A new report by Lime Global has provided, not only some new stats on workplace wellbeing, but potentially a shiny new buzzword – “pleasanteeism” – referring to the pressure to put on a brave face at work.
The report, conducted among 2132 UK employees, reveals that over half (51%) of workers agree that they feel under pressure to put on a brave face in front of their colleagues.
Other highlights include:
25% of respondents are worried about having to be the best version of themselves when they return to the workplace after working from home.
Almost one in five (19%) are concerned about their stress being visible to others.
Just over a quarter (26%) agree that they don’t think they’re coping at work
Over a third (34%) feel the same way about everyday life
Four in 10 (40%) feeling less resilient now than they did pre-pandemic.
Sound familiar? In a world where Zoom calls can hide even more than what we already were, I’m sure many can relate. For me, in regularly coaching employees, one-to-one, it certainly sparked some resonance.
On one hand, yes, it’s another example of staff not feeling comfortable to be themselves in the workplace; lowering morale, which is clearly a bad thing for the individual, not to mention its impact on productivity.
It's also easy to underestimate the impact that constantly wearing a "mask" and suppressing our true feelings and emotions can have. For the individual, that inner conflict can build resentment towards, not only themselves, but the work overall and those around them. This is where it begins to impact others, too.
On top of that, putting on a brave face can act as a catalyst for others’ insecurities.
If both colleagues A and B are secretly drowning in stress and anxiety, yet all they can see is one another’s brave face, seemingly taking it all in their stride, it can easily give the impression they have something wrong with themselves – when in fact, everyone’s just wearing a mask.
Saying what I want to say
So the concerns of a “brave face culture” are clear. But this also resonates with something I often find with employees, in not just wanting to be open about their mental health, but wanting to simply say the things they want to say.
It’s very common, for example, to hear from employees who sit through whole meetings, with great ideas or probing questions, which they don’t say or ask, for fear of, for example, “sounding like an idiot”.
This can be distressingly frustrating for the employee. But it’s also a huge loss to the employer, team or project.
If an employee doesn’t feel safe to say what they think or ask for clarity, then not only might it impact their execution of a task - it also stifles innovation. It’s not just the employee’s mental health that’s at risk, but the flow of ideas and team cohesion.
There are so many reasons and benefits for an employer to create an environment, in which staff feel safe to speak up and comfortable to be open about what’s on their mind.
And, while that may come less easily to some than others, making the commitment to doing so is the first step towards achieving it.
What can employees do?
Before discussing how employers might go about that, let’s take a moment to think about those employees who are having to put up with it.
The feeling of wearing a “mask”, putting on a brave face and pretending to be something we’re not, over time, can really wear us down.
So here are some thoughts for anybody who falls into that 51% of people who don’t feel they can be themselves:
Process it: At minimum, we need to come to terms with whatever it is we're putting a brave face to and reflect on what it is that’s being masked. So get it out of your head. Talk to someone, write it down, journal, meditate on it and see if you can come up with an action or solution to resolve it.
Talk to someone at work: in the age of mental health awareness, many employers are more open to speaking about issues people may be facing. If you're able to speak with a manager or HR, do so. If not, speak with a colleague - they may be facing the same, or might have some advice on how to deal with it.
Don't assume you're the only one: You saw the stats - over 50% of people feel this way. Assuming everyone else is having a great time, while we're struggling, increases the struggle. Masking breeds insecurity and breeds more masking. Just keep in mind, it's highly likely, you're not alone.
Masking breeds insecurity and breeds more masking. Just keep in mind, it's highly likely, you're not alone.
Take a break: Working from home is not time off. Don't wait until you're pushed to your limit. Budget for your emotions. Schedule breaks in the day. Look ahead in the calendar and book a day or week off. You’ll thank yourself for it later.
Set some boundaries: First with yourself, then with others. How many meetings are essential? How many of those meetings need to be video and not phone? What are your working hours, for work or emails which aren’t urgent? It’s not always easy to set boundaries with others, but as a start, we need to set them out for ourselves.
Look after yourself: You know what makes you feel good better than I do. So just make the commitment to prioritise mental health and wellbeing and make it something you think about every day.
What can employers do?
It's within every organisation's interest to create a safe environment for staff to do, say and be their best; to create a breeding ground, not for insecurity and burnout, but for collaboration and innovation.
Here are some ideas as to how:
Create a culture strategy: Separately, the suggestions below will help. But for full effect, they should come as individual elements of a wider, long term strategy, for creating a culture in which people can flourish; tailored to the organisation, sector and people, with checks and balances.
Give everyone a voice, in a way that works for them: Everybody‘s different. Leaders and managers have varying levels of emotional intelligence; employees have varying levels of emotional resilience.
But whether through regular one-to-one checks or anonymous surveys, ongoing feedback and communication can bring to the surface the issues that are being masked, so they can be resolved.
Lead by example: Being told from the top that we're all human, we all have our challenges and that it's OK to speak up, fail or make mistakes, is a small but significant gesture.
Those senior leaders can seem intimidating when observed from afar. A simple few words can provide some reassurance which allows people to be themselves and thrive.
Make an example when things go wrong: How a company deals with problems can dictate its staff’s comfort to share the truth, say what they think and be themselves.
Instead of “shooting the messenger”, when an employee brings bad news, “embrace the messenger” and thank them for the honest feedback.
Equally, delivering bad or difficult news face-to-face shows more consideration than an email, allowing more open dialogue and the ability to set a supportive tone.
How a company deals with problems can dictate its staff’s comfort to share the truth, say what they think and be themselves.
Train managers: Line managers will be on the "front line" of dealing with staff issues and implementing new ways of working. They’ll be fundamental to creating a culture of openness. Being trained in mental health awareness is one element of buying into the broader cultural strategy, on which they should be clearly briefed.
Provide clear policies for taking time out: Lots of companies are experimenting with different ways of providing flexibility and allowing staff time off or mental health days.
Each company needs to understand what staff need, be clear on its own boundaries of what's acceptable and required, and communicate clearly how that will look.
Empower the individual: Every employee is different. This means, on one hand, providing them with the tools, guidance and time to support themselves, in and out of the workplace.
It also means being very clear with them that it's OK to say whatever they need to say, whether regarding their feelings, ideas or concerns; in whichever way they feel comfortable doing so - whether anonymously, formally, casually, in-or-out of meetings.
Take the pressure off
This list shouldn’t look intimidating. We’re all doing our best, under different circumstances. We all have plenty of other things to think about and shifting company culture may not, at present, make the cut.
But starting somewhere and creating real intention will start moving us in the right direction.
So which of the above could your company start experimenting with? Which of them could you try yourself? Who in the organisation needs to read this?