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    3 Ways to Adopt a Holistic Approach to Mental Health in the Workplace

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    According to new research, scientists advocate for a holistic approach to mental health that integrates physical and mental wellbeing.
    They emphasize that while the medication is commonly used to treat mental health conditions, it is equally important to consider environmental, lifestyle, and social factors. This comprehensive approach focuses on addressing the emotional, physical and mental needs of individuals.
    Several practical steps can be taken to help employers implement this holistic approach in the workplace to create a supportive and healthy environment for employees.
    Here are some strategies to consider…
    #1 Establish clear lines of communication
    Dealing with employees with mental health problems requires employers to lead with empathy and recognize any personal issues which may have affected their wellbeing at work. After all, they’re only human, and while many desire to leave their troubles at the door, often that is easier said than done.
    That’s why encouraging open and regular communication is a key component in adopting a holistic approach to mental health.
    With a recent poll revealing there’s still a stigma attached to discussing mental health issues with colleagues, leaders should foster an environment where employees feel safe discussing their mental health without fear of judgment.
    To break this barrier, employers can establish regular check-ins and group discussions. These sessions provide a supportive platform for employees to share their experiences and seek advice, promoting a culture of openness and understanding within the workplace.
    #2 Encourage physical activity
    Promoting physical activity is equally important, as physical and mental health are interconnected.
    It’s well known that physical exercise releases ‘feel-good’ chemicals such as endorphins and dopamine, which make us feel positive and relieve stress—but the benefits of ’emotional fitness’ on physical health are less widely known.
    However, recent findings from Nuffield Health’s 2024 Healthier Nation Index found that in the last year, 46.20 percent said work had negatively impacted their physical/mental health.
    Despite the well-documented benefits of physical activity for improving mental health, many employees lack the time to engage due to work demands. Nearly half (45.70%) of respondents admit that lack of time due to work acted as a barrier, with 42.91 percent stating that more time should be put aside for it.
    However, physical activity is vital for improving mental health, and a holistic approach requires employers to understand this link and promote movement in the workplace.
    Employers can support their workforce by encouraging regular outdoor breaks, subsidizing gym memberships, or offering on-site health assessments. These initiatives promote physical health and enhance mental well-being.
    #3 Signpost relevant wellbeing resources
    Sometimes, just talking things through with someone who’s removed from the situation and has professional training in alleviating emotional issues is key to improving mental health problems.
    As an employer, providing wellbeing support to your workforce will not only help boost emotional well-being, but it will also enhance productivity and likely increase retention.
    Available support may consist of services like Cognitive-Behavioural Therapy (CBT), Counselling, and Employee Assistance Programs (EAPs) to assist employees dealing with personal difficulties that might negatively affect their work performance, health, and wellbeing.
    But if employees don’t know how to access it, what use is that to them?
    Enhancing access to mental health support means clearly signposting the available resources through various communication channels, such as regular emails, a virtual wellbeing hub, or an office huddle, to keep employees informed. This ensures that employees know how to access the help they need when they need it.
    And if in-house support is not available, providing information on external charities and services can be beneficial.
    By Gosia Bowling, National Lead for Mental Health at Nuffield Health.
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      Navigating the Impact of the ‘Flexi-fallout’ on Employee Wellbeing

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      Remote and flexible working arrangements have become the new norm, and in 2023, at least 44 percent of employed adults worked this way.
      But as businesses begin to transition back to onsite working, employees are growing concerned that they will lose the flexibility they’ve grown accustomed to.
      This anxiety will likely cause an increase in flexible working requests under the Flexible Working (Amendment) Regulations 2023.
      To address these concerns and support employee wellbeing during this transition, employers must take proactive steps to assess and mitigate the potential negative impacts of the ‘flexi-fallout.’
      Consider the impact of the ‘flexi-fallout’ on employees
      While mandating a return to onsite working may seem like a straightforward solution to increase productivity, it’s essential to consider the broader implications for employee wellbeing.
      For the majority of employees, the flexibility afforded by remote or hybrid work arrangements is pivotal for maintaining a work-life balance, and removing these options could result in increased stress, work dissatisfaction, and ultimately, burnout.
      Research has shown that hybrid work models can enhance productivity and job satisfaction, with 65 percent of hybrid workers reporting increased productivity and 59 percent experiencing improved job satisfaction.
      Before implementing any changes, employers must carefully evaluate how transitioning back to on-site working will affect their employees’ emotional well-being and productivity and whether the change is warranted.
