While mental health awareness is crucial year-round, BIPOC communities face additional hurdles in terms of their mental health, from racial trauma to limited access to culturally competent treatment. By openly discussing BIPOC mental health, we can foster a more inclusive and supportive work environment where everyone feels comfortable bringing their whole selves to work.

In today’s important blog, we explore BIPOC mental health and offer actionable steps your organization can take to support BIPOC employees.

Why is it important to talk about BIPOC mental health?

We celebrated Mental Health Awareness Month in May. Some may ask, “Why do we need to celebrate BIPOC Mental Health Month separately when we’ve just had an entire month dedicated to mental health?”

But it’s important to understand that BIPOC — an acronym that includes Black people, Indigenous people, and other people of color — faces unique challenges when it comes to mental health. Although, of course, BIPOC are included when we talk about general mental health awareness in May, it’s also important to highlight the unique experiences that affect BIPOC mental health (and access to treatment) that do not affect white people equally.

In the workplace, it’s important to talk about mental health, and BIPOC mental health specifically, because mental health is something that affects every employee. Long gone are the days in which we were expected to keep work life and the rest of our lives — including mental health issues and racial identity — separate.

Managers now understand that to build a psychologically safe workplace, employees must feel free to bring their whole selves to work without fear of judgment. BIPOC have worked for so long in corporate cultures that required them to change themselves to be accepted. BIPOC employees may feel that mental health issues could further OSTRACIZE them.

By openly talking about and uplifting BIPOC mental health, both during July and throughout the year, you make it clear that BIPOC employees are accepted and welcome in your organization just as they are.

Issues and challenges that affect BIPOC mental health

Mental illness doesn’t discriminate, but unfortunately, we’ve seen that the mental health system – just like every system – does. BIPOC face unique challenges in their daily lives that affect their mental health. In addition, BIPOC experience barriers to mental health treatment that make it more difficult for them to get the help they need and deserve.

Here are some of the unique barriers and challenges that many BIPOC face in terms of mental health.

Racial trauma

BIPOC continues to experience the effects of racial trauma, historical and current. Not only do many BIPOC, including Native/Indigenous Americans and descendants of enslaved people, experience the far-reaching effects of generational trauma — but they also continue to be the target of racial harassment, microaggressions, and institutional racism.

Research shows that this racial trauma has led to symptoms of post-traumatic stress disorder (PTSD) in many affected BIPOC. PTSD can heighten the risk of other mental health problems, including depression and anxiety.

Cultural mistrust and lack of culturally appropriate providers

As of 2019, 70% of U.S. social workers, and nearly 90% of mental health counselors, were white (according to the U.S. Bureau of Labor Statistics). This matters because many BIPOC have a mistrust of the U.S. medical system, and white practitioners in particular – a mistrust that, unfortunately, has been well-earned throughout history.

Language is also a barrier for BIPOC who have immigrated from other countries. Mental health providers who speak languages other than English are scarce. Research shows that limited English proficiency predicts significantly fewer mental health treatment visits.

Therapists, at large, are working toward improving cultural competence and humility, and increased cultural understanding between therapists and their clients has been linked to better treatment engagement. But until the psychological workforce becomes more diverse, this mistrust is unlikely to go away completely.

Lack of insurance

In the United States, a lack of health insurance is also a significant barrier to mental health treatment access for BIPOC. Nearly 20% of Hispanic people, and over 10% of Black people, are uninsured, compared with around 6% of whites. This is likely due to multiple complex factors, including economic disparities.

Without health insurance, BIPOC individuals often don’t have a way of covering the cost of mental health treatment services.

How your organization can support BIPOC mental health & employees

Your organization can take significant actions to help support BIPOC mental health and improve treatment access. Reports show that most individuals access mental health treatment through their jobs. In addition, satisfaction and happiness at work can significantly affect mental health for all employees.

Here’s how to support BIPOC mental health in your organization, not only during July but throughout the year.

