Normalizing Mental Health Action through Storytelling 

Tips for Business Leaders

As a leader within your organization, you have the power to set your company’s tone of compassion and caring for employees experiencing mental health challenges. In Ginger’s 2021 Annual Mental Health Report, an overwhelming majority of CEOs (96%) reported that they had personally received mental health support over the past year. 

Sharing your own story can offer profound benefits to your workforce by:

• Combating stigma
• Normalizing mental health challenges
• Empowering employees to seek help

Nine out of 10 employees appreciate when their leaders share stories of seeking support. And, a majority of CEOs agreed that talking about their own mental health challenges made them feel like a better leader

You can share your own journey with mental health challenges like anxiety or depression, or share how a family member or loved one’s mental health journey may have impacted you. (Remember to be sensitive about identifying details if sharing a story about a friend or family member—you should ask permission before sharing aspects of another person’s experiences). 

If you're ready to share—and it’s okay if you aren’t—find a messaging outlet that feels safe, and follow the tips below.

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Before You Get Started

1. Identify your goals in story-sharing. What message do you want employees to take away from your story? Are you trying to overcome workplace stigma by normalizing experiences? Are you asking employees to check in with each other or to ask for help? Are you encouraging balance and flexibility for your organization? Identifying your goal in advance can help you build a successful narrative that leads to your desired outcome.

Craft your Story

2. Share your journey. What is your unique experience with mental health? While your journey may include moments of struggle or crisis, an effective story also homes in on moments of positive change to inspire hope. Consider the following outline to build your story: 

• Describe the challenges you were experiencing. Keep this part of your story brief and light on detail.
• Share how stigma impacted your mental health journey and what helped you overcome it.
• Talk about the moment when you asked for help and how it felt after you got the support you needed. Share examples of effective intervention or treatment efforts.
• Offer positive coping strategies you’ve learned and how you use them.
• Share how you are doing now and what you do to take care of your mental health going forward.

3. Connect your story to organizational action. How did your story personally inspire you to care about workplace mental health for your employees? Share with your employees the culture you aspire to see at your organization and what actions you are taking as an employer to help make this vision a reality. This is a critical moment to share the resources available at your organization and a powerful opportunity to announce new company action to improve workplace mental health.

4. Share an employee call to action. Make the audience the hero of your story. How can your employees make a difference moving forward? Inspire them to create change within your organization by prioritizing self-care, having open conversations about mental health and checking in with one another. End with a call to action, such as:
   
   

• Recognize warning signs of a mental health crisis and check in.
• Sign up for a training offered by your company.
• Ask for help when you need it.
• Use our company resources.
• Take steps to prioritize your mental health at work.

Incorporate Safe Messaging to Empower Positive Action

5. Use safe, inclusive language. Your story should normalize mental health struggles without glorifying unsafe or unhealthy behaviors. Unsafe messages include:
   
   

• Graphic or overly personal details about harmful behaviors such as the method or location of a sucide attempt, sharing suicide letters or specific details about disordered eating habits or substance use.
• Portraying dangerous or harmful behaviors as common or acceptable.
• Messaging that villainizes or blames others for suicide, addiction or self-harm. 
• Language that conveys that someone experiencing mental health challenges  is “selfish” or that their actions are a “betrayal.”
• Suggesting that treatment doesn’t work or should be avoided.
• Simplistic explanations for mental health challenges and harmful behaviors.
• Conveying that mental health issues happen “out of nowhere.” 
• Stereotyping specific groups as responsible for, or a primary source of, specific mental health behaviors.

6. Educate about warning signs and effective intervention strategies. Your story is an opportunity to educate your audience. Consider what type of mental health challenge(s) you are presenting and weave in opportunities to share key warning signs for specific mental health crises. When you are sharing stories of positive intervention or treatment, emphasize data or research that backs the efficacy of these actions. 