      It is crucial to engage in open dialogue with employees to understand their perspectives on flexible working. By soliciting feedback and addressing concerns, employers can ensure that any decisions regarding workplace policies are informed and considerate of employee needs.
      Model benefits during the transition
      Workplace culture plays a major role in employee wellbeing and happiness, and maintaining a healthy outlook will help to facilitate a smooth transition back to onsite working and prevent a flexi-fallout.
      Employers should lead by example by encouraging employees to embrace the change in working policy and help them feel more motivated and supported about returning to the workplace.
      Taking a punitive approach to enforcing onsite attendance can backfire and lead to increased worker dissatisfaction and potentially higher employee turnover.
      Instead, employers should emphasise the benefits of returning to in-person working, such as increased social interaction, collaboration, and creativity.
      Office environments offer opportunities for spontaneous interactions and idea-sharing that can enhance problem-solving and alleviate feelings of isolation experienced by remote workers.
      Emphasising the value of these face-to-face interactions can help employees feel more connected and engaged with their work and colleagues.
      Establish a supportive workplace culture
      Creating a healthy and inclusive culture at work is vital for prioritising employee wellbeing and maintaining employee motivation and efficiency.
      Employers have a responsibility to cultivate a good working environment and must establish open lines of communication and stress the importance of a healthy work-life balance.
      A recent survey found that one in three workers have quit a job due to poor management and toxic work culture, but organisations that establish a respectful, transparent, and trustful environment are more likely to make their employees feel valued and empowered.
      Encourage workers to raise concerns they may have and remind them about setting boundaries and taking regular breaks to protect their well-being while enhancing job satisfaction and reducing the risk of burnout.
      Support employees with the right resources
      Transitioning back to onsite working from flexible working can be a struggle for some employees, but making resources and support services available can ease this process.
      Mental health support services like Cognitive Behavioural Therapy (CBT) sessions can equip workers with tools to manage stress and anxiety and address other mental health concerns that can create further workplace challenges.
      Counselling services like Employee Assistance Programs (EAPs) can help employees deal with personal or work-related challenges to mitigate stress and improve emotional and mental well-being.
      Improved employee well-being can reduce absenteeism and enhance productivity to the benefit of both workers and employers.
      All teams should also complete emotional literacy training which can help colleagues empathise with each other as they undertake workplace changes, and this will also help with coping with complicated interpersonal dynamics to foster healthy communication and resilience.
      By prioritising employee wellbeing and fostering a supportive and resilient workplace culture, employers can ensure a smooth transition back to onsite working while maintaining high levels of morale, productivity, and job satisfaction to successfully avoid a ‘flexi fallout.’
      By Gosia Bowling, National Lead for Mental Wellbeing at Nuffield Health.
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      5 Ways Managers Can Help Their Teams Avoid the Dreaded End-of-Year Burnout

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      According to Nuffield Health’s 2023 Healthier Nation Index, 44 percent of employees said their jobs had negatively impacted their mental health this year.
      Unsurprisingly, adverse feelings towards the workplace can ramp up as the festive season becomes a major source of stress and anxiety due to an intense social calendar, end-of-year reviews, and meeting tight deadlines.
      I’ll discuss how managers can prevent end-of-year burnout in their teams and encourage employees to protect their physical and mental health.
      #1 Get organized, early.
      If employees are feeling the weight of burnout due to excessive work demands, it’s time to reassess and reorganize your team’s project priorities.
      Consider scheduling one-to-ones or team meetings to review everyone’s current existing workload, to determine which assignments demand immediate attention and which ones can be postponed for a more suitable time.
      Additionally, when facing large and intimidating projects, it’s often helpful to spend more time together, working out how to break them down into smaller, more manageable chunks.
      If an employee’s schedule is overwhelmingly full, managers should support in finding solutions. This could include, for example, helping them to embrace the power of delegation. Whether employees outsource tasks to colleagues or externally, let them know seeking assistance does not mean they are failing or that they will be looked upon negatively.
      This is more helpful than risking missed deadlines or an individual becoming so overwhelmed that their productivity suffers.
      #2 Set boundaries.
      No doubt, there’ll be circumstances when you or team members have reached out to colleagues for additional support, and some of them have come back with ‘no,’ unable to help at that time.
