really engaged with this topic in a way that I’m not sure they would’ve five years ago. We won’t know yet the full im- pact of the pandemic, but it’s quite clear, you can’t have general health without mental health. Where have you seen the wins? We’ve had headlines at the French Open, the Olympics, news like Nike giving work- ers a week off. Does that give you hope at least? Is it beginning to bed in? I think we’re seeing the green shoots. And in some cases, we’re seeing sub- stantial change. I’ve seen a number of organisations where the uptake on men- $5 TRILLION The estimated yearly cost of mental health issues to the global economy Call to action. Improving mental health in the workplace must be a priority for all business leaders globallyNOVEMBER 2021 CEO MIDDLE EAST 13 WORKPLACE MENTAL HEALTH tal health work support tools has been phenomenal in the last 18 months. We’re very conscious that different geographies are at different points in this journey. There’s real sensitivity and real reluctance to even start the conver- sation [in some places]. At GBC, we’re trying to create hubs in places like the UAE, China, India, and Latin America and look at the cul- tural framework that allows us to start having a conversation. We don’t want a one-size-fits-all fix. Are you winning the financial argu- ment? Are you winning the business case? And is there a growing body of evidence that backs that up, and even- tually, you can now see CEOs make more money doing the right thing? No, and I hesitate to spring to the defence of CFOs around the world, but my expe- rience has been that they’re pretty prag- matic. There’s a stat from Deloitte saying that engaged and happy and healthy em- ployees are 13 percent more productive. And I think what’s really encourag- ing is that we’ve got enough track record now already, before we get further down the line, that the founders can point to real data so that we can actually show you how this works. One of the most important bits is figuring out the right training for the managers, or those leading teams, so that they are confident enough to actu- ally get into that conversation. Is there a trust issue here as well, be- cause not only do we have it from the management side, but the employees have also to engage with this and trust that anything that they say won’t be weaponised against them. There’s a really depressing statis- tic that only 2 percent of the people we talked to would want to talk to their HR department about mental health issues. Steps. Organisations must promote an open culture around mental health and work towards eliminating its stigma “PEOPLE START TO CONFUSE BEING ACTIVE WITH ACHIEVING THINGS. AND IT’S A CLASSIC TRAP OF MODERN WORKING LIFE”14 CEO MIDDLE EAST NOVEMBER 2021 WORKPLACE MENTAL HEALTH It’s not blaming the HR department. It’s a leadership and trust issue, which says, you’ve got to make the organisa- tion a safe space to talk about this. This is the hardest thing for people in the organisation to get comfortable with, and it’ll take a lot of leadership repeti- tion, but leaders need to say: “This is not the way that you lose your job.” It is going to take personal effort by leaders up and down the organisation. We see narratives like the Great Res- ignation in the US. Have we all just had enough of toxic workplaces, and what do the big companies need to learn from that? What’s the risk factor here in not paying attention? PHOTOS: ITP IMAGES, SHUTTERSTOCK, UNSPLASH Effects. The pandemic has contributed to work-related stress and significantly increased rates of anxiety and depression 48% The proportion of Generation Z who reported that they feel stressed most or all of the time, according to the Deloitte Global Millennial Survey 2020NOVEMBER 2021 CEO MIDDLE EAST 15 WORKPLACE MENTAL HEALTH It’s an interesting sub-theme of the pan- demic that it’s forcing people to reassess what they’re doing, why they’re doing it, and what their options might be. And this is going to cause a global war for talent, no doubt about it. And or- ganisations that can’t demonstrate their ability to work in this area will suffer. If you’re thinking seriously about your tal- ent strategy, your culture, and what you want to achieve, this is a must. But it starts with a senior-level commitment. So I’ve got to ask, how are you feel- ing? How’s your mental health? And are you getting better at talking about it about yourself? Yes, and in fact, my colleagues and I will score ourselves each day on how we’re feeling on a one-to-10 scale. I certainly find it much more useful. And by talking about yourself, you give permission to other people to say: “I feel this or I feel that.” The last time we spoke, and you talked about a book called Victor Frankel’s Man’s Search for Meaning, and we spoke about how there are still people out there that will be suf- fering from that kind of loss of per- ceived control. Is that a big tactic for What does leadership mean and what do companies need to learn from that? The simple answer is that businesses and organisations generally need to have much more honest conversa- tions with their teams about what’s actually going on and what’s work- ing for them and what isn’t working for them. And the impact of the Great Resig- nation is you’re having a much more fundamental reflection from all working levels, about what they want to do, who they want to work with, and why. So this is a chance to demon- strate that we are a place that will attract great people and look after them. Those that are brave enough to have the real conversations will discover a lot of rich conversations. people just to feel better about their life, to take control? Well, I think there’s an interesting thing here, which is the illusion of control in most people’s lives. People start to con- fuse being active with achieving things. And it’s a