“Anxiety Pandemic.” This term has arisen hand-in-hand with the rapid changes that have and are taking place in our world.
Recently I listened to a presentation by executive coaches and co-authors Adrian Gostick and Chester Elton to introduce their book, Anxiety at Work, just out in May.
Gostick and Elton shared some very sobering statistics, especially as it relates to our younger generations. In a survey of 5,470 adults conducted by the Centers for Disease Control in June of 2020, nearly 52% of 25-44 year olds and 75% of 18-25 year olds reported having at least one adverse mental health condition.
They also cited a study, discussed in the Harvard Business Review in November 2019—BEFORE the pandemic arrived in full force—showing 50% of millennials (23-38 years) and 75% of Gen-Z’s (18-22 years) leaving a job, both voluntarily and involuntarily, partially due to mental health reasons in the previous 12 months.
Despite these sobering statistics, mental health is still hard to talk about. Another study showed that only 10% of employees would feel safe talking to their boss about their mental health concerns!
I think it’s important to understand the difference between anxiety and stress in this context.
Both are protective mechanisms in the face of difficulty.
Stress is a response to a recognized threat; a clear and present danger. In most instances, it is short-term.
Anxiety, on the other hand, often doesn’t have an identifiable trigger, and can linger indefinitely as persistent worry.
Whereas stress can sharpen attention, anxiety is like being in a fog. It can feel numbing, confusing, and disorienting. It makes discerning what’s going on and knowing what to do very difficult. This can lead to feelings of helplessness and despair.
The truth of anxiety’s presence for many needs to be let out of the closet. It’s real, it’s here to stay, and it’s spreading.
Leaders need to acknowledge this reality and be proactive about it. Opening the door to safety and support is a new smart strategy to assure wellbeing at work, help good people stay productive, and keeping them!
Gostick and Elton propose eight team resilience strategies for leaders:
1. Help them deal with uncertainty
2. Help them deal with overload
3. Help them chart their path forward
4. Help them manage perfectionism
5. Help them find their voice
6. Become an ally
7. Help them build social bonds
8. Help them gain confidence through gratitude
Having been a leader, I know that this can be a delicate balance to strike when other priorities are also pressing. We still need to do business, deliver our products and services, and meet goals.
But to do this, we need our people to be “on board” and present for the work.
Humbling ourselves to embrace the truth of the times and the anxiety it’s producing, and committing to mastering these now indispensable “soft skills” to help our team be well, is essential to good business.
And, just saying, leaders need these strategies for themselves, too!
We are all in this odyssey of uncertainty together. Let’s remove the stigma and be kind.
Inquiry Invitation
What are implicit biases you might be holding toward mental health needs?
What resistance might you have toward acknowledging the Anxiety Pandemic?
How are these possibly blocking your willingness to normalize and destigmatize this reality at work, and take steps to provide support?