      In the same vein, managers must be comfortable doing the same, even though many of us lean towards “people pleaser” behavior. This means it’s tempting to start saying ‘yes’ to additional work if you’ve managed to free your schedule slightly.
      Remind yourself that it is fine to say no to taking on extra responsibilities, try to set firm boundaries with yourself and your team, and let them know it’s OK to follow suit.
      Don’t just set boundaries for during office hours, either. It’s essential to do this after hours or if working remotely too. One example could be agreeing with everyone that none of you will check work emails in the evenings between certain hours so you can focus on spending time with loved ones and winding down after a busy working day.
      Other examples could be urging teams to take their full lunch periods, setting aside regular breaks, and leaving on time at the end of the day. Managers who lead by example make it easier for others to embrace their own wellbeing, too.
      #3 Encourage self-care.
      Lack of self-care is one of the most significant contributors to end-of-year burnout.  In fact, according to our 2023 Healthier Nation Index, only 15 percent of us take time to focus on self-care, when trying to support our mental health.
      Workplaces need to communicate ways for employees to prioritize self-care during the working day and when at home, and help build supportive environments that facilitate healthy behaviors.
      From inviting experts to help teams learn about the different self-care practices to researching new ideas that could potentially benefit the whole company, building awareness and positive behavior change is key to creating a workforce that makes self-care a focus.
      Small changes like five minutes of meditation or deep breathing exercises can be hugely impactful, helping employees maintain a state of calm, even during the busiest working periods. Psychological research has shown that moving and changing your environment and the stimuli around you improves problem-solving skills and mental focus.
      Encourage employees to go for a walk when they can and use their garden if they are working remotely. Ideally, actively build these activities into diaries or working practices.  More physical activity will release anxiety-reducing endorphins, which help improve mood and reduce stress.
      #4 Notice signs of chronic stress.
      I’m often asked, ‘How do we know when someone has reached ‘chronic’ stress levels?’
      The answer is if you notice stress affecting an employee’s ability to live an everyday life and perform their daily work routine.
      While this is by no means an exhaustive list, signs of chronic stress include indecisiveness, mood swings, procrastination, an increase in errors, and even increased absenteeism.
      According to a report, long-term stress weakens the responses of the immune system, because stress decreases lymphocytes, the white blood cells that help fight off infection. This means highly stressed individuals are potentially more at risk of colds and sickness than those experiencing minimal or average stress.
      You might notice those suffering from chronic stress are working more or regularly staying late to complete tasks. Ironically, people often do this because they believe it helps them avoid these feelings.
      This can also lead to leavism – employees using leave days to catch up with work. This is an ineffective coping mechanism. We end up ignoring our relationships, eliminating our social lives, eating, and sleeping poorly.
      #5 Make the most of workplace support.
      One of the longer-term side effects of staying in a heightened state of stress for too long, is that it can impact our physical and mental wellbeing. This can lead to mental health concerns like anxiety and depression. That’s why it’s so important to let employees know their mental health should always be a priority.
      If you think an individual’s mental health is seriously affected by the stresses that come at the end of the year, you should signpost them to your work’s wellbeing offerings.
      Many businesses provide support for stress and personal problems through workplace mental health support like cognitive behavioral therapy CBT, or employee assistance programs (EAPs).
      These offer direct, confidential contact with experts who can support individuals with emotional distress, from family issues, work-related problems, addiction, and mental ill-health.
      #6 And finally, kindness is key…
      Practicing kindness to others and yourself is crucial, especially at this time of year.
      Mounting personal and professional pressures in December can cause everyone to hold themselves to an impossible standard and set an insurmountable to-do list.
      Remember that no matter what level we have reached at an organization, everyone can only do their best to get everything done without compromising their emotional wellbeing.
      By treating ourselves and others with kindness and understanding, we not only reduce the risk of burnout but also enhance our ability to be present, enjoy festive moments, and engage more meaningfully with our work and personal lives, all year round.
      By Gosia Bowling, Mental Health National Lead at Nuffield Health.
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      5 Tips to ‘Quiet Thriving’ in the Workplace

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      ‘Quiet thriving’ is a concept that emerged after the trend ‘quiet quitting’ became widely discussed at the end of last year. Quiet quitting refers to completing the minimum requirements of one’s job. Individuals put in no additional enthusiasm, effort, time or energy than needed.
      In contrast, ‘quiet thriving’ involves the opposite with employees reconsidering their relationship with work, and finding ways to re-engage and find enjoyment again, without overdoing it or burning themselves out.
