Though people tend to use the terms “mental illness” and “mental health” interchangeably, they’re not the same thing. The Centers for Disease Control and Prevention states that mental illnesses are diagnosed “conditions that affect a person’s thinking, feeling, mood or behavior, such as depression, anxiety, bipolar disorder, or schizophrenia.” 

But mental health isn’t simply an absence of mental disorders. According to the World Health Organization, “mental health is a state of well-being in which an individual realizes his or her own abilities, can cope with the normal stresses of life, can work productively, and is able to make a contribution to his or her community.”

And in a time where we’ve endured prolonged uncertainty due to a global pandemic, that well-being has undoubtedly suffered. According to a recent study from Mental Health America, most employees are experiencing the early signs of burnout. Nearly 83 percent of respondents felt emotionally drained from their work, and almost 9 in 10 employees report that their workplace stress affects their mental health.

Davida Ginter, CEO of Enkindle Global, mental health advocate, and author of Burning Out Won’t Get You There, says that despite these grim statistics, there is an opportunity for organizations to help employees maintain or improve their mental health. Here are three ways Ginter suggests leaders can address it with their teams:

1. Normalize conversations on mental health

Intentionally creating an environment where it’s okay and acceptable to talk about our emotional and mental health is key. “Unfortunately,” says Ginter, “conversations in this arena still carry a stigma, so people are reluctant to speak up, even when they’re suffering.”

To combat this, Ginter suggests creating designated spaces for regular check-ins where employees can share their struggles (even if they’re not work-related but affecting their performance, such as troubles at home) and successes to receive mutual support. Leaders who are encouraged to participate can facilitate these conversations by incorporating them into their teams’ weekly meeting structure, perhaps with a Monday morning breakfast session to kick off the week.

When having these conversations, it’s important to go beyond the rote “How are you?” question to draw out honest answers. Ask, “How are you—really?” and then listen. Even better? Ask follow-up questions like “How can I support you?” or “What do you need?” and then be prepared to take action to assist.

An added benefit is that normalizing conversations around mental health help employees feel safe to share and communicate about other work-related issues. As Ginter says, “It’s not an interview; it’s a dialogue. And that dialogue should be ongoing.”

2. Offer professional support and mentoring

A recent McKinsey report noted that 91 percent of employees surveyed believed that their employers should care about their emotional health and 85 percent said that behavior health benefits were important when evaluating a new job. Two ways to demonstrate that, says Ginter, are through offering professional support and mentoring.

Companies can designate an onsite individual dedicated to mental health or offer employees access to outside mental health professionals if that isn’t feasible. Either way, professional mental health resources should be initiated by employers and provided as a standing benefit, which will not only improve their employees’ well-being and thus performance, but also serve as a competitive advantage.

Another way to support employees is through developing an internal mentorship program, where more experienced team members are paired with newer and less experienced colleagues. Ginter says there is tremendous value in these relationships, which helps mentees feel less alone, have a resource who makes them feel seen and heard, and understands what they need to thrive.

3. Encourage individual fulfillment

Research shows that nearly 1 in 4 employees experience severe signs of burnout, including reduced professional efficacy and cynicism toward their coworkers and clients. Luckily, Ginter says there are several low- or no-cost ways for companies to mitigate this by supporting the individual fulfillment of their employees:

• Position the employee in or create a role where they truly feel aligned with their strengths and career aspirations. Ask for their input in the process, which will foster greater collaboration, communication, and trust.
• Encourage employees to enhance their self-development through available resources like books and online courses.
• Allow employees to teach their colleagues a field they’re passionate about and expert, even if it isn’t obviously connected to their job. This helps others learn and has the added benefit of making the instructor feel needed, appreciated and that they’ve positively contributed.

Ginter says that improving employees’ mental health is all about meeting their needs. “When an organization takes a proactive role in intentionally establishing systems to meet those needs, everyone wins.”