Raise awareness

Having open and honest conversations about mental health is one of the cornerstones of creating a supportive and psychologically safe workplace. BIPOC Mental Health Month can serve as a starting point for ongoing discussions throughout the year.

Organize workshops or invite guest speakers to address the specific challenges faced by BIPOC communities. By integrating mental health awareness campaigns and resources into your company culture, you can normalize seeking help and reduce mental health stigma.

Review DEI policies

Diversity, Equity, and Inclusion (DEI) policies are crucial for building a workplace that embraces BIPOC employees. Review your existing DEI policies with a focus on mental health. Do they include provisions for reasonable accommodations for mental health needs?

Good DEI policies and practices are also important to ensure that BIPOC employees feel emotionally safe at your company. Consider trainings, including unconscious bias training and anti-racism trainings, to ensure managers understand how microaggressions can impact BIPOC’s mental well-being.

Build and encourage employee resource groups

Employee Resource Groups (ERGs) provide a valuable support system for BIPOC employees. These groups can offer a space for shared experiences, fostering a sense of belonging and community.

Encourage the creation of BIPOC-focused ERGs, or support existing ones through funding and resources. Having a strong support system at work can help BIPOC employees feel safer and mentally well.

Ensure good mental health benefits

Helpful and accessible mental health benefits are essential for supporting BIPOC mental health as well as the mental health of all employees.

Review your current health insurance plan to ensure it provides adequate coverage for mental health services. Consider offering options with lower deductibles or copays for mental health treatment. Including Employee Assistance Programs (EAPs) is also important. EAPs offer confidential counseling and resources, and can play a key role in helping BIPOC employees find culturally competent care and navigate the complexities of the healthcare system.

MINES offers a comprehensive workplace mental health solution that provides culturally competent care for all of your employees.

To your wellbeing,

The MINES Team

The post BIPOC Mental Health Month: What to Know and How to Help appeared first on MINES and Associates.

Siegel &  Hartzell, M.Ed., (2003, p.102-112) in their book, Parenting from the Inside Out, describe four patterns of attachment derived from the work of researchers such as Mary Ainsworth, Mary Main, and Erik Hesse, among others. As infants we most likely have one of the following patterns (which can vary by caregiver): Secure, Insecure-Avoidant, Insecure-Anxious/Ambivalent, or Insecure-Disorganized.

Secure attachments are described as having a parental interactive pattern characterized by the parent being emotionally available, perceptive, and responsive. The child sees the parent as being a source of comfort during times of distress, a safe haven, being available, and a secure base. This creates a sense of well being from which the child can go into the world to “explore and make new connections with others” (p.104).

Insecure-Avoidant patterns are associated with parents who are emotionally unavailable, imperceptive, unresponsive, and rejecting. These children avoid closeness and emotional connections to the parent (p.104).

Insecure-Ambivalent patterns are described as having parents who are inconsistently available, perceptive, and responsive and intrusive. The child cannot depend on the parent for attunement and connection. The child develops a sense of anxiety and uncertainty about whether they can depend on their parents (p.105).

Insecure-Disorganization patterns are created by parents who are frightening, frightened, chaotic, disorienting, and alarming to the child. This pattern is often associated with abuse. This creates a situation in which abuse is incompatible with a sense of security. The child develops coping responses that lead to difficulties in regulating emotions, trouble in social communication, difficulties with academic reasoning tasks, a tendency toward interpersonal violence, and a predisposition to dissociation – a process in which normally integrated cognition becomes fragmented (p. 106).

The good news is that for those with insecure attachments there are mindfulness techniques described in Siegel’s book, Mindsight, that can help the individual integrate the insecure attachment memories, patterns, and information in a manner that frees them up from “automatically or habitually” engaging in the pattern in their adult relationships.

