Invisible Illnesses and Advocacy
in the Workplace written by emily rzeznicki
M
ost people have heard of the
concept of mental health days.
People talk about it and even
encourage it on social media - Take a
mental health day, you deserve it! Or I’m
so stressed, I think I need a mental health
day. As a common phrase we dole out
casually, a phrase which in its intention
is good and genuine, is then curiously
skirted and dismissed when needed for
serious application for those who need it
the most.
Don’t get me wrong, everyone is
entitled to a mental health day. They are
important and again, the message behind
it, taking time off for oneself to work
through stress is something we all need
to take heed of. This concept however
should be acknowledged and accepted
more so in the workforce, a aplace where
arguably the application of this idea is
most vital and beneficial.
There is a staggering amount of bias
associated with mental health issues
despite the efforts of those who attempt
to give credence to, and education on
mental health. Books have been written,
lectures lectured, and reforms made to
provide better support for those suffering
from these invisible illnesses. However,
that support has not completely pene-
trated our workplaces and many people
suffer without proper support from their
employers. There is an overwhelming lack
of acceptance of the fact that people have
legitimate diagnoses of depression or
14 | FUTUREFEMALEMAG.COM
anxiety; only two shades of colour which
I will be focusing on here from under the
mental health rainbow.
The most consistent bias that arises
against mental health issues is that there
are no clinical ailments, and feelings like
anxiety are not considered ‘real’ condi-
tions since mental illness is not perceived
as legitimate as a physical illness is, which
we can see. A broken leg comes with a
cast, a flu comes with a fever and cough-
ing, but anxiety is inherently self-con-
tained.
Depression and anxiety are often invis-
ible illnesses as it is much more difficult to
pin point that a person is struggling with
depression or anxiety until that person
reveals it. While the symptoms of depres-
sion and anxiety are not tangibly obvious,
that doesn’t undercut the validity of these
illnesses. Another offshoot of this bias is
that conditions such as depression and
anxiety are largely viewed as problems
that people create for themselves versus
something that is out of that person’s con-
trol and a problem that is happening to
them, rather than because of them.
In the workforce, this viewpoint
morphs into employers thinking that
employees stating that they have depres-
sion or anxiety are using these issues as
an excuse or crutch to neglect their work,
or to attempt to get undeserved time off.
Instead of receiving sympathy, staff are
met with skepticism and blame.
Thankfully, work places are now
moving towards educating staff on better
mental health support through human
resources. Gwen Elling, a Manager in
the HR department at Michael Garron
Hospital, formerly Toronto East General
says, “I am very proud of the work our
Hospital has done to be awarded a Cana-
da Order of Excellence - from Excellence
Canada - for our national leadership
in Workplace Mental Health. Through
both my work experience and personal
experience, I’ve encountered and worked
alongside people living with mental illness
for more than 15 years.” Gwen adds,”
Mental illness in the workplace is becom-
ing more prevalent, I believe as a result of
the de-stigmatization that is taking place.
I think intrinsically, we all want to help
others. I would encourage people leaders
to become familiar with what resources
and supports are offered through their
workplaces for employees living with
mental health challenges - whether it be
the services of an Employee & Family
Assistance Program, an Occupational
Health & Safety Department, or Wellness
Programming. Knowledge is a powerful
tool and if you know what type of pro-
gramming your workplace offers, that will
go a long way in supporting your teams.”
Institutional bias and attitude make it
difficult for those who want to speak up
and ask for help from their employers.
There is a common mentality among
those who do not understand the nature
of depression and anxiety which, at its
crux, is “if you are anxious or depressed,
you need to just stop letting yourself
be anxious or sad”. This dangerously
simplistic thinking is part of what is
damaging to an individual suffering from
depression or anxiety because it places
the blame on them, as if It is their fault
that they are depressed. It undermines
the illness and the person who is trying
to deal with it. It can make them feel
small and guilty. Instead of the individual
asking, “what can be done for me to help
deal with this problem?” they start asking
themselves why can’t they stop being sad?
What are they doing wrong?
Gwen Elling says, “Being a strong ad-
vocate for mental health and mental well-
ness means being vocal and working hard
to reduce the stigmatization associated
with living with a mental health illness.
