Patrick’s Perspective

In recent years, there has been a marked increase in the attention given by employers to the mental and emotional health of their staff. In addition to some novel tweaks to the standard benefits package fare (ex: 24/7 online access to mental health professionals, hybrid or flexible work schedules), there has been a general thrust by Human Resource professionals to educate management and employees on the importance of recognizing and embracing the diversity of not only the workforce but also the unique issues faced by the various demographics therein. Though still relatively new, the results of these efforts have shown a consistent and measurable net positive to all parties.

Recently, the concept of “toxic masculinity” has leaped to the forefront of the public forum. In her 2019 article, “What is Toxic Masculinity?” Maya Salam provides a clear and concise explanation of toxic masculinity: “Toxic masculinity is what can come of teaching boys that they can’t express emotion openly; that they have to be ‘tough all the time’; that anything other than that makes them ‘feminine’ or weak.” The consequences of teaching such beliefs are well-known, thoroughly documented, and visible: the drastically lopsided suicide rates of males—nearly four times that of females (American Foundation for Suicide Prevention); and the eye-watering percentage of fatal workplace violence perpetrated by men—a whopping 80%, according to the US Bureau of Labor Statistics.

Traditionally, men are taught to bottle emotions and deal with their issues and are only allowed to show two emotions—happiness (in muted tones) and anger. Historically, any deviation from that standard would have been met with scorn and derision. Phrases such as “boys don’t cry” and “I’ll give you something to cry about” have long been staples in the rearing of sons, and society is finally beginning to see the harm it has caused manifest itself in many ways, including the workplace. There is, however, a push to move away from the traditional “American upbringing” and to encourage males to express their emotions in healthy, positive ways.

As with many significant undertakings, the first step is always the biggest. Despite our many evolutionary advantages, humans are still pack animals, and the hierarchies continue to apply. During my time in the Navy, especially as a Chief, the importance of leading by example was impressed upon us. We were always taught to act in our sailors’ best interests. In my last few years of service, the push to address mental health began to take center stage. We as leaders were expected to drive those discussions, to identify struggling individuals, and to find them the help they needed. In the few instances where a dissenting voice among our ranks would balk at discussing “our feelings,” the answer was always, “Too bad, this is bigger than you.” I still carry that sentiment with me today. No company is defined by a single individual, and no company’s success hinges on the actions of a single employee, regardless of title. By improving our employees, we improve ourselves. As managers, we live and die by the actions of our people.

As with any potential change affecting the entire company, the question of how this benefits the company will, understandably, arise. In their 2021 Mental Health at Work Report, Mind Share Partners—a non-profit organization focusing on workplace mental health awareness—addresses this question from multiple angles. They found that in workplaces that are seen as supportive of mental health, employees were more productive (averaging 10% over their baseline productivity), twice as likely to be satisfied with their position, and three to five times more likely to have positive views of their company or leadership (Mind Share Partners, 2022, p. 12). Every manager knows employees are more productive when they feel supported and appreciated, and mental health support
is no exception.