classic trap of modern work- ing life. But actually, we have much more choice than we think we have about how we spend our time. We don’t have to be trapped by things; then you suddenly feel like you actually do get more real control because you choose how you want to spend your time. It’s important for all of us to say: “How does this nourish me? How does this help me? How do I cut out the bad energy stuff and the stuff that brings me down?” And I think that’s a perfectly sensible conversation to have with all of us as teams. “THOSE THAT ARE BRAVE ENOUGH TO HAVE THE REAL CONVERSATIONS WILL DISCOVER RICH CONVERSATIONS” “WE HAVE MUCH MORE CHOICE THAN WE THINK WE HAVE ABOUT HOW WE SPEND OUR TIME. WE DON’T HAVE TO BE TRAPPED BY THINGS” Challenge. There remains a lack of evidence, best practice and tools, to effectively implement global approaches to workplace mental health16 CEO MIDDLE EAST NOVEMBER 2021 Ray Everett, CEO of Human Capital at Aon for Asia Pacifi c, the Middle East and Africa, looks at the employment phenomenon that is creating a shortage of talent WHAT THE GREAT RESIGNATION MEANS FOR EMPLOYEES AND EMPLOYERS ’ve had a lot of my non-HR friends ask me recently: What’s this great resignation all about? My simple answer is there is a labour shortage. The much longer and complicated answer is why and what employers and employees can do about it. If we think about frontline workers (nurses, restaurant workers, store clerks, etc), the fact that many of them have decided to not come back to work seems perfectly logical. These careers have long been undervalued in terms of pay, the overall employee value proposition (especially how they are treated by clients and managers) is low and they have been most at risk of catching Covid. But how about white-collar profes- sionals (consultants, lawyers, invest- ment bankers etc)? I believe there are several factors at play here. Firstly, pre-Covid, the demand for these sectors was strong, which caused a tight labour market and thus, high turnover. Secondly, unlike frontline workers, professionals as a group are well-paid and generally highly valued. Just 5 percent of this group (which is the percentage estimated by economists) deciding to retire early, take a year off, I EMPLOYMENTNOVEMBER 2021 CEO MIDDLE EAST 17 EMPLOYMENT go back to school, or simply want a change of scenery (seriously, we hear that one a lot), has resulted is a massive shortage of talent. University enrollments were signifi- cantly down in 2020 and 2021 so we will also have an intake shortage in a few years. As a result of this talent short- age, we are seeing employees getting offers of 20 percent to 50 percent on top of existing pay packages, which often starts a bidding war between potential employers. Sounds like the current real estate market. So, what can employers do: Employers must seriously evaluate how they managed their teams during COVID, admit shortcomings and learn from them to ensure agility for the next crisis (and there will definitely be another). Employers need to review and adapt their employee value proposition which needs to be clearly communicated to employees. An example of this is the firm’s back to work strategy. One of the complaints I often hear from employees is the lack of a clear path in their career progression. If your back to work strategy includes in-office, remote workers, and hybrid workers, make sure you do not create second class citizens for the team members who decide not to be in the office most of the time. While firms will have to make counter offers to employees they want to keep, this will cause internal inequities in pay systems. The first reaction will be to reset salary levels. Before you do this, I think firms must look at long-term afford- ability. Is this cost sustainable? Costs like travel and entertainment were virtually zero for the past 18 months, but that will change. How will you off-set these labour cost increases with productivity, or enhanced revenue? So, what should employees do: I have seen a lot of bubbles over the years, and I have seen some people make bad decisions. Jumping into an unknown company is a big risk. We are in a bubble that will eventually burst, so if you are the highest paid person at your level and the last in, you will likely be the first out. Employers value loyalty, and in my experience, this pays off in the long run. But it’s up to you and your manager to have open and honest discussions about your market value, your career path etc. If you are interested in an overseas posting, you need to let your manager know and give the company time to manage this. One of the biggest mistakes’ em- ployees make is to burn a bridge. When you leave a company, be honest and explain your decision, but always be respectful. We have recently seen examples of people accepting offers and then getting a better offer and reneging on the first – it’s a small world and in the end, all you really have is your reputation. This bubble will end eventually and, like musical chairs, both employ- ers and employees need to make sure they have a chair to sit in when the music ends. “EMPLOYERS VALUE LOYALTY, AND IN MY EXPERIENCE, THIS PAYS OFF IN THE LONG RUN” Expert. Ray Everett is the CEO of Human Capital at Aon for Asia Pacific, the Middle East and Africa18 CEO MIDDLE EAST NOVEMBER 2021 WELLNESS Focus on mental health and wellness in the workplace will remain an essential movement for business in the region, believes Selina Waterman-Smith ENSURING WELLNESS IS KEPT AT TOP OF COMPANY AGENDA he only positive impact of the recent pandemic is the global spotlight that has been placed on individual health. Organisations wit- nessed unprecedented changes in the way their businesses run; the remote work culture has flourished with simultaneous positive and negative results on mental health. This has highlighted