The implications of early attachment for the psychology of performance are significant. Secure attachments allow for a base of security which in adulthood can manifest in collaborative interactions in the business environment, for example. The social psychology of group performance is enhanced when members can communicate directly and problem solve from a position of trust. Contrast this with an avoidant attachment pattern in which a team member has a fundamental approach to relationships that is one of distrust and self-reliance. This team member is there in name only and will be perceived as not cooperating, being a maverick, and “not playing well in the sand box.” The anxious attachment style may show up as an accommodating or pleasing style. This person sacrifices their own opinions so as to fit in, may frequently be checking in with the “boss” for approval and reassurance. The group loses this person’s gifts as the person may give in rather than be proactive on a decision point. The disorganized attachment style may contribute to significant disruption in a work group or team’s performance because the person will become overwhelmed during a conflict with either a chaotic or rigid response, either of which can disrupt the flow of energy and information needed for higher performance.

The culture of an organization often is set by the leader of the organization. Part of the definition of culture is the shared set of assumptions as to how we do business. From this, it is possible to see how the impact of the leader’s attachment could influence the culture of the organization. For example, if the leader has an anxious attachment, the organization may have a strong press to accommodate customers, resulting in a high emphasis on customer service which could range from being useful to problematic if taken to a dysfunctional level.

Have a day filled with mindful integration,

Robert A. Mines, Ph.D.
CEO & Psychologist

The post Psychology of Performance – 20 – Early Attachment and Adult Performance Implications appeared first on MINES and Associates.

http://www.nytimes.com/2010/10/19/health/nutrition/19best.html?_r=2&th=&emc

Have a day filled with equanimity

Robert A. Mines, Ph.D.

CEO and Psychologist

The post Psychology of Performance – 18 appeared first on MINES and Associates.

The implications of this line of research are significant for performance. For example, if you watch a movie with alcohol being consumed and you are in recovery, now you have internal neuronal firing similar to drinking the alcohol yourself. Now you have to override the neuronal firing with “white-knuckling it,” or better yet with mindful awareness, or you will increase your probabilities of a relapse.

The upside of this research is that seeing others perform a behavior successfully – mentally rehearsing the image – would theoretically strengthen the neuronal firing and increase the probabilities that you will execute the behavior successfully. This concept is foundational to performance coaching. As coaches, therapists, and bosses we need to think about our current training techniques and how they incorporate watching, rehearsing, and doing as part of the sequence.

Have a day filled with Mindfulness,

Robert A. Mines, Ph.D.

CEO & Psychologist

MINES and Associates

The post Psychology of Performance – 17 Mirror Neurons appeared first on MINES and Associates.

Elliot Jacques, in his numerous publications defined accountability and authority for management at all levels. Accountability and authority establishes where people stand with each other.  They determine who is able to say what to whom, and who under given circumstances must say what to whom.  They establish who can tell who to do what, especially, in the managerial hierarchy, if one person is being held accountable for what another person does or for the results of what the other person does.

Accountability and authority define the behaviors that are appropriate and necessary in the vertical relationships between managers and their subordinates, and in the horizontal, cross-functional relationships between people.  The vertical relationships are the means by which the work that needs to get done is assigned, resourced, and evaluated; cross-functional relationships are the means by which the flow of work across functions gets processed and improved through time.

He noted that it is absolutely imperative that organizational leaders be clear not only about their own decision-making accountability, but they must also make it equally clear for each and every manager below them in the organization.  All of these managers must also meet regularly in two-way discussions about major issues with their immediate subordinates, in order to get their help in making decisions for which the manager alone must be accountable.  In discussions between managers and subordinates, it is always the manager that is ultimately accountable for decisions.  Even when the subordinate has more knowledge than his or her manager on a given matter and tells the manager what he or she thinks should be done; if the manager accepts the subordinate’s view then it becomes the manager’s decision. There will be times in an organization’s growth or life span when a manager may have multiple roles/levels that they are accountable for. The manager may be a manager, a supervisor and a front line producer on a given day if the department or work group is small enough or does not have the resources to accommodate separate levels and roles. This is a situation referred to as “down in the weeds”, “wearing many hats”, or “collapsed strata (time span).” This is not ideal; however, at times it may be the best we can do.

How does your organization define accountability and authority at each role? What impact has the clarity or lack of clarity had on your organizations effectiveness and performance?

