The employees experience:

"My manager openly mocked my anxiety during a team meeting, making jokes and belittling my concerns. It left me feeling humiliated and reluctant to speak up about my mental health issues again."

1. Mental health is not a priority in our workplace. We believe that employees should focus solely on their work and leave personal issues at home.

2. We don't have any specific strategies for supporting mental health. We expect our employees to manage their own well-being.

1. I prioritise mental health by regularly checking in with team members, providing resources for stress management and selfcare, and promoting a healthy work-life balance. We also encourage open communication and have a confidential reporting system for any mental health concerns.

2. I have implemented flexible work schedules and remote work options to support our team members' mental well-being. Additionally, we organize regular wellness workshops and training sessions to promote mental health awareness and coping strategies.

The employees experience:

"When I requested a temporary reduction in my workload to better manage my mental health [due to domestic abuse challenges from my ex-partner], my manager brushed it off, saying that everyone deals with stress and that I should just 'toughen up.'"

1. I haven't really noticed any signs of stress or mental health challenges in my team members. We don't talk about personal issues at work.

2. If someone on my team is stressed, I usually just tell them to toughen up and deal with it. It's part of the job. Or I recommend that they talk to our EAP - employee assistance provider.

1. I noticed a team member becoming withdrawn and displaying a significant drop in productivity. I approached them privately, expressed concern, and asked if everything was okay. We discussed their workload and identified areas where I could provide support. I also encouraged them to take time off if needed and connected them with our EAP for additional resources

2. One of my team members exhibited signs of burnout, such as increased irritability and frequent absenteeism. I scheduled a one-on-one meeting to discuss their well-being and workload. We reevaluated their tasks, redistributed responsibilities, and collaborated on developing a plan to manage stress and prioritize self-care.

The employees experience:

“During a particularly challenging time in my life [when I was supporting my father in his final days], I approached my manager to discuss my mental health struggles. Instead of offering support, they told me to 'leave personal issues at home' and implied that I was using it as an excuse for poor performance."

1. I don't think it's necessary to create an environment where mental health concerns are openly discussed. It can be a distraction and make people uncomfortable.

2. We don't really discuss mental health concerns. If someone has an issue, they can deal with it on their own or seek help outside of work.

1. We foster an inclusive environment by promoting open dialogue about mental health. We conduct regular team meetings where we discuss the importance of mental well-being, share resources, and encourage team members to support one another. We also have a dedicated channel for confidential communication and anonymous feedback.

2. We provide mental health training to all managers and employees to create a common language and understanding around mental health. We emphasize the importance of active listening, empathy, and nonjudgmental support. We also ensure that mental health discussions are normalized and destigmatized within our organization.

The employees experience:

"After sharing my diagnosis of depression [following the death of my sister] with my manager, they started treating me differently, excluding me from important projects and team discussions. It made me feel isolated and aggravated my feelings of sadness and grief."

1. I haven't had any difficult conversations regarding mental health or personal wellbeing. I prefer to avoid those discussions, because it is either none of my business or I don’t want to say the wrong thing.

2. If an employee is struggling with their mental health, I usually leave it up to them to seek help. It's not my responsibility to address it.

3. I once had a conversation with an employee about their mental health, but I didn't handle it well. I didn't listen carefully, downplayed their concerns, and didn't offer any support or resources.

1. I noticed a team member exhibiting signs of chronic stress and emotional distress. I scheduled a private meeting, expressing my concern and creating a safe space for them to share their experiences. I actively listened, offered empathy, and collaborated on finding solutions. Together, we developed a plan to modify their workload, provided access to counselling services, and ensured ongoing support. The outcome was improved well-being, increased productivity, and strengthened trust between us.

2. I had a difficult conversation with an employee who was consistently arriving late, displaying signs of fatigue and disengagement. I approached the conversation with compassion, focusing on their wellbeing. We discussed potential underlying causes and explored ways to address them. I provided resources for stress management and worklife balance, and together, we developed a revised schedule that better accommodated their needs. The outcome was improved attendance, better job satisfaction, and a positive shift in their mental well-being

The employees experience:

"I reached out to my manager for support when work-related stress triggered my panic attacks. Instead of understanding, they accused me of being unreliable and suggested I find a different job if I couldn't handle the pressure."

1. I don't really handle employee burnout. If they're burned out, they should tough it out until they recover on their own.

2. It's not my responsibility to identify signs of excessive stress or workload. Employees should speak up if they feel overwhelmed.

3. I don't pay much attention to employee burnout. It's their responsibility to manage their own stress levels.

1. I proactively monitor employee workloads and regularly check in with them to gauge their stress levels. I encourage open communication and create a safe space for employees to express their concerns. When I notice signs of burnout, I collaborate with the employee to identify potential causes, adjust their workload, and provide resources for stress management. Additionally, I promote a culture of work-life balance and emphasize the importance of self-care.

2. I conduct regular team meetings to discuss workload distribution and ensure that it is manageable for everyone. I encourage employees to communicate when they feel overwhelmed and offer support. I also provide training on stress management techniques and educate the team about the signs of burnout so they can recognize them in themselves and their colleagues.

