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Mental Health & The King's Speech – Has The Time Come To Kick Out The Dinosaurs?

Written by: Richie Perera, Executive Contributor

Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.

 
Executive Contributor Richie Perera

The absence of mental health discussion in the King's speech, especially considering the post-pandemic fallout and the cost-of-living crisis is a significant omission. Mental health issues have been a growing concern worldwide, and the UK is no exception.

Gray scale photo of a man holding his left shoulder

Recent statistics paint a worrying picture of mental health in the UK. According to the Mental Health Foundation, as of 2023, nearly 20% of adults in the UK are experiencing some form of depression, a significant increase from 10% before the pandemic. Take even those statistics with a pinch of salt as many do not come forward, and when they do, they are faced with a system that is not fit for purpose.


Anxiety disorders have also surged, with the NHS reporting a 30% rise in the first year of the pandemic alone. These figures are not mere numbers; they represent real people struggling daily.

The lack of emphasis on mental health in key governmental addresses, such as the King's speech, raises questions about priorities and awareness at the highest levels. While the UK government has pledged £500 million for mental health services in response to the pandemic, experts argue that this is a drop in the ocean compared to the scale of the problem. There is a growing need for comprehensive policies that go beyond short-term fixes, focusing on long-term strategies to build resilient mental health systems and individual awareness.

The Health and Safety Executive (HSE), while historically focused on physical safety, is recognising the importance of mental health in the workplace. Despite providing guidance to employers on managing work-related stress, the HSE has not yet established stringent legal requirements for mental health comparable to those for physical safety.

To effectively safeguard employee well-being in today's changing work environment, it is imperative that the HSE extends its mandate to enforce mental health provisions, thereby ensuring mental well-being is not merely recommended but required as a core aspect of workplace health regulations. The pandemic has forever altered the work landscape, and with it, the mental health dynamics in the workplace. HSE's current guidelines on work-related stress need to evolve to address the complexities of post-pandemic mental health challenges.

The lack of discussion about mental health could suggest a gap in awareness or priority among those in power. It's important for leaders in government and influential organisations to stay informed about the evolving mental health landscape and integrate this understanding into their policies and speeches.

The consequences of maintaining the status quo are significant. According to the Office for National Statistics, suicide rates, particularly among young men, have remained alarmingly high, pointing to a gap in effective mental health interventions. The NHS faces immense pressure, with mental health services stretched thin and waiting lists growing longer. This inertia in leadership and policy adaptation is costing lives and exacerbating the mental health crisis.


The argument for new leadership in the realm of mental health stems from the need for fresh perspectives and innovative approaches. The current mental health landscape, especially post-pandemic, requires leaders who are adaptable, tech-savvy, and open to unconventional solutions such as digital therapy platforms and community-based intervention programs. Leaders who can think outside traditional frameworks and are willing to take bold steps are needed to bring about transformative change.


Furthermore, diversifying leadership in mental health can bring in voices and perspectives that have been historically underrepresented. This includes younger leaders, individuals from varied cultural backgrounds, and those with lived experiences of mental health challenges. Such diversity can ensure that policies and initiatives are more inclusive and attuned to the needs of a broader population.


HSE's struggle to effectively address workplace mental health


The Health and Safety Executive (HSE) in the UK, responsible for safeguarding workplace health and safety, faces significant challenges in adequately addressing the mental health crisis, particularly in the post-pandemic era. This inadequacy stems from a variety of systemic issues, ranging from the scope of their initiatives to the practicality of their enforcement.

Firstly, HSE's traditional focus has been more aligned with physical health and safety, leaving mental health initiatives somewhat limited in scope and depth. While there is an acknowledgment of mental health issues, the strategies and solutions put forth often lack comprehensiveness. This gap is especially evident when considering the increased mental health challenges brought on by COVID-19 and the impact of the cost-of-living crisis, such as heightened workplace stress and anxiety. HSE's response to these new challenges, while well-intentioned, seems to lag behind the rapid evolution of these issues, lacking the agility and proactivity necessary for effective intervention.


