As we approach 2021, we are still adjusting to the many new ways the COVID-19
pandemic is disrupting just about every aspect of our lives. Many are asking
how COVID-19 has impacted workplace well-being. Are we facing a "perfect
storm" of risk factors for suicide, or are there aspects of this crisis
that give us hope in our resilient human spirit? Finally, what can workplaces
do during this time to support workers and their families?
Drawing from a training manual for mental health during major disasters, the
Substance Abuse and Mental Health Services Administration (SAMHSA) offers this
"Phases of Disaster"1 stress curve to
help us make sense of why we are experiencing certain emotional states since
the pandemic started. In the "pre-disaster
phase"—for most of us in the United States, this phase occurred
in February 2020 and early March 2020—we experienced anticipatory anxiety as we
noticed how the pandemic was impacting other countries. Some had a feeling of
impending doom and loss of control, while others shrugged off the forecasts as
being false. Many engaged in strange behavior, like hoarding toilet paper and
standing in line at Costco for hours.
Then by mid-March, we started the "impact phase"
where we felt shock, confusion, and even panic, followed by a narrowed focus on
protecting ourselves and our family. While intense, the phase was relatively
short-lived. Shortly after the abrupt shutdown of many parts of the United
States, we started to notice what people had labeled "the heroic
phase," when we celebrated our essential workers and made masks
for one another. This altruism gave way to a brief "honeymoon
phase" when we started to feel as though we were pulling
together. We were looking out for our neighbors and bringing food to our
elders. Musicians sang from their balconies in Italy. We felt a glimmer of hope
and optimism that our kindness and compassion would prevail.
Since late May, however, we seem to be in a downward spiral of the
"disillusionment phase," filled with conflict,
divisiveness, and discouragement. With the added layers of economic impact,
violent social unrest, and countless natural disasters, the mounting stress has
led many to feel overwhelmed and desperate.
Hopefully, the rest of the crisis curve will come to fruition. If so,
someday in the future, we will experience the "reconstruction
phase" and will find pathways to reconciliation. If history
repeats itself, at some point, people will begin to rebuild and grow through
the lessons learned from the multiple disasters of 2020.
Should we be worried about the impact of all of these prolonged stressors on
the risk of suicide? Some have written that COVID-19 really is a perfect storm
of risk factors.2 Economic disruption, social
isolation, decreased access to health care, and forms of support (e.g., faith
communities) are all strong risk factors for suicide. We have good reason to be
concerned as many leading indicators are showing warning signs of deteriorating
mental health.
The Bad News: Leading Indicators
Here are trends that we are seeing that are very worrisome.
- Financial hardship. The fluctuation in unemployment not
only impacts whether or not people can pay the bills, but it also impacts
access to health care and housing. Women, immigrants, young adults, and
unpaid caregivers are some of our most affected workers.3 Economic stressors and the loss of one's identity as
"provider" are key drivers of our "deaths of despair"
trend.4
- Substance use. Alcohol and drug use are on the rise.
Overdoses are also increasing.5
- Family violence. Intimate partner violence calls have
dropped—not because the violence dropped but because people locked at home
could not safely access services.6
- Children and trauma. Kids and young adults are missing
important social connections needed for development. Additionally, despite
evidence that child abuse and neglect have been on the rise during the
COVID-19 pandemic, many states initially reported significant decreases in
reports to child maltreatment hotlines—largely due to the fact that kids were
no longer at schools, where their abuse and neglect were being
identified.7
- Elder neglect. Older adults, many of whom were already
facing loneliness in epic proportions, have been the hardest hit by the
isolation caused by the response to COVID-19.8
While many younger adults were already accustomed to digital connections,
older adults often have more challenges engaging with new technologies and
are not always able to benefit in the same way.
- Access to lethal means. Gun sales have also spiked.
National Public Radio (NPR) reported that people had bought 3 million more
guns than normal between March and July in 2020, and almost half of all those
sales are to first-time gun owners.9 While owning
a gun does not make someone more suicidal, if you are suicidal and you have
access to a gun, you are far more likely to die.
The Good News: We Pull Together
As a mental health and suicide prevention speaker and consultant, I am
routinely asked if our nation is facing a surge in suicide deaths. Given all of
the increased risk factors and warning signs, why are we not making this
prediction? Well, for one reason, we had actually seen a dip in suicide deaths
during periods of our history when we faced great adversity. For instance, our
suicide rate decreased immediately after the 9/11 terrorist attacks, and over
the course of history (the most recent conflicts aside), suicide rates during
wartime decreased because people pulled together.