Common symptoms people may experience as a result of a mental health challenge include:

• Signs of fatigue or exhaustion
• Lack of focus, concentration, or motivation
• Loss of appetite or sudden changes in weight
• Irritability
• Withdrawal
• Reduced productivity or increased mistakes on the job
• Breakdown of routines or workplace systems

Warning signs that point to urgent mental distress—including talk of suicide, warning signs of alcohol or drug misuse, signs of disordered eating or signs of domestic abuse—may signal the need for a more serious crisis intervention.

Prepare for Follow Up

7. Know that your employees may reach out. Be prepared to continue the conversation with your employees after you make your story known. Your employees may want to thank you, check in on how you are doing or even share their own story with you. Use these moments to:
   
   

• Share appreciation for employees who check in and participate in your organization’s culture of caring. 
• Ask for feedback and ensure your employees are connected with the right support or treatment resources.
• Expand on opportunities to connect with your employees about workplace stressors that may be impacting their mental health.

Remember, it’s also okay to establish boundaries for continuing the conversation about your own story. Personal disclosures can be emotionally taxing, and it’s okay to take breaks. 

8. Have resources ready. Know what your company offers to support employee mental health and be prepared to share. Consider having educational materials on hand that promote your company’s resources, along with community and national support services. If you believe any employee is in crisis, you should be ready to connect that individual to a trained, 24/7 crisis counselor below.

Supporting Employees in Crisis

The National Suicide Prevention Lifeline offers 24-hour, toll-free, confidential support for people in distress. 

Call 1-800-273-TALK (8255) or text TALK to 741741

Spanish: 1-888-628-9454 

TTY: 1-800-799-4889

suicidepreventionlifeline.org

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The SAMHSA National Helpline is a free, confidential, 24/7, 365-day-a-year treatment referral and information service (in English and Spanish) for individuals and families facing mental and/or substance use disorders.

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Call 1-800-662-HELP (4357)

TTY: 1-800-487-4889

Online Treatment Locator

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Additional Tools & Resources:

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• American Psychiatric Association: Stigma, Prejudice and Discrimination Against People with Mental Illness
• American Psychological Association: Inclusive Language Guidelines
• National Association on Mental Illness: Seven Steps to Telling Your Story
• National Action Alliance for Suicide Prevention: Framework for Successful Messaging
• TED: Nancy Duarte: The Secret Structure of Great Talks 

Sample CEO Letter

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Dear Colleague,

Reflecting on the challenges our company has overcome in the past two years, I am humbled by the resilience each of you has shown. Despite tremendous shifts to our operations and the daily uncertainty the pandemic has added to our lives, our team has risen to each challenge and persevered. For that, I want to thank you.

As we emerge from a difficult two years, I also acknowledge that the COVID-19 pandemic affected our mental health in ways that many of us are still processing. Fortunately, none of us has to face these challenges alone.

As a champion of  Mental Health Action Day, I’m writing to announce / renew [Company name]’s commitment to improving mental well-being for everyone in our organization. [Companies that have already made ongoing investments in mental health can list strategies already in place, with a commitment to take further action.]

Our commitment begins with a culture of openness and acceptance, where anyone can discuss mental health free from stigma and fear. Let me be clear: mental health challenges—and the people facing them—deserve our attention, support and respect.

We will also explore specific measures to improve the quality and availability of mental health benefits offered under our employer-sponsored medical insurance plans and employee assistance program (EAP), and make our workplace a more supportive environment for everyone. I hope you will help shape these measures through your feedback, and I look forward to updating you on our progress soon. [-or- If your company is ready to announce specific policies, enhanced benefits, etc., list them here.]

I encourage you to share your thoughts by [Insert your company’s feedback plan, e.g. “reaching out to me personally;” completing a short survey; speaking with your manager, etc.],which will help inform our progress. If you need immediate support or want to speak with a trained counselor, [add here specific information about your company’s EAP program or  on-site mental health support contact.]

At the core of our company’s success are our people. We don’t have to choose between being more productive and being more supportive. My belief is that we will enjoy our greatest performance when our employees can thrive as their whole selves.

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Thank you for all that you do to contribute to a workplace where we can thrive together. 

