As managers, we have a responsibility to our teams. Many of our duties are clear and straightforward: creating schedules that ensure adequate coverage, allowing for timely task completion and breaks, and monitoring behavior to align with organizational policies and external regulations, such as those from the Department of Health. However, we often overlook a key responsibility to our teams and ourselves — mental health.

Mental health remains a stigma in our society, but we have the power to change this, one team at a time, by normalizing discussions about it. This normalization begins with being comfortable speaking about our own mental health. Taking this first step shows team members that they have someone they can talk to about any concerns. But we can’t stop here. Once conversations are normalized, those needing help must be given resources to access care. Finally, those needing care must be allowed reasonable flexibility to use these resources to improve their mental health.

To illustrate the importance of normalizing mental health discussions, let me share three examples from my own experience. First, I will discuss my own journey of opening up about my mental health struggles due to past trauma. Then, I will highlight how this openness created a safe space for an employee to comfortable share his own struggles. Finally, I will share the story of an employee who was given the flexibility to adjust her schedule to accommodate counseling after the unexpected loss of a loved one at a young age.

I was taught by society to keep mental health personal. From my experience, discussing depression or anxiety often led others to view me as weak or incapable, which I am not. After a breakdown a few years ago, I decided to no longer remain silent about the importance of normalizing mental health discussions, including with my team.  

While I do not share all the details of my trauma, I openly state that I have been assaulted and discuss the internal damage it caused. I talk about my struggles with depression and anxiety. I don’t shy away from showing empathy when someone else seems to be struggling. I don’t shy away from discussing my struggles to overcome alcoholism and the strength it takes to continually remain sober.  

The silence expected of us only increases our struggles, and there is no reason for it. My compassion in leadership was shaped by leaders who cared only about the work produced; not the well-being of their team. My willingness to listen became paramount after I struggled to cope with daily life because I had no one willing to listen to my internal pain.

The names and some details in the following examples have been altered to protect the identity of the individuals involved. These stories are shared with their consent, and they retain the right to choose who to share full details of their personal experiences with.

The openness with which I speak create a space where an employee, Myles, felt comfortable sharing his deep struggles. Initially, Myles was not intentionally open; his excuses for performance issues were often far-fetched. However, over time, trust developed, and he began to share the true nature of his struggles. Myles embarked on a journey with significant ups and downs to overcome his challenges. My role was not to judge his struggles, but to support his journey to be the best he could be.

At one of his lower points, Myles sent me messages expressing his gratitude: “I want you to know how grateful I am to you,” “You’re such a caring person,” and You’ve helped me and I am thankful.”  The help I provided was listening. I am not a licensed counselor; I am a human with flaws, just like anyone else. What set me apart was my willingness to listen and believe in his ability to rise above his struggles. Just as I am not defined by my past struggles, Myles is not defined by his challenges.  Having someone to listen made a significant difference for him.

The openness within our team also made it comfortable for staff to express their true feelings. Here’s another example, I’d like to share: Riley unexpectedly lost her boyfriend, both of them in their twenties. No one saw this coming.  Initially, she was given the time she needed to grieve and return to work after his passing. The support continued as she navigated her grief while working. We believe you can’t leave your personal life at the door, a sentiment echoed by many managers. Our office mantra is: “bring your human to work.”

Riley felt comfortable expressing her struggles with this loss in our supportive environment.  Recently, she decided she needed to see a counselor. She spoke to our Team Lead, who assured her the team would make it work. When I spoke to Riley, I shared that my counseling sessions are every other Wednesday and are scheduled on my calendar. I work later on those Wednesdays to accommodate them. We planned to accommodate her sessions similarly, unless more frequent sessions were needed, in which case we would transition to FMLA. Throughout the conversation, Riley felt valued, supported, and cared for.

Each of these examples demonstrates the importance of normalizing mental health discussion in the contact center. Balancing work life balance is a struggle on its own. We don’t need to make the struggle greater when we can simply have the discussions that so many are afraid to have.

Openly discussing personal struggles is crucial in creating an environment where the fear of addressing mental health is erased. By normalizing these conversations, we foster a supportive and empathetic workplace. Remember, these actions are not extraordinary; they should be as routine as asking how the workday is going. Let’s strive to make mental health discussion a natural part of our daily interactions in 2025.