Improving mental wellbeing in a remote working environment

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As human beings, we require a sense of belonging and an energizing work environment to dream, strategize and work towards common goals. While remote and flexible working models provide a better work-life balance, the recent rise in remote work, lack of human connections, and too much screen time are leaving employees feeling loneliness and lack of belonging in the workplace. In this new way of working, it is important for leaders and organizations to understand the impact of mental health issues created by the new work environment, lack of social connection, uncertainties, etc. and find creative ways to maintain deep human connections in the workplace as an antidote. of loneliness and mental health problems.

Employee mental health has a direct correlation to overall employee engagement, productivity, connection within the organization and with customers, and ultimately the long-term success of any organization from the ground up. It is vital that organizations understand and address employee mental health challenges. When employees feel that they are fully seen, heard and valued, they begin to feel a secure sense of well-being and work for the success of organizations in a meaningful way.

The three most important things that support employee mental health in the workplace are feeling psychological safety, having meaningful relationships, and engaging in purposeful work. Leaders play a key role in influencing all three of these elements to satisfy teams’ desire to feel safe, belong, and contribute.

Create psychological safety

It is challenging for leaders to create psychological safety as they are in a position of power and power is a barrier to psychological safety. It’s even more difficult when leaders and the team work in a remote work environment when most of the connections are work-related. Leaders can create a culture of connection and psychological safety by investing in getting to know their team members beyond work, sharing their stories, and being curious to listen with empathy.

Leaders must learn to be vulnerable, strive to be relatable by sharing their story, and be curious to hear the stories of others. This will help them build connections that are safe, personal, and across the team so that employees feel connected to their leaders and the organization. When leaders fail to establish a caring connection with the team or clearly share what they are experiencing, they create a culture of hiding. When leaders open up with their teams, they break down the “power barrier” and establish a closer relationship with their employees. Create a safe environment and open a space for everyone on the team to share.

Build team connections

According to a survey, remote workers are happier if they work at least one day a week in the office together with their teammates. They were also more likely to say they had a best friend at work. Face-to-face connections are very important to build a stronger relationship, build trust and improve communication. If face-to-face work isn’t possible, leaders can find alternative ways to invest in building connections in teams that are disconnected by time zones, loosely defined interdependencies, or common purpose.

Leaders can find creative ways to turn a weekly meeting into a social event. Ask the team to share their personal stories, childhood photos, talk about hobbies, talk about vacations. One of my favorite team activities, on our virtual calls, is asking the team to submit an article that means something special to them. The team loves this activity and it reveals a lot about the human being behind the work. Another way to encourage the sharing of personal stories is to insert “get to know you questions” at the beginning of long meetings or during breaks. The question can be like “What are you passionate about?” or “When have you felt most alive?” Ask a question and discuss for a few minutes.

Employees will see your organization as a place of nurturing when leaders encourage vulnerable, thoughtful, and encouraging conversations. Mental health issues are often heightened in a work environment where employees feel that everyone is committed to supporting them without any judgment or repercussions. Leaders can play an important role in building a culture where talking about the challenges of life beyond work, with colleagues, in an inquisitive and caring way is the norm. By investing in human connections, which are safe, leaders can create a sense of belonging that will block any mental health challenges from penetrating within their team.

Make work make sense

There is nothing better than loneliness, depression, and many other work-related mental health issues as part of a worthwhile goal. Meaningful work leads directly to higher levels of mental well-being, commitment to the organization, and willingness to make a difference. When employees perceive that their work has meaning, they have a psychological sense of well-being and fulfillment. Work provides a host of lifelines for improving mental health: it can provide purpose, routine, learning opportunities, and meaningful relationships. Leaders and managers have a great opportunity to create meaningful work as lifeguards to improve employee well-being.

The most impactful contribution a leader can make to counter mental health issues is to communicate a shared purpose across the team. How can leaders define the meaning and purpose of someone’s job? Leaders can identify the beneficiaries of the work, specific people who benefit from the collective effort of the team. When employees understand how their work improves other people’s lives, it gives their work more meaning and therefore fosters belonging. Asking the end customer to meet the team and share how your organization improves their lives is a very powerful way to reinforce purpose.

Understanding the importance of employee mental health in the telecommuting workplace is the first step in supporting good mental health. Organizations can lead by destigmatizing the mental health conversation and also making it an organizational priority. We should aspire to redefine mental health as a new key performance indicator (KPI) by focusing on engagement, culture, leadership ability, team connections, etc., as well as providing support and access to benefit programs like employee assistance programs.

By putting employees first, organizations can make employee mental health a top priority.

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