Mental Health Conversations

Disclaimer

This e-learning module has content pertaining to mental health and can contain discussions on self-harm, suicide and similar themes, which some participants may find distressing. If you feel that this may have a negative impact on you, please seek advice from your employer, or a professional before undertaking this module. These e-learning modules are designed to provide information for learning purposes and are not a substitute for professional advice on mental health issues.

Topics

Challenge of mental health Conversations

approaching a conversation

preparing for a mental health discussion

having the conversation

Mental Health Conversations

What do you find challenging about having a mental health conversation with a staff member?

Concerns me

Doesn't concern me

Talking about their private life

Bringing up mental health

They can become confrontational

They will shut the converation down

I'm not sure what to say or do

I might get emotional

They might get emotional

People & Culture

Challenges of Mental Health Conversations

Not knowing how the other person will respond

Not able to get the point across clearly

Being in a potenitally difficult situation

We get emotional or upset

The other person gets emotional or upset

Your role in mental health conversations

Control

Power

Management

Addressing Issues

Fixing Problems

Control

Your role in mental health conversations

Control

Loss of control

Uncertain outcome

Outcome

Staff Member

Listen

Learn

Understand

Support

Solutions

Outcomes

Fixing

Management

Preparing for a conversation

Setting

Think about where you can have a more comfortable conversation with a staff member. While using a meeting room at the office might offer you privacy and a safe space for this conversation, it may not elicit the greatest amount of comfort. Stepping out of the office and going to a local café, or even for a walk might produce a more positive response from the staff member. If you are dealing with a staff member remotely, think about using face-time and getting them to step out of their usual working environment, even if it’s just to a different room in the house, or their back yard.

Time

If you are about to have a conversation about mental health, make sure you give yourself enough time. This doesn’t just mean ensuring that you leave at least 30mins-1hr available for this discussion, but it also entails finishing any essential work you have for the day before you engage in a mental health conversation and not having any significant meetings, or functions that will occupy your mind whilst you are trying to support your staff member. You want to ensure that you are present for the conversation, so consider taking 15-20mins before this discussion to engage in mindfulness to think about what you want to say and how you can best position yourself in the conversation.

Mindfulness

The key idea of a mental health conversation is for you to be present for the other person, which is where mindfulness comes in. In practicing mindfulness, think about things such as being prepared to just listen to the other person, without offering advice or trying to fix the situation; consider possible outcomes, both positive and negative and prepare for them (i.e. emotional outbursts), as this will help you control your own emotions and reactions better. Mindfulness prior to these conversations can make a significant difference in how we approach them.

UnexpectedConversations

At times conversations can come up unexpectedly and you may feel unprepared for them. Whilst this may impact some of our preparation, there are still things that we can do to ensure that we are present for the conversation. For example, we can still take the person out of the office for a chat. It is also perfectly fine to ask your staff member if it’s OK for you to talk to them in 10-15mins, so that you can at least finish any urgent work and take a little bit of time to prepare yourself.

Click on each image to learn more

Preparing for a conversation

Practising your approach for mental health conversations

Experience w/ conversations increases confidence and expertise

Being able to deal w/ unexpected conversations

So, start planning for these conversations in your next set of 1:1s

Having the Conversation

Preparation

Approach

So, how is everything going?

Click the above option

Having the Conversation

How is everything going for you?

Casual and indirect

Staff guided conversation

Yeah, not that great at the moment… I’m feeling a lot of stress and pressure…

Actually, I am going through something very difficult right now…

Everything is fine…

Having the Conversation

So, how is everything going?

So, are there any issues or concerns you want to talk to me about?

Click the above option

Having the Conversation

Are there any issues, or concerns you want to talk about?

Directed at exploring issues and concerns

Prompts exploration of current problems at work or at home

Everything is fine…

I have been having some issues at home over the past few weeks…

I know I have been feeling more stressed lately and I’ve taken that out on others…

No, I’m all good… no problems here…

Having the Conversation

So, how is everything going?

So, are there any issues or concerns you want to talk to me about?

Click the above option

I’ve noticed <early warning signs>… do you want to talk about it?

Having the Conversation

I’ve noticed <early warning signs>… do you want to talk about it?

Direct and targeted exploration of early warning

Calls out the presence of mental health concerns

Yes, I know… I’ve been feeling so stressed lately…

Oh no, I was just having an off day… there are no issues there at all…

What? That was nothing! I have no idea what you’re talking about!

Having the Conversation

So, how is everything going?

