During a recent dialogue with a colleague from my Stanford GSB LEAD program, the pressing issue of mental health in the workplace surfaced. He passionately champions the cause of workplace mental well-being and aspires to bolster it across organizations.
While I deeply respect his views, I find myself diverging on this topic. Here’s my perspective.
Most contemporary solutions targeting workplace mental health barely scratch the surface. They might, at best, provide temporary relief, analogous to administering painkillers for a fractured arm. It alleviates the pain but doesn’t heal the fracture.
I firmly believe the rise of workplace mental health issues can be traced back to the time when companies began valuing shareholder returns over employee well-being. Simon Sinek delves deep into this shift in his acclaimed book, “The Infinite Mindset” (Sinek, 2019).
I wholeheartedly endorse this view and have consistently voiced this sentiment.
The rationale is clear-cut. Companies driven solely by shareholder value tend to adopt a myopic, quarter-to-quarter vision. On the contrary, organizations that embrace an “employee-first” ethos not only stand the test of time but also foster an environment of innovation and achieve groundbreaking results.
Employees who sense job security exhibit increased loyalty and contentment. They resonate deeply with their company’s mission and vision, leading to enhanced customer interactions and a relentless drive to propel the organization forward.
However, it’s crucial to note that prioritizing employee well-being isn’t a panacea for all workplace mental health challenges, nor is it the exclusive formula for success. Elements like strategic leadership, hiring the right talent, and nurturing a culture of innovation are equally vital.
Secure and contented employees are likely to face fewer mental health challenges since the strain of job insecurity is eliminated. An innovative work culture amplifies job satisfaction, and these content employees often emerge as the company’s most influential brand ambassadors.
To put things into perspective, consider your experience as a customer. Would you anticipate exceptional service from a stressed, insecure employee? Would you revisit or endorse their company? Now, juxtapose this with an encounter involving an employee who feels valued, secure, and satisfied in their role. Doesn’t such an environment inherently boost shareholder value?
Food for thought, isn’t it?
Some supporting references
- Ducharme, J. (2019). “Most People With Addiction Simply Grow Out of It: Why Is This Widely Denied?” Psychology Today.
- Sinek, S. (2019). “The Infinite Game.” Portfolio.
- Pfeffer, J. (2018). “Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It.” HarperBusiness.
- Harter, J.K., Schmidt, F.L., & Hayes, T.L. (2002). “Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.” Journal of Applied Psychology.
- Bass, B.M., & Riggio, R.E. (2006). “Transformational Leadership (2nd ed.).” Psychology Press.
- Sverke, M., Hellgren, J., & Näswall, K. (2002). “No security: a meta-analysis and review of job insecurity and its consequences.” Journal of Occupational Health Psychology.
- Heskett, J.L., Jones, T.O., Loveman, G.W., Sasser, W.E., & Schlesinger, L.A. (1994). “Putting the Service-Profit Chain to Work.” Harvard Business Review.
