Why mental health matters

MAKING A DIFFERENCE

SIMON SCOTT-NELSON is leader of the ISM’s new mental health and wellbeing thought leadership group. Here, he asks four members of the group for their views on this critical topic

Why is it important to you to raise everything else follows – it’s as simple as that. awareness of the issue of mental DB: An organisation’s workforce is usually its health and wellbeing? biggest asset, and people need to be well to Vikki Barnes (VB): The world needs it! Now perform at their best for the business. When more than ever. Historically, mental health has challenging organisations, the question should be been seen as something to avoid, with many what happens if your business doesn’t support people finding it difficult to talk about. Finally, employee wellbeing. we’re realising how “normal” it is to have mental EC: Many people still need to learn how to work health difficulties and how important it is to remotely, or in a blended way. There is more learn how to support our mental wellbeing and pressure than ever to work differently, using new practise techniques that help us feel good. tools, adapting to new patterns and keeping up Debbie Bullock (DB): Raising the profile of SIMON SCOTT-NELSON with the pace of change – all while still mental fitness reduces the stigma often attached (CISM) is mental health and wellbeing leader for the ISM. delivering on the day job, so it can become to it, which enables people to get the support He is founder of Wellity, the overwhelming. By bringing wellbeing to the top they need, but also encourages prevention as well as intervention. workplace wellbeing specialist, national champion at Mind, a Great British Entrepreneur 2020 of the agenda, we are signalling to people that they have the space to reset. Emma Chatwin (EC): We now live in a world finalist, and a wellbeing advocate SW: The external pressures people are currently where work is life and life is work – so putting on a game face for 8 hours a day, then going home for the sales industry. Email him at ssn@wellity.co.uk under are unprecedented, and the boundaries between work and personal life incredibly and “letting go” is simply not an option. Having blurred. We need to ensure that colleague worked in the corporate world for over 25 years, wellbeing is a priority in all organisations to I’ve learned that this can be exhausting – it’s far ensure work pressure doesn’t become an additive better to be yourself for the full 24 hours... to the wider challenges society currently faces. I believe I have a responsibility to future generations to role-model a positive attitude How can we be kinder to ourselves and towards mental health. each other in the workplace in 2021? Sarah Walker (SW): I’ve developed my own VB: By taking time every day to look after our career during a period when the discussion on mental health, whether that be making sure we mental wellbeing was at best suppressed, at worst weave something fun into our days, or checking non-existent. I’ve observed the hugely negative in with someone, or taking more breaks to curb impact that has had on colleagues over the the build-up of stress. Mostly, it’s about years, and personally felt the same accepting that we need to be kinder to negative impact on my own wellbeing. “Our mission is to help ourselves – it’s about self-awareness. This is no longer acceptable. organisations from across the DB: Often, we are harder on ourselves whole world to unite, learn and than on others, so I would encourage In the “new normal”, why should normalise the conversation everyone suffering anxiety to consider we prioritise employee wellbeing above all else? VB: Because people are of most importance. If people feel good, then around mental health and wellbeing” Simon Scott-Nelson what advice they would give a best friend or colleague in that situation. More broadly, remember everyone is more than just their work. Be human, be kind.

EC: We should always be kind to ourselves and each other, full stop. Being compassionate doesn’t mean being weak, in fact, I believe it results in higher discretionary effort from people. SW: Patience is the critical factor for me. We have accidentally fallen into being a society that expects everything immediately – always on, always accessible. That is not sustainable and creates huge stress and friction. Be more patient with yourself and with others. Be confident enough to switch off, to not always be accessible, and allow others to do the same.

What do we need to fix when it comes to wellbeing in the world of sales? VB: Traditionally, wellbeing hasn’t been seen as something that sits on top of the sales agenda. Due to high-pressure, stressful, fast-paced environments, with high levels of competition, there hasn’t always been space for wellbeing. But wellness and performance go hand in hand, so we need to change this harmful culture of continuous high stress. DB: The perception of sales is sometimes of winning at all costs, and if that cost is mental or physical wellbeing, so be it. More awareness that you can be successful without being at breaking point is crucial, and so is not seeing taking care of yourself as a weakness. EC: The world of sales is inherently one of high highs and low lows. By focusing on wellbeing we can equip people with the skillset and mindset to recognise the impact of winning and losing on their personal state of mind. We also need to recognise that the way we engage with people is now different, so we must help salespeople learn how to make an impact in the virtual world. SW: I agree. In particular, we need to ensure that sales lows do not become overwhelming, but that we take learning and perspective to improve and move forward.

What one thing can salespeople do to support their wellbeing? VB: Spend more time on the things and people that make you feel good and less time on the things and people that don’t. Live every day like that and you’ll be on track for a happier life... DB: Create at least 30 minutes of “me time” to do something you love every day – and if that includes some physical exercise or mindfulness, so much the better. EC: Make it personal – it’s about you and only you. Get to know your stress triggers, and also what energises you. Use this information to make a plan that’s centred on you. SW: Practise what you preach. How often do you find yourself offering advice to other people that you don’t take yourself? Recognise the signs in yourself as well as you recognise them in others, create the space and time to do whatever keeps you well, and remember that the key lies in achieving the right balance.

Why is authenticity so important for wellbeing? VB: For me, it’s the foundation of everything. If we’re true to ourselves then we live our best lives, because we spend time on things that we believe in, with people who are important to us, and move in directions that give us purpose and bring us true value. DB: Storytelling and lived experiences are really important when communicating wellbeing, and authenticity plays a huge part in that. Also, if you just talk the talk and don’t walk the walk, you won’t role-model the right behaviours and drive the right outcomes, regardless of the words you are saying. EC: I’d revert back to my first point – adopting a “work persona” is a risky strategy when it comes to wellbeing. The right environment and culture means you can be completely yourself at work as well as at home, and this will benefit both your employer and you. SW: Authenticity is important to all aspects of our professional life. Authenticity is born from an inner confidence and acceptance of who you are as an individual, a salesperson, a leader, which in itself is essential to your mental health and wellbeing. Authenticity should be effortless – you are not wasting energy trying to be something you are not – that has a hugely positive impact on your health, physically and mentally.

Why did you decide to join the ISM’s thought leadership group mental health and wellbeing? VB: Because it aims to make a difference in the area of mental health and wellbeing. I believe I was invited because my ethos and passions align with others in the group. It feels like a meeting of minds, with a shared hope to make some real, lasting positive changes. DB: Wellbeing is one of those areas where practitioners are keen to share their knowledge and insight for the greater good. There are no losers when improving people’s wellbeing, so being able to share some of my expertise is a way of paying it forward. EC: I’m really excited about this group. I believe that by pooling our knowledge and very diverse backgrounds and experiences we can make a difference at a crucial time. SW: For all of the reasons above, I feel privileged to be in a position where my voice can be heard and can help drive positive change for the next generation.

VIKKI BARNES is doctor of clinical psychology and founder of consultancy Positive Wellbeing. Visit: drvikkibarnes.com

DEBBIE BULLOCK is UK wellbeing lead for Aviva. Visit: aviva.co.uk

EMMA CHATWIN is head of marketing for Fujitsu Services. Visit: fujitsu.com

SARAH WALKER is director, corporate & public sector North & Midlands for BT. Visit: BT.com