So, are there any issues or concerns you want to talk to me about?

Completed

I’ve noticed <early warning signs>… do you want to talk about it?

I’ve noticed <early warning signs>… do you want to talk about it?

Stance

Approach

So, I’ve noticed that you’ve become more frustrated at work with others and that you are snapping at people around you. This behaviour is inappropriate. Can you tell me why you are acting this way?

Asking the staff member to explain themselves

Elicits a defensive response from the staff member

Potential for confrontation

I’ve noticed <early warning signs>… do you want to talk about it?

I’ve noticed that you look more frustrated at work and you’ve snapped at your colleagues on a few occasions. This isn’t like you, so I thought I’d see if you wanted to talk about it? Is there anything I can do to help or support you here at work?

Does not require an explanation of the actions

Focus on mental health and early warning signs

Ready to listen and to support the staff member

Approach

Control

Power

Listen & Learn

Support

Body of the Conversation

Active and Reflective Listening

We should always engage in active listening and reflect on what we are hearing. This can include saying things like: “So, what I am hearing you say is…” and then repeating a point they made. Feel free to ask exploratory or follow up questions when appropriate, and always be comfortable with silence – even if it feels a bit awkward. Be conscious of your body language, as we are trying to make sure the other person is comfortable in continuing the conversation.

Body of the Conversation

Active and Reflective Listening

Reassurance and Normalisation

At times the staff member might suggest that what they are going through is ‘weird’, ‘silly’ or ‘crazy’. You should try to normalise the way someone is feeling, by saying: “No, I actually understand why you feel that way…”, or: “that sounds like perfectly normal response to what you are going through…”. These comments will allow the other person to feel a sense of reassurance and normalisation of what they are experiencing.

Body of the Conversation

Empathy

Active and Reflective Listening

Reassurance and Normalisation

Empathy

One of the key elements of engaging with the other person in a mental health conversation, is doing so from an empathetic standpoint. This means actively trying to put yourself in their shoes and understanding how and why a person can feel that way. This shouldn’t be difficult when it comes to mental health. While you may not share the exact circumstances with the other person, all of us would have had numerous life events that resulted in feelings of stress, depression or anxiety. We can rely on these to develop an understanding and a connection with what the other person is going through and feeling.

Concluding the Conversation

Providing Advice

Offering Solutions

OK, what you should do is…

This is something we should definitely steer clear from: providing advice and solutions. Whilst we might feel we can help the other person, the truth is, that they are the only person that can, and should help themselves. Even if we think we have the best idea, or ideas to help them out, try and be more suggestive, rather than directive. For example, you can ask them if they thought about a certain course of action, instead of saying that they should do it.

Have you thought about talking to someone else about this?

There will be times where the other person feels stuck and wants some advice to move forward… and they may look to you for that solution. This can mean that the staff member would benefit from talking to someone, who would be in a position to provide them with appropriate support and assistance. Asking this question is a good way to prompt their thinking if there are any other resources they aren’t considering in their situation (i.e. friends, family, EAP, GP, Psychologist etc.).

Is there anything I (or the workplace) can do to support you?

This is a very powerful statement to the staff member, and one that can make a significant difference in how the staff member feels about the conversation, you and their workplace. Even if there is nothing you can feasibly do to assist their circumstances, the gesture of asking can be a significant one. This is also applicable in situations where the staff member might have some ideas how their workplace, or adjustments to their working arrangements can help them manage their current situation.

What are your thoughts on the way forward?

This is a really good way to hand the control of the conversation to the staff member, who should feel empowered to make their own determination on what would help them the most. Remember, whilst we may have just listened to their story for the past hour… they are living it, and have been for a while. So, if anyone has thought about solutions and what would be helpful to them, it would be the staff member.

I was in a similar situation, and what I did was…

There can be instances where we can directly relate to the staff member’s circumstances. However, what worked for us, may not work for them. Again, if you start providing solutions to your staff member, it makes you accountable for their success, or failure – which is a significant burden to take. So, best idea is to avoid doing this altogether.

Concluding the Conversation

Click on the speech boxes for further advice

Conversations in Perspective

It’s a process...

It may take more than one conversation

Follow-up actions

Always plan your next conversation

You aren't alone

Use the supports around you

Discuss upcoming conversations

Role play and de-brief

Conversations in Perspective

"I am not afraid of storms for I am learning how to sail my ship" [Louisa May Aloctt, 1868]

Thank You For Completing This Module

Remember to complete the quiz question on the next slide

Mental Health Conversations

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Transcript