This presentation was part of the 5th Annual Mobile Mental Health Crisis Response Summit.
Brief Description:
Unlike previous generations that have had their fair share of challenges, Crisis Support Workers in this day & age are flooded with the convergence of economic instability, political polarization, the effects of climate change, gun violence, and the COVID-19 pandemic, which has exacerbated these challenges, and left millions facing disruptions in their education, career, and social life. The time has come for people-first workplaces that meet their needs through compassionate policies, mental health transparency, and a culture of openness and belonging. Touting self-care is no longer enough, when we are learning that mental health requires a multifaceted approach and actionable strategies. Join me in discussing creative ways that will support supervisors looking to make a difference in setting the workplace tone for our Crisis Support Workers.
Three Learning Objectives:
- Cultural expectations: More and more, employees are looking at culture when identifying a place to work. They want to know that the team is supportive of each other. They want to see that colleagues and leadership value them as a person, not just their work production.
- Work is not the identity: Previous generations have built their self-worth around their productivity and success in the workplace. In a post-pandemic society, employees are much less likely to be workaholics, and they will not appreciate being asked to overexert themselves for the company benefit.
- Need for flexibility and authenticity from leadership: Today’s workers place a higher value on flexibility than previous generations. Additionally, it is not just women who want to be there for their children. Fathers are speaking out to employers and expecting the same flexibility for these family moments. In addition, the workforce wants their leadership to be authentic. They will not stand for empty promises or lackluster recognition when things are hard.