Have a day filled with equanimity,

Robert A. Mines, Ph.D.

CEO & Psychologist

Mines and Associates

The post Psychology of Performance – 16 Accountability and Authority appeared first on MINES and Associates.

Do each of your employees get held accountable for the results or just the managers?

All businesses and organizations get to address these questions and do their best to implement solutions depending on the answers. Elliot Jacques and Stephen Clement wrote an especially helpful book, Executive Leadership, which addresses these questions and many more. This posting will address a few of the many nuggets in their book.

One of the recurring BizPsych questions we get to answer and intervene on relates to individual differences in performance.  Jacques and Clement argue that role theory accounts for performance more than individual differences such as personality. They add that people perform to their role in very predictable ways. There is a significant amount of social psychology research to support this. Yet in many businesses, individual personality characteristics are looked at for explanatory hypotheses related to performance over clarity of role. Role clarity for a manager – from Jacques and Clements point of view – would include an adequate organizational design, an assumption that the manager has the knowledge, skills, commitment, values of the organization, and cognitive complexity to do the functions of the role. In the role of manager they would  have formal accountability for results and authority to allocate resources including staff, budget, and decision capability related to the complexity of the  tasks in their role. In addition, they have the interpersonal skills to develop a team of people who think they add value as a manager and are enthusiastic about accomplishing the goals of the business unit. The role clarity for a manager includes organizational support to veto an appointment (their manager has the authority to fire the employee if no other suitable position can be found), decide task assignment, decide personal effectiveness and merit awards, and decide to initiate removal from a role.

If the above conditions are satisfied, Jacques and Clements would predict a higher performance level from that business unit versus those that have role confusion. In our BizPsych division we encounter organization after organization that are addressing these topics in their design. If it comes to dealing with human performance, we are all in continuous recalibration mode.

Have a day filled with loving kindness,

Robert A. Mines, Ph.D.

CEO & Psychologist

The post Psychology of Performance – 15 Business Unit Effectiveness, Management and Leadership appeared first on MINES and Associates.

Negative emotional states arise from expectation violations and then get potentiated by adding judgments about the negative feelings. Does “whipping yourself” help you improve? I had the opportunity to play in the DAD’s day (Dollars Against Diabetes) golf tournament sponsored by the Colorado Building Trades today. Golf is a wonderful laboratory in which there is a richness of self-talk, expectations, and emotional states  available to observe in myself and others. A feature of golf is that each shot actually is independent of all of the other shots one makes (much like many aspects of our work). As we let our self-talk build, it can decrease performance; but, the mind has a wonderful ability reset itself in the moment and let go of the thoughts about the previous shot. Practicing a mindfulness meditation technique of just observing the thoughts, feelings, and physical experiences without judging them and then visualizing the shot (performance) you want can go a long way in improving your performance.

This works in the rest of our life as well

It requires gently returning to this technique each time as the old thought habit patterns return with force until you learn to to redirect and focus on the outcome you want, not the outcome you do not want.

Have a day filled with mindfulness,

Robert A. Mines, Ph.D.

CEO & Psychologist

The post Psychology of Performance – 14 Negative Emotional States appeared first on MINES and Associates.

http://www.wlox.com/Global/story.asp?S=12548123

We wish the best to all those impacted by the gulf oil spill. 

Posted by Ian Holtz (Sales @ MINES and Associates)

The post Effects of 2010 Gulf Oil Spill and Mental Health appeared first on MINES and Associates.

Have a day filled with Equanimity

Bob

Robert A. Mines, Ph.D.

CEO & Psychologist

The post Psychology of Performance -13 Too Many Hats! appeared first on MINES and Associates.

 The second area that is associated with numerous referrals relates to cross functional (dysfunctional) communication between departments related to accountability and authority. I will address this topic in my next blog.

Have a day filled with clarity in your role (s)!

Bob

Robert A. Mines, Ph.D.

CEO & Psychologist

MINES and Associates

The post Psychology of Performance – 12 Role and Performance appeared first on MINES and Associates.