with greater intensity the focus on overall employee wellbeing and health. Previously the average workplace was an environment characterised by periods of stress, long working hours with insufficient rest and recovery and limited options to suitable nutrition, physical exercise or mental health support. These pressures not only inhibit wellness; but can create a genuine mental health crisis amongst staff and gravely impact profitability. Businesses have shifted focus and are increasing budgets and strategies to aid their employees, ranging from nutrition education or cuisine options, gym memberships and yoga classes; but – more critically – venturing into holistic wellness and mindset coaching practices. What started as an indistinct movement has gathered momentum to become a ubiquitous feature within corporate environments. Work-life balance Wellness is an extensive term relat- ing to the quality of one’s physical and mental self. A more relevant descrip- tion for businesses, is a harmonious balance between work, home, health and happiness. Achieving an equilib- rium between all the responsibilities and pressures in life equates better results for mental and physical health. Increased emotional wellbeing, sleep, physical health and mental acuity will invariably increase productivity and thus profitability for enterprises. More directly, company profits can increase due to reduced absentee- ism, lower medical healthcare costs, employee retention and increased productivity. Therefore, employers, HR departments and business leaders are investing in these therapies, and they will remain a perpetual as opposed to a temporary trend. Wellness strategies in the workplace consist of two categories: the first is physical wellness, aided by digital health tracking devices such as Apple watches, TNOVEMBER 2021 CEO MIDDLE EAST 19 WELLNESS constructing dedicated fitness areas, dietary support with nutrition talks or on-site heathy eating options, and regular health screening for illnesses or conditions. Mental wellness initiatives have in- cluded commissioning outside agencies for services such as meditation sessions, holistic therapies including sound heal- ing or reiki, but also counselling and psychiatry, built into employee health insurance packages. According to Forbes Magazine, 87 percent of employees consider health and wellness offerings when looking for a new role. HR departments have recently been known to champion staggered arrival amongst staff to avoid the busiest rush- hour traffic stress. Encouraging wellness in the workplace While the coaching concept is quite new to the GCC region, finance firms in par- ticular – taking a nod perhaps from their tech cousins in Silicon Valley – have pio- neered this practice and often boast their own in-house team. While ostensibly for executive or performance coaching, the trend presently favours interpersonal- based coaches who facilitate techniques from Neuro Linguistic Programming (NLP) to hypnosis and hypnotherapy. Non-executive coaching is not to be confused with talk therapy, counselling or mentoring; it’s a guided self-development tool with specific outcomes. Employers are witnessing post-Covid mass turnover of staff, and it benefits firms to invest in employee wellness to promote short term profitability and efficiency but also to encourage long-term employee retention. Hiring talent with matchless aptitude is futile if individuals burn out from stress within a few months. Likewise, a high- calibre team managed by a leader with- out empathy could become hamstrung by reticence and frustration. The inception of 95 percent of human beliefs and behaviour is at a subconscious level, and generally people adopt a fixed mindset towards their per- ceived outcomes in life as part of their internal belief system established during formative years. For an employee who displays aptitude for a superior role and is pro- moted, their potential performance will be limited if their internal belief system and how they see themselves conflicts with a leadership role. Better utilising emotions – especially negative ones such as anger – ameliorated communi- cation skills, stress management, and eliminating limiting self-beliefs whilst provoking new thought patterns to yield superior behaviour and results are the focus of the initiated coach. Rather than to adopt coaching as a corrective strategy for burgeoning issues, it should be standardised within corporations as a fundamental tool. Similarly, performance-appraisals from managers focus on quantitative re- sults, but coaching is based on individual internal processes and improved develop- ment which highlight the qualitative. Encouraging wellness practices from physical fitness, accessible nutrition, holistic therapies and increased mental health benefits within health insurance, should all be primary focuses of progres- sive entities looking to develop and main- tain a superior working environment. Investment in these practices entices the best talent who desire a workplace of ambiance and support where they can develop skills to attain the highest levels of their success. Businesses that are committed to a water-tight strategy for wellness will accrue benefits in productivity, staff retention, reduced medical spend and employee development. Perhaps more importantly, these businesses will become established as high value environments for individuals who desire to not just sur- vive, but to truly thrive in the workplace. *Selina Waterman-Smith is a British-born serial entrepreneur, investor and founder of Sanctuary Coaching and Wellness “HIRING TALENT WITH MATCHLESS APTITUDE IS FUTILE IF INDIVIDUALS BURN OUT WITHIN A FEW MONTHS” Meditation. Businesses with a strategy for wellness will accrue benefits in productivity, staff retention, reduced medical spend and employee developmentNext >