For managers, the response is determined by 'order' rather than 'correctness'. Why I am writing this note
When a subordinate seems to be struggling, managers face two anxieties.
One is, 'What if I overlook it and it gets worse?'
The other is, 'What if I step in too much and it causes trouble?'
For playing managers in small and medium-sized enterprises, there is also the reality of the situation.
There is a shortage of staff. Deadlines are fixed. You also have to manage the front lines yourself.
In other words, if you don't create a 'functional structure' rather than relying on ideals, the workplace will eventually collapse.
As a clinical psychologist and certified public psychologist, I have handled over 500 developmental consultations. Since then, I have shifted my focus to the industrial sector, where I work as an industrial counselor for five small and medium-sized enterprises, utilizing my knowledge of psychology and brain science.
What I strongly feel while working on the front lines is that workplace mental health issues cannot be supported solely by the 'good intentions of those who notice'.
Supervisors with good intentions and enthusiasm are more likely to take on too much, leading to delayed decisions or, conversely, saying too much and damaging relationships.
The cause of complications is 'order', not 'correctness'
Responding to workplace distress is not solved by simply stating the correct answer.
In many cases, whether it goes well or not is determined by the 'order'.
Do not ask for the cause immediately (do not make assumptions)
First, organize the 'changes' as facts
Start the conversation with observation, not evaluation
Prepare the next step (work adjustments or consultation pathways)
Keep records and create a structure where the team can respond
When this is done, the individual's defenses are lowered, and the manager does not have to take on too much.
Conversely, if you skip the order, common failures occur.
You end up saying, 'Hang in there.'
You assume, 'Have you been lacking motivation lately?'
You end up only being able to say, 'Just take a break.'
As a result, the workplace becomes unstable, and the burden concentrates on those who remain.
What I aim for in this note: 'Implementation' rather than abstract theory
In this note, I will not talk about mental health as a 'pretty story', but will break it down into concrete items so that playing managers can implement it in the workplace.
Interview scripts (that work in a short time)
Checklists to prevent hesitation
Record templates to avoid trouble
Operational charts from initial response to follow-up
So that playing managers don't have to carry the burden alone.
And so that subordinates can get support 'before things get complicated'.
Finally
What is important in dealing with workplace mental health is not perfect words. It is 'order' and 'implementation'.
We will build that foundation together in this note.