Workplace Mental Health | Q&A with SADAG (South African Depression and Anxiety Group)

Understanding What Poor Mental Health Looks Like at Work

Speaker 1:

Everyone, please welcome Lauren Davis, and thank you so much for joining us today on our Ask the Expert.

Speaker 0:

Thank you so much, Pumla. It’s so lovely to be here. I’m really excited, and it’s a real privilege to be able to share this platform and create more awareness around mental health at work.

Speaker 1:

I’m just going to dive right into it. Question one: when we talk about poor mental health at work, what does that actually look like in everyday life?

Speaker 0:

It’s a great question, and I think it’s an important one because when we think about mental health in general, we think of people who are really sick and not able to function.

So often people say to me, “Well, what do you mean by workplace mental health? Surely if people are working, they’ve got to be mentally healthy.”

And I guess therein lies the complexity because often the people who are mentally unwell at work, you don’t see it. It’s not like they’ve broken their leg and they’re limping. Typically, it’s masked by high-functioning individuals and behaviours.

They might be suffering from severe anxiety or depression, but it doesn’t look like what we would typically expect because they pour it into over-functioning and over-performing. They’re pushing long hours, saying yes to every project, being that type-A overperformer and star achiever.

Unfortunately, the workplace often endorses it because they love that kind of person. That’s the person they can give everything to, and everything gets done. They’re the person they trust with the difficult tasks.

Those are often the people who end up burning out.

I think when we talk about workplace mental health, we automatically think of burnout. But actually, I think burnout is an umbrella term. People are often more comfortable saying, “I’m burnt out,” rather than, “I’m actually depressed,” or, “I’m suffering from a major depressive episode,” or, “I have generalized anxiety disorder.”

Those things are still not as acceptable in the workplace, but I can say, “I’m burnt out.”

So when we talk about workplace mental health, we’re not necessarily seeing somebody sitting there crying all the time or having panic attacks. That’s normally happening much more internally.

Speaker 1:

So it could be a normally functioning person who shows up at work, does everything they’re supposed to do, but isn’t doing okay internally.

Speaker 0:

Okay. Very well put, yes.

Speaker 1:

With burnout, anxiety, and depression, do they overlap in some way? If you’re someone who’s depressed, can you also feel anxious about things, not only at work but in your personal life as well?

Speaker 0:

Yes. If we look at the symptoms of burnout, they’re actually describing depression and anxiety. Burnout, for me, is just the term. The behaviour we see and the experience people have is often a combination of depression and anxiety.

It’s definitely part of it.

I always say depression and anxiety are two sides of the same coin. You might have a more dominant leaning. You might tend to be more depressed and then become anxious, or tend to be more anxious and then become depressed. They’re very common comorbidities.

In the workplace, they definitely fuel each other. If I’m feeling very depressed, then I get anxious about it because I think, “How is this going to impact my work? What if they discover it? What if I can’t carry on working?”

Likewise, if I become very anxious and feel constantly wired, a big part of anxiety is often the belief that I’m not good enough. Then we start feeling depressed about that, and it impacts our identity.

So we end up in these vicious cycles.

Early Warning Signs of Mental Health Struggles

Speaker 1:

Thank you for that.

What are some early warning signs that someone might be struggling mentally in the workplace?

Speaker 0:

It’s subtle. I think it’s subtle at first.

People often jump straight to sick days, absenteeism, and lost productivity, but those are usually signs that things have become more severe.

The more subtle signs are a sense of disengagement from work, not feeling as committed or energised by it. There can be a slight reduction in quality of work, lower output, missed deadlines, or a general feeling of being tired and losing your spark for the work you do.

Then you start seeing more sick days and unexplained physical ailments because if you’re not aware that you’re experiencing depression or anxiety, it may show up as back pain or migraines.

I’ve also started noticing that people suffering from mental illness at work often get physically sick more regularly. They pick up more flus, tummy bugs, and infections because poor mental health can affect the immune system as well.

The important thing with any diagnosis is that it’s a cluster of behaviours over a period of time. It’s not one thing. If you tell me you’re tired today, it doesn’t automatically mean you have depression or anxiety.

Speaker 1:

What stood out for me is that many of these warning signs are introspective. They’re about spotting things in yourself.

But how would a colleague notice? It made me think of irritability. I know I’m entering dangerous territory when I start getting snappy. When somebody asks me why I’m so upset about something, that’s usually when I realise I need to check in with myself.

Speaker 0:

Definitely. Thank you. That’s absolutely one of them.

In many workplaces, it’s actually more acceptable to become snappy and irritable than it is to become withdrawn and quiet.

