Want to learn more on this subject? We’ve partnered with the CMHA for a free webinar on February 14! Everyone who registers gets access to the full recording, regardless of attendance. Register here.

“Sick” workplaces – a thing of the past?

When we talk about “sick” workplaces, we aren’t talking about sick-building syndrome. Unfortunately, many of us know all about mentally unhealthy workplaces, both outside the sector, and yes, within it. But unhealthy workplaces are – or at least, will soon be – a thing of the past.

There is a step-by-step, easy-to-follow way to heal your workplace psychologically speaking. And it’s easy on resources, which might be music to your board’s, your ED’s and your funders’ ears. It’s called the Standard.

What is “The Standard”?

First introduced in January 2013, The National Standard for Psychological Health and Safety or “The Standard” is a set of voluntary guidelines, tools and resources to prevent psychological harm and promote psychological health at work. The Standard aims to protect everyone’s mental health in a workplace, whether or not they have a mental illness.

Why should not-for-profits implement The Standard?

As not-for-profits, we face common challenges. We are challenged by our funding and limited resources, by a declining donor base, and by the potential for burnout (of ourselves and our team members). The thing is, implementing The Standard is in keeping with everything you do, as individuals, and as an organization: it’s ethical, it’s probably in keeping with your mission, and it’s good for the health of your team and your organization. It’s also not bad for your accountability to your Board or to your funders and your donors either.

Here are just some of the reasons to implement The Standard in your own organization.

Not profit-driven

We are, by our very nature as not-for-profits, not driven by profit. So what drives us? A simple reflection on the driving forces in your organization may shift your focus to mental health, if it’s not there already.

Is psychological health and safety implicit – or even explicit – in your mission? This wouldn’t be surprising. As not-for-profits, we are essentially about promoting the public good. Your motivation for introducing the Standard will very likely resonate with your motivation to fulfill your organization’s mandate.

Incidentally, for-profits are in the game too, overwhelmingly citing ethical reasons for implementing The Standard. They have bottom-line concerns too, of course. But then, arguably, so do we.

You might think that the primary motivation is financial. But that’s just the most obvious one. Clearly, a psychologically unhealthy work environment can drain productivity, increase absenteeism, and cause disability. These impacts are as real for your not-for-profit organization as they are for any other.

The Bottom Line?

We rarely talk about the bottom line in our work and in our sector. But our funders and our boards have their eyes on our spending, and on our effectiveness. Mental health problems have a personal impact on our staff. But they also affect our teams, and our ability to work for the people we serve. When our team members are absent, or ill on the job, it impacts the ability of the team to function. And yes, it impacts our scarce resources.

Beyond taking care of others

As not-for-profit organizations we are good at taking care of others. For most of us, it’s our raison-d’être. Implementing The Standard gives us an opportunity to take care of ourselves, our volunteers, and our teams in the same spirit. It also gives us the opportunity to demonstrate our commitment to our funders and our partners – and to have an impact on their workplaces too. Let the way you handle mental health in your organization be a signpost of your ethics.

Preventing burnout

You’re busy. Even too busy. So busy that you’re overworked, and maybe even close to burnout. That’s exactly why you should be implementing The Standard in your not-for-profit organization.

You may have chosen the not-for-profit sector because it feeds your sense of well-being: working for a not-for-profit can enhance our mental health by providing us with purpose and meaning, belonging and connection. The satisfaction we derive from our work may be tempered and be a kind of double-edge sword: We are downright committed to our cause, but sometimes at a high personal cost. You’re not alone in the sector if you’re working absurdly long hours, and on weekends, and if you’re never unplugged. Don’t let burnout just happen to you and your team.

Retaining your team

It’s a fact: team members are more likely to stay if their workplace is psychologically healthy. Keeping your team members is a key to the overall health of the organization. If we can retain our team members, we are better positioned to fulfill our mission. Replacing team members is also expensive and puts a strain on our resources.

Creativity and Innovation

Employees that feel well at work are able to bring their best selves. Organizations that promote a mentally healthy workplace are on the cutting edge, in terms of innovation and creativity.

Part of your appeal

If we can demonstrate that we are ahead of the curve in mental health it can be part of our appeal to donors and funders. It can be part of the “unique selling proposition” of your organization.

Because it’s our life, that’s why

We bring our whole selves to work, and we spend a large part of our waking life there. It better be good.

And finally, there’s your duty

If you’re not convinced yet, know that although The Standard is voluntary, an employer’s duty isn’t: there are seven branches of law that emphasize an employer’s duty to protect, promote and accommodate psychological health and safety.

Find out more about making mental health just the way you operate. Join Jordan Friesen, National Director, Workplace Mental Health at the Canadian Mental Health Association for a free webinar on February 14!

Jordan Friesen is an enthusiastic, committed, and forward-thinking leader at the helm of CMHA’s workplace programs and services across the country. He draws experience from a wide variety of roles including clinical service delivery, case management, education, and organizational development to ensure that CMHA remains at the forefront of workplace wellness trends and in tune with the needs of Canadian workplaces. Jordan brings a strengths-based approach and focuses on long-term, sustainable change in order to improve the health of today’s evolving workplaces.