      A poll found that only 9 percent of UK employees currently feel engaged with their work, so if you’re looking to rediscover your love for your job, try making these small changes:
      1. Shift your perspective.
      A new perspective can renew your passion for your line of work and increase your productivity.
      If you approach your role with a negative mindset at the start of each day, you will only be able to see the parts of the job that you dislike and will overlook the positive aspects.
      Instead, try to shift your mindset and look for the beneficial parts of your position that you enjoy and give you a sense of purpose. Changing perspectives can create a greater sense of meaning in your everyday work.
      For example, ‘mopping hospital floors’ could be ‘speeding up a patient’s healing journey’, connecting work to a much wider purpose and bringing greater job satisfaction.
      2. Take action.
      If there are responsibilities in your job that you enjoy more than others, have a discussion with your manager to see if there are ways to expand on them and discuss how to cope with the tasks you dislike.
      This process is often referred to as job crafting, which is the process of an employee shaping their role to be more appealing, often with the help of a manager.
      Not only can this improve your attitude toward your work, but it can also lead to further opportunities to complete tasks that you enjoy and allow your manager to better understand your strengths.
      3. Set boundaries.
      While being busy at work is often praised and encouraged, it can lead to employees working outside of work hours or through lunch breaks.
      This will lead to burnout and build resentment towards your job. However, this can be avoided by setting clear boundaries at work to create better work-life balance.
      A work time-frame agreed upon by both employee and employer is essential for job satisfaction and overall happiness.
      Set clear start and finish times to stick to during the working day, whether you work standard or flexible hours, and be disciplined about not checking emails or messages outside of work hours.
      This will also give you more time to enjoy other aspects of your life outside of work. In a recent survey on stress and wellbeing, 4 in 5 participants found spending time on a hobby highly effective in managing stress. Further research suggests people with some hobbies are less likely to suffer from low mood, and depression.
      This is especially needed for those who feel overwhelmed by their work and ever-growing to-do lists, to recharge their batteries by doing an activity that sparks joy.
      4. Build workplace relationships.
      Positive relationships with your colleagues are hugely important for emotional well-being, as they can create a more relaxed and sociable environment to work in.
      Co-worker interaction can help to relieve boredom from day-to-day tasks, and employees who work with friends are seven times more likely to be engaged with their job.
      Interaction with colleagues during breaks and workplace socials can help to cultivate these relationships.
      5. Take small breaks.
      Using your lunch break and taking micro-breaks can help to improve your emotional and physical wellbeing at work.
      A study found that micro-breaks are hugely important for reducing stress and increasing task performance. Additionally, another study revealed that employees who use their full lunch break to relax are more productive and creative.
      Regular breaks can also have a positive physical impact, as taking small breaks while working on tasks on electronic devices can reduce eye strain, back ache and headaches.
      By Gosia Bowling, National Lead for Emotional Wellbeing at Nuffield Health
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      5 Ways to Help Employees Manage the Psychological Stress of Hybrid Burnout

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      COVID-19 changed many employees’ work routines, both in positive and negative ways.
      As a result of long-term remote working, many companies are considering introducing hybrid working models, giving staff the option of combining working from home with going into the office.
      However, hybrid working could also have a significant impact on employee mental health with many reporting symptoms of ‘hybrid burnout’.
      Burnout is defined as a phenomenon ‘resulting from chronic workplace stress that has not been successfully managed.’ In 2020 it became a recognized condition by the WHO.
      Hybrid burnout is the result of juggling long hours working from home with commutes to offices, which can not only be physically exhausting but also take a considerable toll on employee stress levels.
      But what can businesses do to help employees manage the physical and mental health implications of a hybrid working environment?
      1. Recognize the signs
      Individuals in management should become aware of the signs and symptoms caused by hybrid burnout, as well as what they can do to prevent or respond to it.
      Staff may become fatigued, forgetful, and struggle to concentrate, with so much going on around them. Early on, this may make people feel worried, irritable, on edge, or tense.
      Further down the line, this anxiety – caused by juggling multiple work environments- may become so severe that it affects professionals’ ability to work productively (or at all).
      There are also potential physical symptoms to consider, like heart palpitations, shortness of breath, dizziness, and headaches.
      2. Assess company culture
      A Gallup study revealed the main causes of burnout are not the nature of the work itself, rather, how a person is treated and managed while they are working.
