Many organisations have a model for safety conversations. At Tribe, we work with our clients to encourage them to have conversations around safety which focus on asking relevant questions about the work or task, and importantly asking how someone could get hurt doing the task. This approach can be adapted for wellbeing conversations.
Here are some pointers for having productive mental health and wellbeing conversations at work.
Before you even think about preparing for a conversation, consider your own safety, mental health and wellbeing. If you don’t feel able, that’s ok, but don’t walk by. Find someone else to engage with the person. If you have wellbeing champions at your organisation, they would be ideally placed. If not, consider contacting HR.
As with a safety conversation, a wellbeing conversation is best held as a 1:1 dialogue – don’t raise it in the middle of a team meeting if you think the person may not open up to you.
There’s nothing worse than leaving someone guessing so don’t approach the person at 9am suggesting a chat at the end of the day. Follow up the suggestion with a meeting shortly after.
Find somewhere quiet to talk away from noisy environments and other people if the conversation is face to face. Agree a time to talk by phone or online.
What’s changed about your colleague? Their work performance, relationships, attitude and behaviour or general heath? Do you need to let your colleague talk things through, or is the conversation going to be focused more on helping them find ways to increase their wellbeing?
A conversation is a two-way exchange so make sure you seek their permission to begin the conversation. You could open with: “How are you feeling at the moment?” If they are not ready to talk, that’s ok, but you could let them know you’re always available for a chat. Follow up in the next couple of days if they don’t contact you.
Explore, show genuine empathy, and tell them what you’ve noticed (if it’s relevant). Give them time to answer and listen to what they’re both saying and not saying.
“I’ve noticed you’ve been a bit withdrawn lately. How are things?”
“You don’t seem as happy in work lately. Is everything ok?”
Ask: “What impact is this having on your (insert as appropriate based on the conversation so far: work performance/relationships/attitude/behaviour/ general heath)?”
Ask them if they’d like your help and open the conversation up to finding solutions. See if they have any ideas that will change things for the better, and focus on ones that will help now. It is useful to be aware of the help that is available within the organisation such as occupational health; employee assistance schemes and mental health first aiders.
…the most useful advice for any leader is to come from a position of care, ask open questions and really listen to the answers. Be clear about why you are concerned and, very importantly, avoid judgment. In most cases the opportunity to have the conversation and feel valued and cared for is all that is needed.