Last month it was reported that the economic cost of poor mental health in the UK is £99 billion a year [Stevenson-Farmer Report - The Times, 26/10/17]. Clearly, these aren't all stress-related conditions, but a great many are. The report quotes a return of £4.20 on every £1 invested in improving mental health at work. The report's co-author and CEO of mental health charity MIND says " every employer... has a responsibility to support employees with mental health problems and promote the mental well-being of their entire workforce".

Clearly companies need to be able to spot those affected and support them promptly and effectively. But more strategically they also need to provide environments (physical, technological and psychological) that foster well-being. Ultimately it is a management matter to shape and implement such workplace environments and ensure that all employees are practicing these approaches in their own behaviours. 

People differ in their sensitivity and reaction to stress and in what they find stressful. A 'one size fits all' approach is therefore bound to be ineffective. But helping people to become more resilient (rather than focusing solely on mopping up the distress of anxious and stressed people) can be a constructive way forward. 

At the International Society for Coaching Psychology's International Conference, I spoke to a group of Polish psychologists who were hugely surprised and intrigued by the stress and anxiety problems which now seem so common in the UK. They said that this is not happening in Poland despite the same technology/social media, social pressures and similar economic environment. Their explanation? That Polish people are significantly more resilient - that 40 years under an oppressive (Communist) regime had left them not only mentally tougher but, given the contrast, positively enthusiastic and upbeat about the opportunities and possibilities now available to them.

The Resilience at Work scale, designed by Australian psychologists, is a useful 7-point guide to promoting and assessing resilience in the workplace: 

1. Living authentically

2. Finding your calling

3. Maintaining perspective

4. Managing stress

5. Interacting co-operatively

6. Staying healthy

7. Building networks

Whilst (1) and (2) are clearly much bigger, longer term features, there is evidence emerging from a number of studies that support such interventions, including:

• communities of practice

• coaching and mentoring

• refresher and advanced emotion regulation sessions

• embedding resilience and emotional intelligence as part of the culture.

​If you would like further information on these tools or in building resilience in organisations or for individuals, give us a call or email us.