A lot has been done in recent years to break the taboo around mental health and steps have certainly been taken in the right direction. Since the COVID pandemic, when we were encouraged to talk about the emotional impact of lockdowns and the uncertainty of the future, there have been more open and honest discussions about mental health than ever before. But that is not to say that work around mental health awareness is done – far from it.
Despite the days of the pandemic being thankfully behind us, uncertainties that impact our mental health remain. Since the launch of ChatGPT at the end of 2022, there have been consistent rumours and speculation about the role that AI will play in our future. There is a huge spectrum of possibility, with some arguing that every job will be taken over by AI and others claiming it is just a hype bubble that is bound to burst. But amongst this debate is uncertainty that can wreak havoc with our mental health.
“Research suggests that nearly one in three adults have AI anxiety and are nervous about the technology,” cites Hugh Scantlebury, CEO & Founder of Aqilla. “No surprise, as AI is advancing so quickly, and it’s hard to keep track of what it’s capable of right now, let alone in five years’ time.
“Stress relating to potential job loss or job insecurity can be the tipping point for many people and cause anguish and anxiety,” he continues. “It’s important to understand the trigger for these feelings and try to formulate a positive response. In this case, it might be a commitment to find out more about AI or learn some new AI skills so that you can benefit from its advantages rather than reacting to it as a threat.”
Lindsay Gallard, Chief People Officer at Six Degrees, reassures that “there is so much that can be done to ease the burden.” Although “there is no ‘one size fits all’ approach”, just being there to support your colleagues and employees can make a huge difference. Gallard references a recent report by Mind Share Partners which “revealed that 79 per cent of workers would find their jobs easier if their employer showed more concern over their mental well-being.”
Supporting employee wellbeing during uncertain times
Whilst business leaders may not have a crystal ball to be able to dispel anxiety about the future, there are a number of best practices that they can adopt to ensure that their employees feel heard and supported.
Mairead O’Connor, Practice Operations Director at Node4, champions that making employees feel valued is crucial. “A key ingredient to happiness at work is feeling like your contribution matters,” she explains. “Feeling like you are making a difference and are part of something provides the intrinsic motivation that makes work enjoyable. It is those around you who give this validation. Of course, this can be done via email, messenger, or a praise wall; but it is most impactful during human-to-human interaction, when you’re collaborating with your team, bouncing ideas off of each other (without a time lag!), and directly seeing your purpose within the group.”
She adds: “It is in the interest of every business leader – as an entrepreneur and a human being – to create spaces for colleagues to talk and collaborate.”
Shirley Knowles, Chief Inclusion and Diversity Officer at Progress, urges businesses to “reduce the stigma surrounding mental health disorders and encourage individuals to seek help and support when needed.
“By acknowledging Mental Health Awareness Month and similar campaigns, we can help reduce the stigma surrounding mental illness, provide support to those in need and promote overall mental health and well-being in our communities. It’s also becoming more and more of an expectation from employees that their employer will help them to identify and utilise various mental health resources – from licensed mental health therapists to sessions on how to avoid burnout and anxiety in times of chaos and change. It is essential to prioritise mental health and ensure that all employees, from all walks of life, have access to the resources and support they need to thrive and overcome mental health challenges.”
Six Degrees’ Gallard adds that, “at the heart of all of this is communication: encouraging openness, really listening, and creating ways forward together.”
Inside the mind of a cybersecurity specialist
Within the cybersecurity industry, employee wellbeing is a particularly pressing issue. Even without the added stress of AI threatening job security, cybersecurity specialists face high-pressure and fast-paced scenarios everyday.
From his experiences in the industry, Matt Hillary, CISO at Drata, recognises that, “burnout is increasingly common in cybersecurity, especially among cybersecurity leaders who are expected to meet the ever expanding demands of their roles. When I talk to my peers, mental health is a lofty and growing issue across the board that is frequently ignored until burnout or opt-out seems to be the only way out.”
This high demand and high pressure environment only grows during times of risk and uncertainty, such as during a cyber attack. Parisa Bazl, Head of User Experience at Commvault, recognises that “there is a worrying and often overlooked human element that can have serious personal consequences for those involved, in particular, employees targeted by cybersecurity threat actors and the cybersecurity professionals tasked with mitigating the impact of an attack. Data suggests that nearly two-thirds of cybersecurity incident responders seek out mental health assistance due to the demanding nature of responding to cyber attacks.”
But, what can be done to turn this situation around? Bazl advocates for a strong team culture that ensures no one feels alone or at fault during a cybersecurity incident: “Key to the whole process is a clear understanding that everyone within modern, digitally-centric organizations can potentially be vulnerable to the impact of a security incident. At the heart of this approach is building an organizational culture that actively embraces opportunities for knowledge sharing and the role of strong communication in both preventing attacks and then mitigating their subsequent impact. This will encourage responsibility for effective cybersecurity to be shared whilst playing a supportive role in mitigating the fear and stigma victims will often experience.”
She continues: “Without this positive cultural system in place, organizations run the very real risk that employees simply won’t report cybersecurity incidents to management, particularly out of fear of the repercussions they may face. In an era where employers are focusing more energy on workplace wellbeing, leaving these issues unaddressed can represent a serious shortfall in care that can lead to devastating personal consequences.”
Matt Hillary recognises that an essential part of avoiding burnout can be found outside of the workplace: “We must encourage our team members to take time out to truly disconnect from work–turning off all notifications that plague our awareness throughout the workday–when they need to, champion the rights for everyone to have a balanced life, and welcome employees to set work boundaries based on their individual and diverse needs – all without fear of discrimination, fear of missing out, and fear of not pulling their weight. This all starts with the security leader leading by example in these regards, making all team members see that even the CISO needs these valuable breaks in work to sustainably and diligently contribute in such a demanding role.”
Building business resilience through mental health awareness
It is clear that poor mental wellbeing can have an effect on a business – from sickness and attrition to poor productivity. But employees who are happy at work and feel supported and valued give back to the business as productivity and motivation are high. So, business leaders should dedicate time and effort to raising awareness of the importance of looking after mental wellbeing in the workplace and should encourage open and honest discussions about mental health. These are only small steps but will play a huge part in fostering an inclusive and supportive culture that will lay the foundations for a successful and resilient business – paying dividends in the long run.