      Consider how different leadership approaches might impact employees. For example, behaviors like bias or unfair corporate policies can cause stress and lead to overworking, with staff feeling a need to ‘prove their worth’.
      Make certain that healthy work behaviors are modeled from the top. Help employees understand their value to the company and their contributions to the organization’s goals. Employees feel more valued, and display more motivation in the workplace if, and when, they understand their exact role in the greater purpose.
      Take a few minutes each week to update employees on company news and how your team’s actions are contributing to the company’s overall success.
      Also, make time to tell staff specifically what you value about their contributions. Try to build this into your regular routines, perhaps by starting your team meetings with shout-outs acknowledging the accomplishments of individual team members.
      3. Encourage conversations
      As well as ensuring all staff feels appreciated and comfortable in their roles, managers need to ensure they demonstrate to their teams that the business has an open, supportive and welcoming approach when staff are distressed or finding it difficult to cope.
      Employees need to feel conversations about difficulties surrounding work are both welcomed and expected.
      This requires employers to feel empowered to enable better conversations about mental health in the workplace. At Nuffield Health, we introduced Emotional Literacy training for all staff.
      92 percent of whom took the training stated they felt able to support a colleague in distress. Initiatives like this build an open community, and a common language, encouraging more people to say “I’m not OK” and ask others “Are you OK?”.
      Employees should also be signposted to any other designated people, like, mental health champions for additional support.
      4. Communicate set policies
      It’s important company policies that promote good work/life balance are widely communicated. With hybrid working, this means using multiple channels to ensure you reach all employees, whether it’s through company social media platforms, emails, or even by text alerts.
      Actively nurturing and promoting reasonable work hours, including, if necessary, encouraging employees to go home, when in the office late, or messaging them to ‘go offline’, at the end of their regular workday if you recognize a pattern of unhealthy overworking.
      Help assess workloads for those who feel pressured to remain working beyond normal business hours and let them know there is always support available and additional resources to help them manage mounting projects or multiple deadlines.
      Sometimes employees simply don’t realize these are things they are welcome to ask for.
      5. Provide professional emotional wellbeing support
      A recent Nuffield Health whitepaper revealed spending more than 2.5 days a week working away from the office can be associated with deterioration in co-worker relationships and job satisfaction.
      For those having difficulty with the balance between remote and office life, consider introducing professional wellbeing support like Employee Assistance Programmes (EAPs) and timely access to effective psychological therapy (such as Cognitive Behaviour Therapy).
      These interventions can be delivered remotely or face to face and give individuals access to a specialist who can help them understand and break unhelpful thinking patterns and “what if” thinking that may exacerbate stress and burnout in uncertain times.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      How Behavioral Science Can Drive a Menopause-friendly Workplace

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      Research shows nearly eight out of 10 menopausal women are in work, with many in senior leadership positions.
      However, despite the evident disruption of the transition to those at the peak of their careers – and the resulting wider workplace impact – menopause remains a largely unspoken and unsupported taboo.
      That’s why Nuffield Health is pioneering a change to the way we approach menopause in the workplace, using behavioral science and health psychology to promote inclusive and supportive environments.
      The research on menopause in the workplace
      The menopause transition is experienced differently by each individual, making it only more concerning that so many are having to manage their symptoms in silence. Understanding experiences is key in providing relevant interventions.
      For example, research shows one in four women experience serious menopause symptoms. This may include feelings of depression and anxiety and difficulty sleeping. 60 percent of women also report poor concentration and forgetfulness during the menopausal transition.
      As a result, daily tasks can become a challenge. Individuals may have difficulty focusing when reading text, lose confidence when speaking with – or in front of – others, and even miss deadlines due to impaired memory.
      Even for those who don’t experience the psychological symptoms of menopause, the workplace can still be a place to avoid. Busy and stuffy environments can exacerbate physical symptoms such as hot flushes and headaches.
      The role of behavioral science
      Research tells us that employees don’t need the workplace to ‘manage their menopause’ or their symptoms. What they want is an environment that recognizes their experiences and provides the right support to enable them to thrive and reach their full potential.
      This understanding, combined with a behavioral science approach, helps businesses do more than just understand menopausal issues – driving tangible change and creating an inclusive and supportive environment.
      Inviting external experts to run seminars or workshops, as well as running internal training sessions, helps employees in the workplace adopt helpful and positive behavioral changes and contribute to building a ‘menopause friendly’ workplace.