Another reason is that sometimes when we predict trends, we run the risk of
creating a self-fulfilling prophecy. For instance, when we predict people
can't cope, they don't; when we drive a culture of care instead, that
is the narrative that plays out.
So, we all need to prepare for the worst and set ourselves up for the
best.
10 Action Steps Employers Can Take To Make a Difference
- Community. Remind workers that "we're all in
this together" as a workplace community. Share stories of how you've
pulled together during tough times in the past. Call out examples of when
employees are taking care of one another. While it seems like this will go on
forever, one day, we will look at it from another side—how would we like to
look back at ourselves?
- Validation. Normalize and validate workers'
emotional experiences. A range of emotions is to be expected: anxiety, anger,
frustration, and grief, to name a few. Give workers grace, and encourage them
to forgive mistakes without judgment. Offer permission to give themselves a
break for being a "good enough" parent, partner, or worker. People
bring their whole selves to work, so remember when they show up for work
duties, they are still worried about their kindergartener's ability to
learn from a screen or about their great aunt, who has been in lockdown for
months.
- Right-size expectations. Given the level of disruption
and distraction, what can be done to adapt expectations? Can workers be
honest with their managers about capacity? Encourage workers to ask for help
when they need it. Ask yourself the 10-10-10 questions—will this matter in 10
days, 10 months, or 10 years? Prioritize, and let some things go.
- Prioritize wellness. Routine and structure can be
helpful in getting us grounded. Front-load workdays with opportunities for
wellness—walking meetings, yoga breaks, or meditation sessions. Suggest that
workers take frequent short breaks to go outside and get sun on their faces.
Remind them to prioritize sleep and exercise as key ways to avoid
burnout.
- Limit media exposure. The constant distressing news
coming to us from our phones, computers, and televisions not only overwhelm
us, but it also increases our risk for vicarious trauma. When we are
bombarded by images, sounds, and storylines of highly distressing
information, we can develop anxiety, hopelessness, and even post-traumatic
stress—even when we haven't experienced the trauma directly. Suggest that
employees take breaks from the news and fill their viewing feed with stories
that bring them joy and inspiration instead.
- Celebrate people. What gives us hope more than anything?
The triumph of the human spirit. At work, share stories of people overcoming
obstacles. Lift up examples of people who are creatively solving problems.
Recognize and reward those who are unselfishly going above the call of duty
to help others succeed. Tell their stories with relish.
- Frequent check-ins. Expand your culture of care by
encouraging workers to check in with one another. This practice of
reciprocity drives the experience that workers have each other's backs.
For instance, suggest they send what we call "nondemand caring
contacts" to one another. These contacts are brief forms of
communication, like unconditional little messages of support they give one
another. For example, a coworker can text someone from their team, "I am
thinking of you today and wishing you well," or a manager can leave a
voicemail to a direct report, "I see how strong you are during this
difficult time." Make a game out of how workers can perform intentional
acts of kindness with one another.
- Find the fun. Bring in micro-joys like surprising
workers with donuts or an online trivia game. Start a meeting with a funny
movie clip that makes a point. Give out silly awards for creative ways that
people are coping.
- Provide community service. Whenever we think we are
struggling, it's always helpful to connect to others who would benefit
from kindness. Find opportunities for workers to contribute to something
larger than themselves. This effort could be a clothing drive for a youth
homeless shelter or a time together to clean up a community park. The
"helper effect" is a real thing—when we help others, we help
ourselves.
- Bring resources to life. It's not enough to post
hotlines and mental health resources on your Web page. Bring them to life by
having representatives talk to workers about what to expect, or have users of
the services share their experiences. Promote a buffet of resources in
addition to your employee assistance program. Be sure to offer online
telehealth options and 12-step groups. Crisis resources like the Disaster
Distress Helpline ((800) 985–5990), Crisis Text Line (text HELLO to 741741),
and National Suicide Prevention Lifeline ((800) 273–8255) are free,
anonymous, and available 24/7.
In closing, don't wait until employees' crises are obvious and
overwhelming. Proactively put these steps in place to show you care and to give
people a pathway through.