“Please put on your own mask before assisting others”. How often have we heard this instruction as our plane prepares for take-off? How often do we think to apply this message to our own safety at work?
As we mark World Mental Health Day, it is fitting that this year’s theme is ‘workplace mental health’, an important consideration whatever your job or industry. When that role involves supporting the wellbeing of others, it's easy to be neglectful in ensuring our own welfare.
As a social worker and Approved Mental Health Professional (AMHP), I understand the significant personal investment we put into our work. I appreciate the dedication of colleagues who strive to achieve the best outcomes for those we serve. However, we should also consider what it means for ourselves to make such a commitment.
Being angst-ridden, yet strangely decisive
The world of AMHPs has a saying: You must be "angst-ridden, yet strangely decisive." ‘Angst-ridden’ because nothing is simple and there are always rights, choices, and risks to balance, yet ‘strangely decisive’ due to the difficult decisions that need to be made.
This can weigh heavily when potentially depriving a person of their liberty, particularly where care is not available close to home. This could be said of all social work, and there is a sense that the impacts of grappling with these challenges are becoming even harder.
In recent years, the concept of "moral injury" has gained traction in social work circles. This refers to the internal conflicts and struggles we face at work that can affect us psychologically, ethically, professionally, and spiritually.
This issue can take a toll on colleagues, leading to reduced hours, increased stress, and attrition. Many struggle to prioritise self-care, which should be an integral part of our work environment from the start.
Creating healthy work environments
Workplaces are not neutral environments. Their cultures and designs can exacerbate the impacts of work pressures. This also means they have the potential to positively support our mental health, if we invest our time and humanity into them.
For some, the pandemic has changed our practice and expectations – less time with our peers, more screen-time in isolation, a more challenging ‘new reality’ that we have not caught up with yet.
On the other hand, we have seen increases in work-based wellbeing offers and initiatives and a greater understanding in the need for organisations to offer a variety of support. Not just in relation to our roles as practitioners, but also in acknowledgment of who we are as people.
As employers, managers, leaders, and teammates, it is crucial to support each other’s needs to create truly healthy working environments. This means developing allies and systems that can address the structural issues making the workplace inhospitable. This is especially needed for those from global majority backgrounds, experiencing menopause or requiring adjustments for physical health or neurodivergence needs. It all begins with fostering a shared sense of connection and purpose.
Maybe some days it is as simple as asking the questions: “Are you ok?”, “What do you need?”, “Is there anything I can do?”
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