Pandemic stress
Covid-19 has triggered more thought about physically healthy living. I find, as have many others, that despite going out less than I did before the pandemic, I am exercising more, and feeling healthier for it.
But at least in Ghana, I have seen relatively little discussion of mental health. This is a big omission, particularly given the severe stress that both the pandemic, and measures taken to show its spread, are putting on many Ghanaians. That stress comes in many ways including loss of employment or income, reduced physical interaction with friends and family, and the uncertain future that faces many of us. Of course, a degree of stress can be positive, keeping us alert and performing at peak levels. But high stress raises “flight or fight” hormone levels in the body, which evolved to help humans survive immediate and critical, but generally short-term challenges, such as being attacked by a dangerous animal. When on-going stress keeps these levels high for long periods, it is bad for both body and mind. There is therefore a likelihood of deteriorating mental health across the population, particularly as the effects of the pandemic extend, as now looks likely, for several years.
Mental health and stigma
Turning to the example of the UK, over the last few years personal mental health has become more openly discussed. Indeed Ed Miliband, the Labour party contender to become Prime Minister of a couple of elections ago, boldly stated that he’d had mental health challenges (it would be nice to be able to say he went on to win the election…. but no). His openness was seen as highly unusual and a significant step in lifting the stigma that surrounds mental health issues. Perhaps a few Ghanaian leaders could follow suit?
And at a more personal level, a recent snap survey in my church in the UK found 1 in 4 of the congregation said they had experienced mental health problems, a figure in line with larger scientific studies in the UK. The surprising thing about the result from my church was that so many were willing to admit to such challenges in this quite personal context, rather than in an anonymous survey. These are welcome signs of positive change and reducing stigmatisation.
My anecdotal experience is that individual mental health in Ghana typically seems better than in the UK. Perhaps this results from stronger acquaintance and acknowledgement networks in Ghana: there’s almost always someone to talk to or greet here, unlike the UK. Psychological studies have found such networks to be perhaps the most important factor in people’s happiness and health (interestingly, both mental and physical). Religious belief is also a positive indicator for happiness, so Ghana’s particularly strongly religious culture may also be a factor.
Building better work cultures in Ghana
Yet a Ghanaian friend who does a lot of training and development work with Ghanaian companies commented that Ghanaians are reluctant to reveal their deeper feelings, particularly if these are of stress or grief. In formal situations yes – I have seen widows berated for not wailing and beating themselves vigorously enough at their husband’s funerals – but in one-to-one personal encounters much less so.
My friend believes that this lack of emotional openness leads to psychological problems, and is a key cause of the massive emotional disconnection often seen between Ghanaian employees and their companies, leading for example to employees often feeling no compunction in stealing from or cheating an employer, even if it destroys the business that employs them
My own observations support my friend’s insight, and I am convinced she’s identified an important problem that affects many Ghanaians.
In a previous column, I talked about economic instruments that could help address the employer: employee disconnect in Ghana, in particular regular profit sharing through team-wide bonus schemes. But good employer: employee relationships are not just, or even primarily, about money; they are largely about positive emotional connection.
Employers need to engage and show interest in the whole employee including their life beyond work, if they hope employees will develop affection and loyalty for the business. And employees, particularly in Ghana where the vast majority of businesses are owner-run, need to recognise the humanity and emotional needs of their employers too. The typically hierarchical relationships of Ghana, with subservience expected by older or more “important” people in every context, including work, is a significant barrier to developing openness and mutual respect, but must be tackled.
The numerous employers I meet who have been stolen from by their employees are not just upset by the loss of money, but often feel personally betrayed. They say they have tried to be generous to employees, yet received bad treatment in return. They often become less trusting and more micro-managing and controlling of employees in response, accelerating a negative spiral of distrust and disengagement.
How do we break this vicious circle?
We need to create a business culture where employees feel safe to reveal their whole selves at work. Employers need to be willing to change themselves as part of creating a positive culture, if they hope to lead change in their business. Employers also need to ensure that all employees contribute to developing a positive culture in the business, as a non-negotiable and primary job requirement.