OVERCOMING BARRIERS TO WELLBEING

Whose responsibility is it?

Good question. Ultimately, responsibility sits with the CEO and board. But it's also the responsibility of management - whether they are an employee or a volunteer.

Yet it is reasonable for the issue to be raised constructively by a staff member, volunteer, team leader, client or stakeholder.

Potential Solutions

• Identify a ‘trusted messenger’ that could talk to your leader. Sometimes it is easier talking to the messenger than trying to raise it yourself – and at the very least, they could give you advice on how to raise it.
• Which leader is best - board member, CEO, team leader, manager? Normally a CEO will appreciate it being raised with them before a board member. And in bigger organisations, it might be best to raise it with your direct manager first. If there is a dedicated HR resource, that person could also be a good option.

That’s valid, we’re all busy in the social sector. Time is our most precious commodity on a normal day let alone during crises. Many leaders are legitimately focussed on keeping their organisation afloat and delivering their services. Many mean well. And perhaps this is also indicative of their own stress levels. Approaching them could show support for them too.

Potential Solutions

• Acknowledge that yes, it’s busy. Point out the impact or the opportunity cost of not addressing it. That is likely to be far greater if someone is off sick for a long time or leaves the organisation!
• Request a conversation with advance notice - in a couple of weeks perhaps, and alert them to the topic so they have time to think about it.

This is for people that don’t really know much about mental health issues.

Potential Solutions

• Remember the why page as pre-reading.
• Choose whether stories or stats, or a combination of both, would be most effective
  • Share your own story - “I feel this, I need this”. We like the Center for Non Violent Communication Feelings inventory and Needs inventory.
  • Share others’ stories - try this video Mental health and work from the World Health Organization.
  • Share Stats and this ROI tool or video.
• Consider if they would listen to someone else - another messenger?
• Find a time when your leader is not on a deadline to raise it - perhaps seek out an informal opportunity, over coffee, if you know that they might be more receptive to a chat.

This is if you are confident that it's not actually related to one of the issues above (responsibility, time, understanding) and that your leader is reasonable but just not quite prioritising wellbeing and mental health.

Potential Solutions

• Start small. Share an interesting article - perhaps going to the numbers - about the financial impacts OR alert your leader, possibly through a trusted messenger, about their legal responsibilities.
• Celebrate, one step!
• What’s next? What would be appropriate given their personality? What could work in your situation? e.g.
  • Could another leader take the Organisational Health Check and share it?
  • Could a volunteer support you to start on some pillars?
  • Could a board or committee member ask a question about mental health / wellbeing practices and policies?
  • Could there be some social norms demonstrated, such as case studies from peer organisations? We are growing them so stay tuned!
  • Could you apply for a grant to fund a staff member to implement some wellbeing initiatives?

This is if your leader seems to be unreasonable and actively resistant.

Potential Solutions

• First, know that you are not alone and the tides are changing! There are always leaders and followers and laggards.
• Take care of yourself, you matter. There is much you can control; set boundaries and stick to them; talk to friends; be in nature; exercise; talk about why you are doing what you’re doing.
• If needed, access support e.g. counselling or crisis support.
• Consider asking others in your organisation who share your concerns to also speak up. Often many voices will break through when one doesn’t.
• Raise your concerns with other leaders in the organisation and/or go directly to your board. They have a duty of care.