Mental ill health and stress are two of the top three causes of long-term health absences. At Accord, we want to help our people find support when and where they need it.

To help support us to ensure that we are well at work, we’ve set up a network of Mental Health First Aiders across the UK and EMENA – a volunteer community of people who are here to talk to, in confidence – to listen, offer support and signpost our people to further help if needed.

It’s part of a tailor made programme designed specifically to suit our workplace, and also includes manager and leadership development, amongst a host of other elements.

Thinking of developing your own programme? This week, we interview one of our MHFA team members, Lynsey Hyde, to get a first-hand view of the programme and how it supports our teams.

 Lynsey Hyde is a 17-year veteran at Accord Healthcare, who recently enrolled on our new ‘Mental Health First Aider’ training initiative.

We catch-up with Lynsey to gain insights into why she got involved with the programme and her experience in prioritising mental health in high-pressure environments.

A Personal Journey

When asked why she chose to become a Mental Health First Aider, Lynsey shared a personal story that many can relate to when someone close to her was hospitalised due to mental health issues. “I wanted to help other people because there is not enough funding, and we need to get rid of the stigma,” she said.

Lynsey stressed the importance of communication as the first step towards healing. “If you can talk about it, you can work it out.”

The Duties of a Mental Health First Aider

When it comes to her daily responsibilities, Lynsey explained that the role is as reactive as it is proactive. Sometimes, employees approach her to discuss their problems and challenges, but often, it’s about noticing subtle changes in someone’s behaviour and reaching out. “The biggest thing is often talking – that might be the only conversation about themselves that person has all day,” Lynsey highlighted.

It is something that can be mirrored in other settings “You don’t have to be an expert to notice someone struggling. In our workplace a simple ‘How are you?’ can be a conversation starter that leads to valuable mental health insights. I think this is something universal”

Tips for Managers

Lynsey believes a solid foundation for managing and supporting teams is to have regular mental health check ins with your team. Diarising private 121s with team members is a good blueprint for all managers – Lynsey has found most success doing this every other week as a minimum.

“The 121 should be an informal meeting. It needs to be scheduled. However, if you spot someone struggling, you need to be flexible,” she explained. She also suggests using open-ended questions to encourage conversation and active listening as a crucial skill for those in managerial positions.

Trust is a key component of the Mental Health First Aider’s role. Lynsey said, “Confidentiality is a big thing. They need to know that they are in a safe space and what they share won’t be repeated.”

The Importance of Self-Care

“Accord places a strong emphasis on self-care, and this is a practice that other organisations can adopt,” advises Lynsey. “High-stress professions require active mental health management, which can be as simple as taking short breaks to clear your mind.

In a busy work environment like a pharmacy, taking a moment for oneself might seem impossible. But Lynsey stressed the significance of self-care as a crucial part of good mental health. From spending five minutes reading a book to simply having a coffee break, these small acts can make a world of difference.

Supporting team members in looking after themselves is really important.

Recognising the Signs

“At Accord, as part of the Mental Health First Aider course, we’re trained to recognise signs of mental strain,” Lynsey notes. “This is a skill that pharmacists and healthcare professionals, known for their observational abilities, can apply in their workplace to identify colleagues who might be struggling.”

Being observant can help identify not just colleagues who may be struggling but even regular customers. Lynsey listed being withdrawn, snappy, or quieter than usual as some of the symptoms that may indicate someone is struggling with their mental health. “It can be anything that is different from their normal behaviour.”

External Support Resources

Depending on where the pharmacy or healthcare setting is situated, Employee Assistance Programs (EAPs) can be a great resource. EAPs are confidential and offer practical advice and solutions.

Lynsey emphasises the important of asking for help “It’s not a sign of weakness to ask for help. A huge amount of people suffer with mental ill health. Life is unpredictable. You could be living your best life and then suddenly something happens and your world shatters. Life events can change your world such as family illness, having a baby, partner going through redundancy – everything can change in a heartbeat, for anyone.”

Takeaways for Pharmacists and Dispensing Doctors

• Regular Check-ins: Incorporate 121s with team members to discuss not just work but also their emotional well-being.
• Observation is Key: Learn to notice changes in behaviour and body language, as they may be cries for help.
• Promote Open Conversations: Use open-ended questions to encourage dialogue and break down the barriers of mental health stigma.
• Resource Availability: Make sure that resources like EAP are readily available and that employees are aware that these are confidential services.
• Self-Care Matters: Introduce short breaks or other self-care activities into the daily workflow to ensure the team remains mentally healthy.