      This includes both menopausal individuals, who feel more confident in speaking about their difficulties, as well as non-menopausal individuals who better understand the challenges and are able to adopt more helpful behaviors to support colleagues.
      Keeping these sessions short and regular boosts engagement and buy-in, too. Busy employees find 15–45-minute sessions accessible and are more likely to retain information, while addressing these topics every few months means the organization is better able to support new starters, too.
      Evaluating the impact of these sessions by measuring attendee knowledge and attitudes helps businesses better understand how menopause is understood and experienced in the workplace, helping to plan future strategies for building healthy and inclusive work environments.
      Practical solutions for businesses
      Although menopause is largely covered under three protected characteristics: age, sex, and disability discrimination, conscientious businesses should have a menopause policy that goes beyond legal tick boxes. Appropriate policies should cover the adjustments available to those experiencing menopause and be communicated to the whole team. There is no point in having a policy if nobody knows it exists.
      While creating a comprehensive menopause policy, businesses must also recognize individuals who are experiencing difficulties and in need of support. Here, the question becomes ‘what can I do to support you today?’. Whilst employers may not currently be able to provide a full suite of interventions, everyone is able to initiate helpful conversations that recognize individual experiences and identify any support needed.
      Practical solutions for managers
      Around 4 in 10 women who have gone through menopause felt they were unable to talk about it at work, especially with their manager.
      Team leaders are often seen as the first line of support for struggling employees. So, it’s important they are equipped to hold conversations around menopausal challenges and are confident in signposting team members towards additional support. This may include understanding the reasonable adjustments the business can offer, such as flexible and remote working, shift changes, adequate breaks, rest areas, and access to toilets and washing facilities.
      Similarly, upskilling emotional wellbeing champions to provide support to those experiencing menopause gives individuals alternative points of contact where meaningful and supportive conversations can take place.
      Practical solutions for peers
      Everyone has a role to play in easing the negative impact of menopause in the workplace and colleagues can play their part by engaging in any available training and educational sessions. Simply being aware of others’ experiences can reduce stigma and make it less daunting for individuals to speak about their experiences or seek help.
      Employees should also be aware of the impact of their language. By simply moving away from a medicalized vocabulary when discussing menopause – towards a more relatable model of distress, which is something we can all relate to – we can reduce the stigma around the transition.
      Similarly, hosting Menopause Exchange Forums – with both men and women – encourages informal conversations around symptoms, struggles, and the sharing of tips and coping mechanisms. These can then be supplemented with informal messenger chats where people can share their experiences day to day and provide each other with mutual support.
      Practical solutions for individuals
      The first step for individuals is to talk. Speaking with colleagues, employers, and health specialists helps menopausal employees feel they are not alone and that their experiences are common and valid.
      Menopausal women commonly attribute their symptoms to anything other than menopause, due to ongoing stigma and feelings of shame or embarrassment. However, by communicating their experiences they will be able to find the support they need from those around them. This may include support in managing their workload to compensate for memory loss or even access to more formal support offered by the business.
      For example, emotional wellbeing support such as cognitive-behavioral therapy (CBT) or EAPs provides access to specialists who can help individuals understand and manage their psychological symptoms. This in turn can also help alleviate physical symptoms, as when stress is well managed, cortisol levels drop which helps reduce physical difficulties associated with menopause transition.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      Leading by Example to Enhance Employee Physical and Emotional Wellbeing

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      ‘Putting your own life jacket on, before helping others’
      Research shows employees are putting in an average of 9 hours of unpaid overtime per week.
      Does this surprise you? Probably not.
      Overwork culture – with long hours and constant exhaustion- is still seen as a badge of honor within the workplace. This is despite the WHO revealing the negative long-term implications of such behavior, including exhaustion, burnout, and a possible deterioration in mental health.
      So, why do many of us managing others still lead in this counterproductive way?
      Badge of Honor
      There are lots of practical factors connected to overworking and taking on as many tasks as possible that are thrown our way. But socio-economic factors associated with ‘overworking’ are also deeply ingrained in our workplace culture.
      Many of us simply work long hours to keep our jobs, pay off debt, or so we’re first in line for that long-awaited promotion.
      For those that adopt a culture of long, intense work hours, there’s often a performative element involved. Overwork is often seen as a peculiar sign of success.
      Whether this is defined by a fancy job title or lifestyle, or even by demonstrating actual exhaustion, the ‘kudos’ associated with overworking hold firm.