Furthermore, HSE's approach often appears to overemphasise policy development at the expense of practical, on-the-ground implementation. While policies are crucial, their real-world impact relies on active implementation, consistent monitoring, and strict enforcement. However, when it comes to mental health, HSE's guidelines often lack the enforceable bite that characterises its physical safety regulations. This discrepancy leads to a patchwork of mental health management practices across different sectors and organisations, diluting the overall effectiveness of such policies.


Having participated in numerous webinars featuring key HSE personnel, promoted through professional networking platforms such as LinkedIn, it has become evident that there is a prevailing sentiment within the organisation that their current measures are sufficient. This perspective has led me to discontinue my attendance, as the discussions appear to offer little value in advancing the conversation. Both the HSE and government bodies seem to be challenged by a systemic issue—positions of influence are occupied by individuals reluctant to initiate change or question established norms, which ultimately perpetuates the shortcomings of the organisation. I like to call this as having all the wrong people, in all the right places.


Resource allocation and prioritisation are also critical areas where HSE seems to be lacking. Effective mental health initiatives in workplaces demand substantial resources – not just in terms of funding, but also in the form of dedicated personnel and training programs. The perceived under allocation of resources towards mental health by HSE points to a prioritisation issue, where mental well-being may not be regarded with the same urgency as physical safety.

Lastly, tackling workplace mental health issues effectively requires a collaborative approach, engaging various stakeholders, including healthcare providers, mental health experts, and educational institutions. Critics argue that HSE's engagement in such collaborations has been insufficient, hindering the development of holistic and multifaceted mental health strategies.


In essence, while HSE recognises the significance of mental health in the workplace, its efforts are often seen as falling short in developing and implementing robust, enforceable, and impactful strategies. This gap between recognition and effective action underscores the need for a more dynamic, resourceful, and collaborative approach to address the burgeoning mental health challenges in UK workplaces, and that requires a change of personnel at the HSE.


Heeding the call for a leadership overhaul in UK mental health


In the shadow of the pandemic and the current cost of living crisis, the United Kingdom stands at a crossroads. The data is undeniable, the stories are palpable, and the cries for help echo in the halls of empty rhetoric. The omission of mental health from the King's speech is not just an oversight; it is emblematic of a systemic failure to address a crisis that gnaws at the fabric of our society. The Health and Safety Executive, a bastion of workplace well-being, finds itself mired in antiquated approaches that no longer suffice in the new reality of our times. The need for a paradigm shift is not just pressing; it is overdue.


This call to action goes beyond mere policy change; it is a demand for an ideological renaissance at the very helm of leadership. It beckons for a vanguard of visionaries, those unencumbered by the inertia that plagues the current establishment. The UK's mental health landscape is crying out for leaders who are not just aware but are also deeply empathetic, who not only listen but also act decisively and innovatively. The time has come to usher in a new generation of leaders – leaders who can harness the power of technology, who can break the chains of bureaucracy, and who can truly democratise mental health care.


We are at a pivotal moment where the cost of inaction is measured in human lives. The chronic underfunding, the piecemeal strategies, and the lack of enforceable mental health regulations are not just policy shortcomings; they reflect a leadership that has become ossified. The challenge before us is not just to replace individuals but to cultivate a new breed of leaders – diverse, dynamic, and daring – who can redefine the contours of mental health advocacy and intervention.


As we stand amid the ruins of what once was, let us be the architects of what can be. Let us not be afraid to discard the archaic frameworks that have led us astray. Let us embrace the maelstrom of change and emerge not just unscathed but revitalised, with a mental health system that is as resilient as it is compassionate. This is not just a professional imperative; it is a moral one. For in the silent struggles of the many, we find the true measure of our collective humanity and the clarion call for a revolution in mental health leadership that can no longer be ignored.

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Brainz Magazine Richie Perera
 

Richie Perera, Executive Contributor Brainz Magazine

Richie is an award-winning CEO and Founder of Mental Health and Life, an organisation that delivers Mental Health First Aid, Race Equity and Suicide Intervention training. Richie is recognised as a global leader in people management and the author of the groundbreaking book, Managing People in the New Normal. Richie is a speaker and consultant on workplace mental health and wellbeing describing it as the most overlooked, undervalued, yet most lucrative facet of business.

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