As the long-term impact of the pandemic on mental health becomes clearer, most people have either experienced an issue or know of someone who has. Increases in anxiety, stress and depression are particularly prevalent and, given the continued uncertainty in the world, this is only to be expected.
Many have experienced mental health issues for the first time, and those with historic vulnerabilities have found themselves revisiting familiar experiences. Mental health issues among teenage girls are particularly rife and pernicious.
In contrast, many people have thrived, successfully overcoming challenges, re-evaluated priorities and established a previously elusive work-life balance as they now bound enthusiastically back into full offices, restaurants, cinemas and high streets.
A period of adjustment
What is universal is that lockdown has changed each of us. Our behaviours have altered, new neural pathways have been forged and fresh habits formed. Both our common conditions and our own individual experiences have impacted our way of thinking, feeling and viewing the world around us.
As the world invites us to re-engage, we are called upon once more to adapt. Many have picked up where we left off, but it is unlikely to be a uniformly positive experience for all. For some the change back to ‘normal’ is a real challenge. It is important to be aware of this possibility for ourselves and others. Recognising that this ‘back to normal’ phase can cause mental health issues helps us guard against complacency and identify risks. An unrealistic optimism or an excessively stoical attitude can get in the way of this.
Misery loves company
Conversely, a pessimistic mentality, a tendency to catastrophise or to verbalise in extremes can undermine our wellbeing and prime us to find things more difficult. If the placebo effect (a belief that something is good becomes self-fulfilling) is well known, its lesser-spotted and less helpful cousin, the nocebo effect, can do the opposite.
Rather unhelpfully, this mindset not only amplifies the challenge but also diminishes our sense of confidence and capability to overcome it.
And therein lies the rub. How do we adequately acknowledge the very real personal stressors and mental health risks and, at the same time, keep ourselves from making them a self-fulfilling prophesy? The key is to be aware of both the potential mental health issues that may arise and our ability to overcome them.
Tips for leaders
1. Everybody’s different
Our experience of recent years has shown that trusting people to manage themselves is not just possible but highly effective for the business and something that individuals prize. If you can maintain trust and flexibility, employees will continue to find their way to optimise their approach. It might look different for everyone and that is probably a good thing.
2. Wellbeing and performance
Prioritising performance over wellbeing in anything but the short term is a false dichotomy. They are two sides of the same coin. If we allow our people to attend to their wellbeing, then they perform for the long-term. Performance without wellbeing is unsustainable, particularly in an ‘infinite game’ like financial services. At Goldcrest Partners, we believe an emphasis on both wellbeing and performance will yield superior long-term outcomes for organisations and individuals.
3. Slow and steady wins the race
Change often fails because it is ‘too much, too soon, too fast’ for the individual or organisation to tolerate. If we let people travel at their own pace and provide appropriate boundaries and encouragement, then it will certainly pay dividends.
In summary, at Goldcrest Partners we believe it is important to be both vigilant and confident in the ability to mitigate mental health risks and support individuals if needed. Furthermore, allowing individuals the flexibility to optimise their working habits and trusting them to do the right thing may prove to be a key factor in not just mental health but also attracting and retaining the best talent. The upside here is a competitive advantage in your people.