      Overworking also depends on the industry type and role you are in. For example, people in jobs geared towards helping others, like line managers, tend to work longer hours that can result in physical and emotional exhaustion.
      Enter the global pandemic
      The pandemic has intensified negative work behaviors across all work hierarchies, with COVID culture impacting employees, line managers, and senior leaders.
      While working from home has its perks, it also means there is technology around us continually throughout the day. There is not a clear separation between ‘being at work’ in a working environment and ‘being at home’.
      Financial volatility also rose during this timeframe, which drives many companies to act with a ‘we need to get more done for less’ attitude.
      Worryingly, mass redundancies and furlough schemes meant higher workloads, stricter deadlines, and increased concerns about job security. As a result, many managers took on a lot of this extra strain to cover the workloads of newly missing team members.
      Making yourself accountable
      Overworking is usually a top-down issue. It can only be tackled by a fundamental shift in management behavior. One of the big worries is many individuals in leadership positions are persuaded there’s no problem with it.
      However, managers should acknowledge the risk of burn-out and a decline in mental and physical health if they continue to work in this way.
      Furthermore, they are modeling unhealthy behaviors to their teams, which could have far-reaching adverse side effects. As more employees follow your example, the more likely it is that physical and mental health issues spread to become a company-wide epidemic.
      What’s more, it’s not helping companies either. Employees who are feeling an imbalanced state of well-being are 33 percent more likely to seek a new role elsewhere. In contrast, when an employee experiences positive well-being, this drops to 8 percent.
      Considering such findings, managers need to look at ways to protect their mental health and wellbeing, which can be mirrored to their teams, encouraging others to follow suit.
      Where to start
      Start small. Take those breaks. Make sure you’re taking all your annual leave, and delineate some time where devices are turned off, and you don’t look at them. Everyone needs some clear headspace and others need to know this is a company-wide expectation.
      Get a temperature check on how those around you feel about their workloads by running a few short, informal meetings, either online or in-person, so teams don’t feel further stressed.
      There are unexpected benefits to caring for employees who feel unable to switch off from work.  More employees will be loyal to you, as a manager, if you recognize signs of distress and urge them to take time out.
      Promoting emotional health
      Leading by example is easier to achieve if you feel confident in doing so.
      You need to be aware of the support offerings provided by your workplace. A useful workplace wellbeing strategy blends physical offerings like private health assessments, onsite or subsidized gym memberships with emotional wellbeing support.
      Liaising with HR and ensuring policies contain these perspectives is important. Ask about the possibility of additional training in Mental Health Awareness, to help you notice the signs of possible mental health issues in yourself and others.
      Company offerings like employee assistance programs (EAPs) and cognitive behavioral therapy may be something to discuss as a permanent investment. The presence of an emotional wellbeing therapist in the workplace communicates clearly that conversations about mental health are welcome and expected.
      Digital or virtual therapy solutions can be effective too. Remember, for many people, the notion of sharing a vulnerability or admitting a problem, is a barrier in itself. However, some research suggests psychotherapy conducted online is as effective as face-to-face sessions. During 2020 Nuffield Health therapists delivered 3.7 million minutes of therapy remotely.
      Encouraging physical activity
      Evidence suggests that executives who look after their physical health are more effective leaders. Frequent exercise boosts brain health, improving memory function and the ability to process new information. Exercise can also improve sleep, which is often disrupted by stress, depression, and anxiety.
      It is important physical health is not overlooked in workplaces where there are high-stress levels and a culture of long work hours.
      The less anxious you are and the better you are at reacting to the circumstances around you, the better you’ll work under pressure.
      Managers should look for gaps in their routines where they could replace something sedentary with exercise.
      Why not try shaking up work routines with activities by organizing ‘walk and talk’ meetings? These can make gatherings more efficient as employees are likely to become energized than lethargic during a brisk walk.
      As restrictions begin to lift, take advantage of any offerings from your company like discounted or free memberships to local gyms, classes, or taking part in a sponsored workplace group in a charity event like a fundraising run. Encourage people to join you, to increase physical activity across your teams.
      For those working from home, continue to offer a level of flexibility for when people exercise. This is so employees feel comfortable exercising when it is convenient for them. It’s important those who began a fitness routine at home do not stop because they feel guilty working out when others are in the office.
      By Gosia Bowling, National Lead for Emotional Wellbeing, Nuffield Health.