Speaker 1:

It’s terrifying how acceptable it is and, to a certain degree, even encouraged. If you’re snappy and irritable, you’re getting things moving. It’s a real double-edged sword.

Speaker 0:

Exactly.

Another important sign, both for ourselves and for colleagues or managers, is substance use.

I’m not necessarily talking about substance abuse, but somebody on that slippery slope may start drinking more than usual or smoking more than usual. Maybe they used to smoke the occasional joint on the weekend, and now it’s become a daily habit.

Those are often attempts to numb difficult feelings.

As a manager or colleague, you might notice that someone talks more about their drinking or substance use. They may start missing Mondays because they’ve been binge drinking over the weekend or because they needed a way to cope when they were alone.

Those kinds of behavioural shifts are important to notice in yourself and in others.

Speaker 1:

I think we need to start paying attention to what people say. Even if it’s a joke or a passing comment, it can tell us a lot about what someone is experiencing.

Thank you so much for that.

Workplace Factors That Contribute to Poor Mental Health

Speaker 1:

From your experience, what are the most common workplace factors that contribute to poor mental health?

Speaker 0:

Where do I start?

The whole fact that we have to work is sometimes bad for our mental health.

A lot of it is systemic within organisations.

The issue that comes up repeatedly is workload. People are expected to do far more than is practically possible. Especially now with the introduction of AI, the expectation is often that you can do more with less. Teams are getting smaller, but human labour is still needed to process what AI produces.

Workload is a huge factor.

Another one is unrealistic targets, expectations, and deadlines. Businesses set ambitious targets, high-performing teams achieve them, and then the targets are increased again the following year. It’s a constant cycle of chasing higher and higher expectations.

The expectation of being available twenty-four hours a day, seven days a week has also become much worse since COVID. There’s this expectation that you can respond immediately and always be on.

Poor leadership is another major contributor.

For me, workplace wellbeing starts from the top. I always say, “Be well so you can lead well.” Leaders need to be well themselves because otherwise their stress spills over onto everyone else.

Poor leadership often shows up through unclear communication, poor feedback, lack of accountability, inadequate training, and simply not caring enough about people.

And then there’s one thing I’m going to repeat over and over again:

Take lunch.

Take fifteen minutes away from your desk and eat. Have a break. You’re entitled to fuel your body.

When people proudly say, “I was so busy today, I didn’t even have time for lunch,” that doesn’t tell me they’re dedicated. It tells me they’re neglecting their basic needs.

Speaker 1:

I think fear plays a role too. Fear of losing your job, financial concerns, and economic uncertainty.

People don’t feel like they’re doing something wrong by eating at their desk or skipping breaks. They feel like it’s expected.

Speaker 0:

Exactly.

Especially in today’s climate, with economic uncertainty and retrenchments, people feel they constantly need to prove themselves and demonstrate how dedicated they are.

The Role of Managers and Leaders in Workplace Wellbeing

Speaker 1:

What role do managers, leaders, and colleagues play in creating a mentally healthy workplace?

Speaker 0:

They play a massive role.

A research paper published recently found that employees reported their managers impacted their mental health 86% more than their partners did.

Think about that.

The way people are treated at work impacts their mental health more than their relationship with their spouse.

Managers influence wellbeing through the way they communicate, the way they set targets, and the way they manage workload.

Importantly, they also influence wellbeing through the boundaries they set with their own leaders.

Managers are employees too. They often feel the same fear, pressure, and need to prove themselves. The pressure simply moves up and down the chain.

One of the key leadership skills I focus on is learning how to lead upwards. How do you say, “Actually, my team cannot take this on right now”? How do you ask, “If we prioritise this, what are we going to deprioritise?”

Most managers are too afraid to have that conversation, so they simply say yes, and that pressure lands on their team.

Why Healthy Boundaries Need to Be Modelled

Speaker 0:

Many companies talk about wellbeing and boundaries these days, but often the message doesn’t land because managers don’t model the behaviours they’re encouraging.

They say, “Take lunch,” but never take lunch themselves.

They say, “Leave at five o’clock to fetch your kids,” but they never leave on time.

They tell employees to stay home when they’re sick, but then they come to work sick themselves.

No matter what a leader says, if they’re not doing it themselves, people won’t believe it.

I’ve heard some shocking examples.

People have told me they’ll sit in the office until seven o’clock at night even when they’re completely finished with their work. They’re exhausted and not doing anything productive, but they stay because they don’t want to leave before their boss leaves.

I’ve even heard of employees setting alarms for one o’clock in the morning so they can wake up, check their emails, and respond to messages from their boss. They want it to look like they’re online and working at the same time.