It means looking at ways to champion
stronger resources and supports for those
in need now, and for those who will be in
need. In my day-to-day, I demonstrate
compassion when working with individu-
als who are living with mental illness and
create environments that are respectful,
tolerant and safe. I keep up-to-date on
different resources that are available,
participate in mental health awareness
campaigns and continue my education in
this area. I have also been mindful about
working for employers who take extra
measures to support mental wellness in
the workplace.”
Along with destructive attitudes it is an
unfortunate fact that many workplaces
do not attempt to implement supports or
government funded resources for em-
ployees who have a mental illness. If an
individual’s workplace has no program or
resource for support and the employer is
unsympathetic and disregards the illness,
what option is left for the individual for
seeking help?
Gwen says it’s important for people in
leadership roles to personally, “take steps
to understand common signs of mental
illness that may present in the workplace,
practice having difficult conversations
so you become more comfortable in dis-
cussing mental illness with your staff, and
don’t be afraid to reach out for help - to
your Human Resources partners, other
leaders, etc. Taking no action or ignoring
any signs your staff is demonstrating, is
not helpful.
We need to continue to normalize
mental illness by talking openly about
it to reduce and eliminate the stigma
with it. In the workplace, this means
creating respectful, tolerant and support-
ive environments where staff feel safe to
disclose and have access to resources,
supports and workplace accommodation.
Outside of the workplace, this means
ensuring people living with mental illness
and their families have timely access to
resources, support and treatment.”
While there is hope that employers
will begin to lead the charge towards
advocating for their employees, it is still
important for individuals to advocate for
themselves in their personal lives and in
their jobs. Gwen says, “I would encour-
age employees to be open and honest in
having a candid dialogue with their Man-
agers about the challenges they’re facing.
Starting by identifying the issue, how
it’s impacting the employee’s work and
identifying what supports are required
and available is a good step in the right
direction.”
Speaking up can be a daunting and
overwhelming task, but there are strate-
gies that will help make sure that, when
you do feel ready to speak up, you do it
on your own terms and with confidence.
Before you approach your boss or HR
department, it can help to practice what
you are going to say to them with some-
one else first in your own safe space. If
you have a trusted confidant, talk to them
and talk through what you need to say
so that when the time comes for the real
conversation, you feel confident in your
words and know exactly what you need to
request from them for support.
If there is no one you wish to talk to or
no one available for you to talk to about
the situation, then it can also help to just
talk to yourself or write out what you
are feeling. It is very easy to get lost in
our own heads with all our thoughts and
emotions. Especially when dealing with
depression or anxiety.
Sometimes simply saying those
thoughts out loud or writing them down
can clarify things. It alleviates the stress of
feeling overwhelmed and cluttered with
so many conflicting thoughts. This way
you can put things in order and choose
which thoughts need attention and which
ones do not.
It is important to explore all your
options for support, especially if you are
unsure of what resources your employer
will be able to provide to you. One way to
do this is to talk to your family doctor and
ask them to outline the different avenues
that are open to you. They will be able to
help you figure out what supports, thera-
peutic or otherwise, are covered by OHIP
if you do not have benefits or insurance.
They can also help you find therapists
who work under a sliding scale if you
need to pay out of pocket. Approaching
your doctor is a discreet and safe way to
begin to plan for yourself.
Finally, it is important to set boundaries
for ourselves with our peers and family.
There is nothing wrong with needing
space from our usual social engagements
when we are experiencing anxiety or
depression. If you need space from
friends or family, take it. You do not owe
explanations or apologies when you are
trying to take care of yourself. Explain
your position, ask for understanding and
then focus on yourself until you are ready
to reach out to others again.
So much of what people need to do in
order to help themselves is dependent on
how accepting and understanding others
are in their lives. Self advocacy is one
thing and individuals can outline what
they need for support, but if those we’re
approaching aren’t willing to do anything
then how is someone supposed to really
move forward? It is critical that employers
and companies begin to update not only
their policies but their attitudes towards
the mental health community.
Workplaces should be safe spaces, espe-
cially since we spend many of our waking
hours at them. Employees with depres-
sion and anxiety should never be made to
feel like a liability. Advocacy in the work-
place needs to start from the top so that
we can begin to see effective change at
the bottom and help make these invisible
illnesses visible and accepted.
“
Mental illness
in the workplace
is becoming more
“
prevalent
FUTUREFEMALEMAG.COM | 15