Mental health stigma: what’s changed — and what still depends on us

​A few weeks ago I was delighted to have been asked to give a talk at the official launch of the End Stigma Surrey campaign in the Horton Arts Centre near Epsom. It was a perfect venue such an event as the Horton used to be the Chapel supporting the residents of the extensive mental health hospitals in the area that have subsequently closed and been redeveloped in to 'exclusive' apartments and houses. Importantly for me, this was the first time I’d spoken publicly about my experience of mental health. Prior to that, I'd only been open in small groups - small groups where everyone in that group has the same or similar credentials. However, even in a room of 80 or so people, it still felt like a safe space and that the audience were rooting for me and not judging me. My opening line was:

Hello, my name is Chris Pratt, and I live with a mental health condition.

I owned the statement. It felt good to be able to say it without feeling like the audience would think less of me. But this shouldn't just be the case in a room of individuals from, or with an interest in, the mental health sector who understand what this means; it should be acceptable in daily life in just the same way as someone getting up and saying:

My name is Chris, and I broke my leg on my skiing holiday.

No-one would think any less of me for that, or think that I wouldn't be able to do certain things again once my leg has healed. Mental health deserves the same openness and fairness in how we respond to it.

I was notably careful of the wording. I said 'live with a mental health condition' rather than 'have a mental health condition'. That wording matters to me, because it reflects that this is one part of a much bigger picture. It does not define me. It does not limit me.

In my talk I spoke about the great improvements that have been made in recent years to promote good mental health and wellbeing in the workplace. I was able to give an example of a company where new policies have been put in place, initiatives such as Mental Health First Aiders had become established, how Wellbeing Hubs have popped up and Employee Assistance Programmes (EAPs) - which feature free counselling and access to GP services are available. Not only this, it's a workplace where mental health topics have crept in to the office vernacular. Mental Health days are being marked in the office with free cakes on 'time to talk day'; the Action for Happiness calendar is being sent round on a monthly basis; and mental health topics have become acceptable as 'Safety Moments' at the start of meetings.  A 'Safety Moment' for those not familiar with the term is traditionally a brief reflection at the start of a meeting to make note of something we can all do to help maintain the safety of ourselves or others in the office and on the Company's clients' sites. Here, it had become acceptable for this to now include topics relating to wellbeing and mental health.

This represents real progress, even if it’s been driven by a mix of human and organisational motivations. But more than this, getting mental health support right is not only important for profits, it matters to get the best from your workforce; it'll reduce sick days and improve retention of your best staff who may be silently facing burn-out and considering other options.

You may be thinking there's no more to do.  It would be easy to assume the work is done.​  However, being able to 'talk-the-talk' is one thing. Taking the right approach with individuals who are experiencing mental health difficulties is more difficult. It's more difficult because despite having all the right foundations laid, the right messaging in place and the right support from central HR functions - what matters on a day to day basis are the attitudes and beliefs of your individual managers. In my talk I went on to describe how this was where things can become unstuck.

After a period away for health reasons, I returned to work feeling ready to re-engage. What proved difficult was not the return itself, but the absence of a conversation about how best to support it. Unfortunately no sooner had I returned, then there was a reorganisation which removed me from my previous position. I was moved into a different role, reporting into a structure that felt like a step back for me. Importantly, this wasn’t a reflection of my capability or performance, but of uncertainty about how best to respond. At the time I remember it having a desperate impact on my wellbeing. I became angry and resentful. It affected my confidence and left me questioning my place at a time when I was still rebuilding.

It may have been that this manager thought they were protecting me. Quite reasonably they didn't want me to fall ill again. But what they did had the opposite effect. The most difficult bit for me was that it came to me as a 'decision from on high'. There wasn't any discussion about it or consideration of other support options. It felt as though the situation was handled cautiously, without an open conversation. What I needed most was a simple, open conversation — similar to how returns after physical illness are often handled, such as to:

• Start a conversation with the employee and involve them in the decision process.
• Ask the employee what support would help them do their job. After-all, they know thier job best.
• Offer up suggestions for things that could help but stop short of mandating them. Perhaps a mentor or a buddy from another team to provide support and advice. Reduced responsibilities is an option and may be right for some, but in my case it wasn't what I wanted: I'd put the effort in to getting well and I just wanted to crack on from where I left off.

I still don't know why this didn't happen. It seemed like such a simple and obvious thing to do. It was all that was needed in order to co-create an effective and tailored plan for my return to work would have benefitted both me and the organisation. I think it came down to a lack of confidence and understanding in how to handle mental health conversations well. That they simply hadn't taken the time to get 'on-board' with the broader and much more enlightened attitudes towards mental health and wellbeing that had been adopted in recent years by the company.

On the whole, the company had been good to me in providing support for my wellbeing and mental health over the years, so I don't want to be overly critical. They had done a lot right and I'd benefitted from their new policies and a broad range of individual support options available.  However, a year after my return to work didn't get my former role back and I concluded it was time for me to move on.

It was such a shame, because despite incredible progress in terms of mental health support it was the attitudes and beliefs of just one individual that showed me how uneven progress can be at an individual level​. Until we can change the hearts and minds of these individuals and talk about a mental health conditions in the same frank and non-biased way that we approach physical conditions there is still work to do in improving understanding and confidence around mental health. It also matters that we don’t underestimate the capability of people who have experienced mental ill-health. A point which was proven a few months after I left the organisation when a different manager from the company reached out to me wanting to encourage me to re-join. Turned out he, and my previous client had missed the impact I made on their projects and still had a big gap to fill with some projects that now needed turning around.

The advice I gave to conclude my talk was simple and easy to remember: 

Next time you're welcoming someone back to work, whether it's after physical illness or mental illness - just ask "what can I do to help?". ​

The talk seemed to be well received and I was delighted to catch up with delegates at the end of of the event who were not only interested in my story but offered up platforms for me to continue to share the story and it's lessons more widely. This included with the SABP's Recovery College and Surrey County Council. I also had a lovely chat with Mandi who really helped to convince me that my story is worth sharing.

It was so really lovely to meet you and hear your story yesterday - massive well done to you - you smashed it!! Well done for ‘speaking up and speaking out’ I feel it’s so important to do this as ‘peer to peer’ can really help people too, as it’s a share of knowledge, energy and I feel helps people accept and understand, themselves and to support others.  I admire you for being brave it’s not always easy but you have done the hardest bit and that’s to start. Keep being inspirational and the truly authentic lovely person you are.
-- Mandi, Event Delegate, End Stigma Surrey Launch Event

A few days later I received a note from Connie at the Mary Frances Trust. It was a great boost to my confidence and made my day.

Just wanted to say how proud I am that you took centre stage at the End Stigma Surrey relaunch and spoke about your journey. I know that you didn’t find it easy to do it in the open so very well done! I hope you enjoyed it and it made you want to do it more 😉 I think you are a natural communicator!
-- Connie, Communications Lead, Mary Frances Trust

I appreciated the encouragement.