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Sincerely,

[Name of CEO or other trusted leader]

Workplace Mental Health: 

A Conversation Guide for Managers

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Perhaps more than any other group in our organization, managers are key to creating a supportive and psychologically safe workplace culture. You are “first responders” to employee mental health challenges—often in the best position to know how your team members are feeling and when employees need support.

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That’s why managers are encouraged to check in regularly with your teams about their mental health and remind them about the benefits and support services your company offers. 

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Tips for a Conversation about Mental Health

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There's growing awareness of the importance of mental wellness, and a growing comfort in people talking about their mental health. Just like it’s normal to say when you’re feeling under the weather, it should feel completely normal to say you’re experiencing mental health challenges. 

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Having open conversations about mental health is one of the most beneficial things that managers can do to show their support and encourage colleagues to seek help. It’s important that you create a safe environment where your team members feel comfortable sharing and asking for what they need. 

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Here are three steps to help you lead a conversation about mental health with your team members.

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Step 1: Prepare for the conversation.

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• Know the symptoms. It’s important that you’re able to recognize warning signs of stress, burnout or mental distress in your team members. Use these behavior changes as a cue to check in and start a conversation about addressing workplace stressors.
  
  

• Signs of fatigue or exhaustion
• Lack of focus, concentration, or motivation
• Loss of appetite or sudden changes in weight
• Irritability
• Withdrawal
• Reduced productivity or increased mistakes on the job
• Breakdown of routines or workplace systems

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IMPORTANT NOTE: Warning signs that point to urgent mental distress—including talk of suicide, warning signs of alcohol or drug misuse, signs of disordered eating or signs of domestic abuse—may signal the need for a more serious intervention and should be reported immediately to Human Resources.

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• Understand your role. Employees who are experiencing a mental health challenge or crisis may require professional support outside of your professional training. Your role in these situations is to connect employees to support services and help make it easier for workers to access the care they need—for example, by providing flexible scheduling or time off for therapy or counseling, offering mental health days and managing workload to facilitate work-life balance.

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• Consider the appropriate environment. A general wellness check may be appropriate in a team huddle or in a casual one-on-one meeting. For a more direct intervention, consider how to set up a private discussion that feels comfortable and safe. Avoid times or environments that might trigger alarm—for example, consider that setting up meetings at 4pm on Friday are often thought of as a red flag for termination. Morning hours are considered best for engaging in difficult conversations.

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• Prepare company benefits and support options. Brush up on the benefits and services your company offers to support mental wellbeing. If needed, explore whether additional community or national services are available to recommend. If there are specific organizational solutions you want to suggest, consider if you need to clear these with Human Resources or leadership in advance.

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Step 2: Start the Conversation

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• Share observations with care and concern.  If you notice that someone’s behavior has changed, it may be a good time to start a conversation. Point out that you’ve noticed a change in their behavior and convey your concerns.

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Examples:

• “I noticed you are not speaking up in meetings as much as you used to. You also seem to be spending more breaks alone. Is everything okay?”
• “You seem irritated with your colleagues lately. Is everything okay?”
• “I noticed that you seem anxious lately. Is there anything I can do to help?”
• “I’m concerned about you and wanted to check in.”

• Ask open-ended questions. Open-ended questions give employees a chance to add detail and context to their experiences.

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Examples:

• “I see that you are under a lot of pressure with this project. What are you doing to cope with stress and how can I help?”
• “I noticed that you are under a lot of stress at work. What can I do to support you?”
• “You appear to be upset about something. Are you comfortable telling me about what you are going through?”

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• Listen more than you speak. Even in a workplace that has reduced stigma, it takes courage to talk about one’s mental health. As a leader, you can make employees feel safe discussing their mental health through active listening, giving them space, acknowledging their perspective and trying to understand where they are coming from. Resisting the urge to break an uncomfortable silence can also help your employee to open up.

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Examples:

• “I hear that you’re feeling like…”
• “Wow, it really sounds like you’re going through a lot. Tell me more about how you’re taking care of yourself.”
• “What can I do to make it easier for you to seek support?”