That is bizarre behaviour, but it happens.

Beneath the Busy: Insights Into Workplace Mental Health

Speaker 1:

I have one final question.

Can you tell us more about the podcast you host, the topics you cover, who it’s for, and where people can find it?

Speaker 0:

Absolutely.

The podcast is called Beneath the Busy: Insights into Workplace Mental Health.

It focuses on exactly that: what’s underneath all of this busyness and this “busyness sickness” that so many of us are experiencing?

We explore what’s fuelling it from a psychological perspective and why it’s so difficult for people to slow down.

The podcast is aimed at the general working population, but my primary audience is leaders and HR professionals.

I believe those are the two groups within organisations that can create the greatest positive impact. Every individual has personal responsibility for their own wellbeing, but from an organisational perspective, leaders and HR professionals play a crucial role.

If those groups are well and genuinely understand wellbeing, that influence can spread throughout the organisation.

The topics I cover are relevant to anyone who works, but that’s the primary focus.

Speaker 1:

Thank you so much, Lauren, for sharing all of that with us.

I think this conversation encourages us to be more mindful of the people we work with and work for, and to pay closer attention to what’s really happening beneath the surface.

Thank you for taking the time to join us today on Ask the Expert.

How SADAG Supports Employee Mental Health

Speaker 1:

Good afternoon, everyone, and thank you so much for giving me the opportunity to share more about the work we do at SADAG and specifically how we partner with organisations to support employee mental health in a meaningful and practical way.

As we’ve heard today, employees are navigating high levels of stress, burnout, anxiety, personal challenges, and demanding workplace expectations.

This is where SADAG steps in.

We provide accessible, compassionate, and professional support. Our corporate services are designed to meet organisations wherever they are in their mental health journey, whether they’re just starting out or looking to strengthen existing programmes.

One of our core offerings is our Employee Assistance Programme.

Through this service, employees have access to confidential telephonic counselling, emotional support, and referrals. These services are available 24/7 because mental health doesn’t operate on a nine-to-five schedule.

Our counsellors provide immediate support, helping employees feel heard, calmer, and better equipped to cope during overwhelming moments.

We also offer wellness days, which can take many different forms. One of my favourites is the in-person wellness day, where counsellors are on site and employees can access brief screenings, one-on-one check-ins, psychoeducation, and resources.

These events create safe, visible spaces for mental health conversations, helping to reduce stigma and encourage help-seeking behaviour.

We also deliver talks, workshops, and webinars tailored to organisational needs. Topics include stress management, burnout, resilience, trauma, grief, substance use, and how to support colleagues in distress.

The goal isn’t simply to inform people but to equip them with practical tools they can use in everyday life.

We place particular emphasis on leadership support because managers are often the first people to notice when something isn’t quite right.

Through training and workshops, we help leaders recognise warning signs, respond appropriately, and create psychologically safe environments within their teams.

What makes SADAG’s approach unique is that it is both human and scalable. We can support large national organisations as well as small teams while ensuring every individual receives compassionate, person-centred care.

Every organisation is different. Some require dedicated helplines, while others need targeted campaigns or ongoing engagement strategies. We work alongside organisations to design flexible and impactful solutions that meet their specific needs.

Ultimately, our goal is simple: to ensure no employee feels alone in their struggle and that support is always within reach.

When organisations invest in mental health, the benefits extend beyond productivity and wellbeing metrics. It’s about creating a positive workplace culture and showing employees that they matter.

If anyone would like more information about how we can support their organisation, please feel free to contact me at admin@anxiety.org.za. You can also phone one of our helpline numbers, and they will connect you with me.

Thank you, Pumla. Thank you, Lauren.

A Final Message on Mental Health and Seeking Support

Speaker 1:

Thank you so much for that. I’m sure people will reach out to learn more about SADAG and the corporate wellness initiatives available.

Lauren, thank you again for joining us today.

Speaker 0:

I’m going to end with something listeners of my podcast hear at the end of every episode:

It is okay not to be okay, but it’s not okay to stay that way.

You are not alone. Help is available.

I always quote SADAG because if there’s nobody else to turn to, call SADAG. There’s always a warm and supportive person on the other end of the phone.

And finally, be gentle and kind with yourself and with each other because it’s tough out there.

And I’m going to start adding one more thing:

Take lunch away from your desk.

Fifteen minutes. Even five minutes. Stand up, go and eat your lunch, and then come back.

Speaker 1:

And hopefully leave your phone at your desk as well so you can actually enjoy it.

Speaker 0:

Exactly. Exactly.

Thank you so much for the opportunity.

Speaker 1:

Thanks, everyone. Bye-bye. Thank you.