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As part of NJBIZ’s latest virtual discussion, leaders from New Jersey-based organizations delved into the issue of mental health in the workplace.

Moderated by NJBIZ Editor Jeffrey Kanige, the June 25 panel featured:

• Darian Eletto, chief clinical officer, behavioral health at Bergen New Bridge Medical Center in Paramus
• Natalie McVeigh, managing director at accounting firm EisnerAmper
• Dr. Gary Small, chair of psychiatry at Hackensack University Medical Center in Hackensack
• Alexis Totaro, vice president/administrator of mental health services at Wyckoff-based Christian Health

During the 90-minute roundtable discussion, panelists spoke about developing a culture that supports and values good mental health, as well as useful benefits and resources employers can provide.

Participants also addressed the best models for flexible work arrangements to support mental health needs. Additionally, they talked about the importance of training management and supervisors to recognize signs of distress.

A positive culture

Totaro said, “Mental health cannot be separated from physical health. They’re different sort of in theory, but one affects the other. You have to address the whole person. And I think organizations really have to be smart in looking at how employees are treated and how their work life balance plays out for them. I think we all have to commit to ensuring that we’re taking the best care of our employees that we can.”

Eletto said, “I really think that when we talk about being leaders in health and wellness, it’s a trickle-down effect. We have to lead by example. So, I think that when it starts at the top, it helps create the culture.”

Mental health cannot be separated from physical health. They’re different sort of in theory, but one affects the other.
– Alexis Totaro, Christian Health

“Our relationships with our staff is everything. If we don’t have a relationship with our staff, how can we hope to understand what’s going on in our institution, what the culture is and how we can change that culture if the culture is maybe not the healthiest,” she said.

Small said, “We’re kind of in a mental health crisis in the world right now. I think COVID really put it into high gear and our reliance on our social media has exacerbated it. So, in the workplace, a lot of our employees are disturbed coming in the door because that’s just the nature of how it is. I think it’s important to create an environment that is safe and collaborative. As a leader, you have to be aware of the clues that there’s a problem going on and have processes in place on how to deal.”

Totaro believes it is important to ensure employees are given “the best chance at a work-life balance …and leading by example.”

“You really have to allow people their downtime. And then promoting wellness at work,” she said.

Making the rounds

As part of a healthy culture, panelists encouraged the need to engage with employees on a regular basis. In addition to promoting a more positive culture, it can help identify issues sooner.

Totaro said, “We all have bad days, but someone that’s struggling may have a change in their pattern of behavior and performance. Maybe they’re coming in late, maybe they’re not getting things to you in a timely manner or maybe they just look sad and withdrawn – or quite the opposite.”

Replay: Mental Health in the Workplace Panel Discussion

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“In a nutshell, it’s really knowing your employees and extending empathy and kindness … and then allowing the time that they need if they’re struggling with something to address their issues,” she said. “I think we could do better in orientation to alerting supervisors and managers how to recognize the time of a team member that’s struggling.”

Eletto said, “It’s so important for us to have that face time to make that effort to be on the units and talk to the staff … When our staff is happy, our consumers are happy because they’re receiving better care. So, it really does benefit everybody when we take that time.”

McVeigh said, “As an end result, people have to feel known … And one of the simplest ways to do that is either the beginning or the end of the meeting, just say, ‘How are you?’ And then kind of lean in a little deeper.”

“And after you’ve shared a little bit, it’s human nature for them to share back, too. Now, of course there are some appropriate boundaries in the workplace. We don’t want to cross certain lines, but people do want to be seen and feel that they’re seen. And we do want to start having these proactive conversations before we’re at the point of ‘I’m putting you on a personal development plan because you’re underperforming,’” McVeigh said, “We want to start this as an early journey…before it’s problematic.”

Small agreed, saying, “The one-on-ones are important, but in a large organization there’s a lot of them and it’s just impossible. So, you have to figure out some kind of a structure where there are certain people that you do have the one-on-ones and you look for other opportunities to connect with people throughout the organization.”

He went on to say, “Otherwise, it just gets to be business as usual and people don’t want to come to work and just feel that they’re on the factory floor just passing on widgets. They want to have that human connection with everyone.”

Teaching empathy

Empathy may not come naturally to all managers or supervisors, but panelists believe leadership can learn how to behave in a manner that’s more compassionate.

Small said, “There’s a whole range of personalities in the world and some people are naturally more empathic than others, but you can teach empathy … And even though it’s challenging for some individuals, you can model it and you can actually work with them on it.”

Eletto added, “It really does circle back to the idea of developing and putting in the thought and feeling to our leaders, our workers and our employees. It’s so important to have that mentality because it gives back and it feeds into the organization.”

Employee resource programs

Panelists believe employee resource programs can be helpful for businesses.

McVeigh encouraged companies to work with their human resources departments to help employees understand what’s available through their health insurance or employee resource programs.

“Maybe you have ‘Wellness Wednesdays,’ where they can come in and the HR people can chat on some of the tools they can use. You do that every week, it’s recorded and then people can go back to it,” she said. “Sometimes it’s not that the resources aren’t there, it’s that we don’t feel encouraged to use them.”

Small said, “The pandemic has reduced stigma about mental illness to a degree … but, it’s still there. There’s no question. It’s stigmatized. People perceive it as a weakness.”

“So, I think we have to be aware of that and try to deal with it because people aren’t getting the help that they need. Half of people who need treatment do not get that treatment, either they don’t have access to it or stigma and fear nihilism, any number or all of the above,” he said.

Eletto said, “I think when we talk about the workplace, these things become a little bit more sensitive not because there’s stigma attached but because our staff might experience some internalized stigma. If I go to my leader and I say, ‘Hey, I’m really struggling,’ are they going to start to doubt my capabilities? Are they going to doubt my ability to finish my projects and be responsible?’

“We have a responsibility as leadership to also have these conversations and let our staff know, ‘Hey, these are the resources that are available. No questions, no comments, no concerns, but just please know this is available for you if you would like it,’” she said.