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• Lead with empathy. Empathy, the ability to consider the position of the other person, can make a powerful impact when discussing mental health. Speak from a place of sincerity and compassion in order to help make it easier for employees to seek support. Validate and hold space for difficult emotions—don’t brush over them. While the desire to help someone feel better is normal, jumping to false optimism can be counterproductive and keep an employee from seeking help. Validating the other person’s outlook doesn’t necessarily mean that you agree but communicates that you see where they are coming from.

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Examples:

• “I want you to know that I care.”
• “I can understand how you would see things that way.”
• “This must be difficult for you. What can I do to best support you?”

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• Affirm and empower your team members. Alleviate concerns that an employee will be evaluated negatively on their work performance if they seek therapy or ask for other accommodations for a mental health issue. Acknowledge the courage, strength and perseverance it takes to talk about mental health and to ask for help.

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Examples:

• “Thank you for trusting me enough to share this with me.”
• “I admire the bravery it took for you to have this conversation today.”
• “You are right to prioritize your mental health. I want you to know this isn’t going to affect how I view your work. I am here to support you to be your best self.”

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• Discuss next steps whenever an employee reaches out for support. This includes collaborating on a plan for getting help, like making an appointment with a psychiatrist or therapist, attending a support group or finding assistance through your company’s EAP. Finish the conversation with agreement on what each individual will do next. If you believe there is cause to be concerned about the employee’s personal safety or that of others, consult with Human Resources immediately. 

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Recognize that your job as a manager is to help eliminate work-related stressors. This could include a more flexible work arrangement, a temporary redistribution of responsibilities or additional support through mentorship or peer support programs. Organize notes from your discussion in a way that facilitates future reference, and, if appropriate, share the notes with Human Resources.

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Examples: 

• “Now that you’ve shared your concern with me, what can I do to support you?”
• “What is your plan for support after you leave my office today?”
• “Is there anyone I can call or reach out to for you for extra support?” 

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Step Three: Keep the Conversation Going

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• Make a plan for ongoing check-ins.  Collaborate with your employee on a plan for ongoing support. This could be as simple as a routine check-in during weekly meetings. Use ongoing conversations as an opportunity to evaluate whether the solutions or resources you offered to an employee are working or if a new strategy should be considered.

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• Have an open-door policy. Remind employees that it’s okay to knock on your door or arrange a Zoom chat when they need support. 

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• Normalize mental health in everyday conversations. Use these discussion starters during team meetings or other group settings to encourage workplace discussions about mental health.  

Examples:

• “I was wondering if we could have a discussion about how everyone is feeling lately? Is there any information, resources or support that you need, or do you have any questions you’d like answered?”
• “Our team is going through an especially busy period. Is anyone feeling stressed, anxious, or having a difficult time concentrating? Is there anything I can do to help you prioritize or make things easier at work?”
  

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Language Do’s & Don’ts 

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Try these simple tips for talking about mental health.

Need Additional Help?

There are many workplace mental health training and certification programs available for managers, and even some that provide custom coaching for specific industries with unique mental health needs. If you’d like additional training on workplace mental health, contact your Human Resources Department or consider this Workplace Mental Health Ally Certification Program.

Supporting Employees in Crisis

The National Suicide Prevention Lifeline offers 24-hour, toll-free, confidential support for people in distress. 

Call 1-800-273-TALK (8255) or text TALK to 741741

Spanish: 1-888-628-9454 

TTY: 1-800-799-4889

suicidepreventionlifeline.org

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The SAMHSA National Helpline is a free, confidential, 24/7, 365-day-a-year treatment referral and information service (in English and Spanish) for individuals and families facing mental and/or substance use disorders.

‍

Call 1-800-662-HELP (4357)

TTY: 1-800-487-4889

Online Treatment Locator

‍

Additional Tools & Resources for Managers

• Roadmap to Addressing Mental Health in the Workplace: For Managers
• The Mental Health Matrix™ 
• Inclusive Language Guidelines
• Mental Health Support Resources
• Psych Hub: Mental Health Ally Training

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