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      A Wake-Up Call: Tackling the Employee Insomnia Crisis

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      When COVID-19 struck this time last year, most employees were forced to work from home. One of the results of enforced remote working is the rise in the number of people experiencing insomnia. One in four people reported sleepless nights and Google searches for the word “insomnia” surged significantly, with searches peaking most often during the early hours at 3am.
      Whilst COVID restrictions may be lessening, a natural return to healthy, regular sleep-wake cycles is not guaranteed in a new hybrid work environment.  In this article, I discuss the future of sleep in a post-pandemic workplace and why employers need to provide workplace support for better sleep.
      ‘Coronasomnia’ – why the nation is having trouble sleeping.
      The pandemic and social isolation have unsettled daily routines that usually serve as timekeepers for our natural body clocks. Keeping track of the time, and even the day, can be difficult without our usual time “anchors” like driving to the office, going to the gym after work, or picking up children from school.
      Research shows it can take four days to fully recover from just one hour of lost sleep. So, if we are ‘missing’ the recommended 7-9 hours, over time, a sleep deficit is caused. This makes it difficult to catch up on sleep and enhances the chances of sleep deprivation symptoms.
      Uncertainty also plays a significant part in affecting sleep, as it often causes anxiety that unsettles sleep as a racing mind keeps the body tossing and turning.  When will I get my vaccine? When can I travel or see my family? How long will lockdowns last? So much was (and still is) unknown.
      The impact of sleep deprivation on employee productivity and physical and emotional health
      Continuous poor sleep has a major impact on employee productivity with it estimated to cost the UK economy £37bn a year. Studies show that sleep deprivation leads to poor concentration and slower reaction times, which can lead to accidents and costly errors. From an emotional health viewpoint, lack of sleep results in higher levels of stress hormones in our bodies which, in turn, can increase feelings of anxiety, anger, and depression.
      Even if you receive enough sleep at night, if that sleep is of poor quality it can leave you feeling tired and unmotivated in the morning with decreased energy and concentration. 1-2 poor days of sleep per week increases the risk of employee absence by 171 percent.
      Physical symptoms of long-term sleep deprivation can manifest in a weakened immune system, causing regular infections and colds. Without adequate sleep, your body makes fewer cytokines, a type of protein that targets infection and inflammation, effectively reducing the body’s immune response.
      Long-term sleep deprivation is also associated with more serious health problems like increased risks of certain cancers, heart disease, ulcers, and gastrointestinal issues.
      Will we sleep better in a ‘hybrid work environment?”
      Even as restrictions begin to ease, staff sleep patterns may not return to normal as more companies consider a ‘hybrid’ work environment. Many businesses already have a flexible working policy, but some will embrace a permanent blended’ working model, with employees continuing to work from home a few days a week.
      Although emotions such as anxiety and uncertainly may reduce, which could have a positive impact on sleep, if more employees continue to work from home, some permanent factors may continue to negatively affect sleep.
      For remote workers there is the ongoing risk of ‘leavism’, being unable to switch off or catching up on work outside of contractual working hours. This blurring of home-work boundaries can contaminate our sleep environment. For example, the bedroom doubling up as a workspace may become the norm, as more employees participate in ‘bedmin’ (finishing admin tasks while in bed).
      Supporting the future of employee sleep
      Employers can lessen some of the health and business risks associated with pandemic sleep disruption by making practical changes to employee work schedules. Avoid scheduling too many early calls and virtual meetings and frequently rotating shifts. For those who work night shifts, if they are rotating, do so in a forward rotation (morning, evening, night).
      Set expectations regarding working hours and consider the benefits of setting up an official sleep policy for your organization. Provide virtual talks and invite health experts to discuss the impact of poor sleep and how to support those experiencing sleep difficulties. For example, you could run a seminar on how exercise or management of unhelpful thinking can have a positive impact on sleep quality.
      Employers might also consider offering staff cognitive-behavioral therapy (CBT). Whether someone already had chronic insomnia or it’s a recent onset from the pandemic, it’s a treatment that is evidence-based and has proven to be successful for a range of wellbeing difficulties including sleep.
      Providing whole of workforce education and self-help resources specifically for sleep (such as an online digital platform), will create an open dialogue around sleep concerns. This facilitates the development of effective support plans and will enable staff and managers to be aware of the benefits of setting healthy boundaries for a better work-life balance.
      By Gosia Bowling, Emotional Wellbeing Enhancement and Prevention Lead, Nuffield Health.
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