When employers are proactive around supporting employee wellbeing, they can save lives. Greg Beckett, an executive at Wells Fargo, died by suicide last year. Beckett’s brother shared with the Wall Street Journal that his life outside of work seemed to be going well. But at work it was a different story.
Beckett and his colleagues' work hours were getting longer, with little to no work-life balance.
“Greg Beckett had been working on a number of high importance, high stress projects at work for an extended period of time. If we don’t find healthy ways to address it, there will be negative consequences of one form or another,” wrote a Wells Fargo manager working on similar internal projects.
The suicide rate among the U.S. working-age population has increased by 33% over the last two decades. Work itself can be protective against suicide by providing personal satisfaction and meaning, a source of connection, and stronger financial security.
But when poorly managed, certain workplace factors can contribute to an increased risk of suicide for some workers. These include long work hours (including shift work), low wages (leading to financial hardship), workplace bullying and harassment, and high job stress.
The pandemic sparked many workers to reprioritize what they want out of work and life. A survey from the American Psychological Association found that psychological well-being is a very high priority for U.S. workers. Many U.S. workers now want a healthier work experience in exchange for their commitment to employers. Gen Z workers in particular are choosing to "work to live'' rather than "live to work," like previous generations. But corporate America has a long-standing “live to work” mindset. Conversations about work in the U.S. are characterized by endless workdays, minimal support, toxic work culture, and cycles of stress and burnout.
In this current work culture, employers have an opportunity—and a responsibility—to proactively intervene and protect the wellbeing of their workforce. A few key actions include:
Identify and adjust work practices and policies that are negatively impacting employee wellbeing. Start by listening to workers, and use this information as both a starting point and an ongoing effort. Leaders can create change by reinforcing policies and work practices that align with better work-life balance. Managers can have a significant impact by adjusting heavy workloads, pushing back timelines, and setting boundaries that communicate a clear break from the work day to personal time.
Lead with storytelling and mental health conversations. Leaders and managers can create safety around talking about mental health by sharing their own stories and challenges. Storytelling reduces mental health stigma, which is often the barrier to seeking support. The National Suicide Prevention Lifeline has their own storytelling checklist for suicide prevention.
Stay the course on DEI and ensure equity in work practices. Antoinette Candia-Bailey, vice-president of student affairs at Lincoln University died by suicide earlier this year. Her final note detailed a grim work experience that included harassment, bullying, racism, and a lack of support. Her struggles have resonated with many Black professionals who say they have faced similar challenges in the workplace.
Suicide is preventable, and employers have a pivotal role in its prevention. We call on employers to make wellbeing a defining part of their work culture, not an afterthought. This action will have lasting results in bettering the lived experience of workers—and can save lives.
If you are experiencing emotional distress or are in crisis, call or text the national mental health hotline: 988. You are not alone.
About Mind Share Partners
Mind Share Partners is a nonprofit that is changing the culture of workplace mental health so that both employees and organizations can thrive. We help employers create mentally healthy workplaces through consulting and training and are building a national movement to change the landscape around work. Challenges like anxiety, burnout, and depression are not just an individual employee’s responsibility. They’re a collective responsibility. That’s why our time-tested approach hinges on changing company culture—and using an equity lens to do so.
About the Author
Nina Tomaro is Mind Share Partners' Marketing and Communications lead. Nina develops and drives the organization's content marketing strategy. As one of the organization's early team members, Nina has a deep breadth of knowledge about workplace mental health and drives the creation of Mind Share Partners resources to support organizations in creating mentally healthy workplace cultures.
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