The employees experience:

"Despite providing medical documentation for my mental health condition, my manager refused to make any accommodations. They insisted that I needed to perform at the same level as everyone else, even though I was struggling."

1. I haven't implemented any initiatives or programs to reduce stigma around mental health. It's not a priority in our workplace.

2. I don't believe in actively addressing mental health stigma. It's not something that affects our work environment.

3. I'm not familiar with any initiatives or programs to reduce mental health stigma. I don't think it's necessary in our workplace.

1. We launched a mental health awareness campaign that included educational workshops, guest speaker sessions, and testimonials from employees who shared their personal mental health journeys. We also implemented a "buddy system" where team members were paired up to provide support and encourage open conversations. The initiative significantly reduced stigma, increased awareness, and fostered a more positive and supportive culture around mental health.

2. I introduced a mental health resource hub, which is a dedicated intranet page that provides information on mental health topics, resources for self-care, and links to external mental health organizations. We actively promote the hub through regular internal communications and encourage employees to access the resources whenever needed. Additionally, we organize lunch-and-learn sessions where experts in the field discuss various mental health topics and share coping strategies.

The employees experience:

"My manager frequently made comments about mental health, dismissing it as a 'fad' or a sign of weakness. It created a hostile work environment and made it difficult for me to discuss my struggles openly."

1. I haven't actively promoted self-care or mental health awareness within my team or organization. It's not something we prioritize.

2. I don't believe in promoting self-care or mental health awareness. It's not relevant to the workplace.

3. I'm not sure how to promote self-care or mental health awareness. It's not something I've thought about before.

1. We organized a wellness week dedicated to self-care and mental health awareness. We offered various activities like mindfulness sessions, yoga classes, and informational workshops on stress management. We also provided resources such as self-help books and relaxation apps. The week was well-received, and it sparked ongoing conversations about self-care and mental health in the workplace.

2. I regularly incorporate discussions about self-care and mental health into team meetings. I share informative articles and resources, and we have open discussions about strategies for maintaining well-being. I also encourage team members to share their own self-care practices and experiences to inspire and support one another.

The employees experience:

"Despite providing medical documentation for my mental health condition, my manager refused to make any accommodations. They insisted that I needed to perform at the same level as everyone else, even though I was struggling."

1. Requests for time off or accommodations related to mental health are often viewed sceptically in our workplace. I typically discourage such requests and prefer employees to focus on work.

2. I don't really handle requests for time off or accommodations related to mental health. I expect employees to manage their own needs without involving me.

3. If an employee requests time off or accommodations for mental health reasons, I tend to dismiss it as unnecessary or overblown. I don't consider it a valid reason for adjusting work arrangements

1. When an employee requests time off or accommodations related to mental health, I approach it with empathy and understanding. I create a safe space for open communication, allowing them to discuss their needs confidentially. I work with them to explore potential solutions, such as adjusting their workload or schedule, providing additional support, or granting flexible work arrangements. I ensure that their privacy is respected, and I communicate the importance of their wellbeing to the team to foster a supportive environment.

2. I have an open-door policy for employees to discuss their mental health needs or accommodations. I listen attentively and validate their concerns. If the request is reasonable and aligns with company policies, I work with HR and other relevant parties to facilitate the necessary accommodations. I provide ongoing support, check in regularly, and ensure that they feel supported throughout the process.

The employees experience:

"When my manager found out about my therapy sessions, they began monitoring my attendance and criticized me for 'wasting time.' It made me feel guilty for seeking help and added to my anxiety."

1. Work-life balance is not a priority in our workplace. We expect employees to prioritize work above everything else.

2. We don't have any specific policies or practices in place to support work-life balance. It's up to individuals to manage their own time.

3. I don't really pay attention to work-life balance. If employees are struggling, they can figure it out on their own.

1. We prioritize work-life balance by setting clear expectations around workload and deadlines, ensuring realistic workloads for our team members. We encourage taking breaks and utilizing paid time off. We also discourage after-hours emails and promote the importance of disconnecting from work during personal time.

2. We have implemented flexible working hours and remote work options to support our team members' work-life balance.

3. As a manager, I lead by example in maintaining a healthy work-life balance. I actively communicate about my own boundaries and encourage my team members to do the same. We have a policy that respects personal time and promotes self-care, and we ensure that workload distribution considers individual work-life balance needs.

The employees experience:

"My manager openly mocked my anxiety during a team meeting, making jokes and belittling my concerns. It left me feeling humiliated and reluctant to speak up about my mental health issues again."

1. Mental health is not a priority in our workplace. We believe that employees should focus solely on their work and leave personal issues at home.

2. We don't have any specific strategies for supporting mental health. We expect our employees to manage their own well-being.

1. I prioritise mental health by regularly checking in with team members, providing resources for stress management and selfcare, and promoting a healthy work-life balance. We also encourage open communication and have a confidential reporting system for any mental health concerns.

2. I have implemented flexible work schedules and remote work options to support our team members' mental well-being. Additionally, we organize regular wellness workshops and training sessions to promote mental health awareness and coping strategies.