Discussing mental health has always been a bit taboo in the U.S. and especially so in construction-related industries. Then, the pandemic happened.
Getting through the pandemic required the world to find silver linings. If we were avoiding people to keep our physical bodies well, that took a toll on our mental well-being. So it seemed like much of the world was ready to talk about the mental effects of isolation and survival.
After the pandemic, it seemed like the construction industry was ready to start those conversations, too.
“I'm personally dedicated to consistently challenging the norms that cause the stigma,” says Josh Ierna, safety manager at Tilcon Connecticut. “COVID was the light switch, but it seemed like suddenly it was OK for everyone to talk about mental health and that’s what made things happen.”
Cultural barriers to mental health
The construction industry has a deeply ingrained culture of stoicism. Workers are often reluctant to discuss their mental health due to fear of being perceived as weak or unfit for the job. This stigma is compounded by a lack of awareness and understanding about mental health issues, which prevents workers from seeking help.
The transient nature of construction work, with workers moving from site to site, can also lead to feelings of isolation and lack of a support network. The irregular hours and often remote locations of construction projects further exacerbate these issues, making it difficult for workers to access mental health services.
“Now we're at the same place with that next step. We're going to see the same statistics, regardless of the resources we talk about if we just keep running businesses the same exact way in the industry, especially at a time when the labor demand is at all-time highs,” Ierna says. “It's not sustainable. Something's got to give here.”
Steps for breaking the stigma
- Awareness and education: Raising awareness about mental health is the first step toward breaking the stigma. Companies should provide regular training sessions to educate employees about the signs and symptoms of mental health issues and the importance of seeking help. This can be achieved through workshops, seminars and the distribution of informational materials.
- Creating a supportive environment: Employers need to foster a supportive work environment where workers feel comfortable discussing their mental health. This can be achieved by promoting open communication and ensuring that employees know that their mental health is just as important as their physical health. Initiatives like mental health days can make a significant difference.
- Accessible mental health services: Companies should provide easy access to mental health services, such as counseling and therapy. Partnering with mental health organizations to offer confidential support services can encourage workers to seek help without fear of judgment.
- Implementing policies: Developing and implementing mental health policies is crucial. These policies should include procedures for dealing with mental health crises, support for employees returning to work after mental health-related absences and regular check-ins to monitor employees' well-being.
- Promoting work-life balance: Ensuring that workers have a healthy work-life balance can reduce stress and improve overall mental health. Employers should consider flexible working hours, adequate rest periods and promoting activities that encourage relaxation and social interaction.
“You’ve got to want to do it for yourself, and you’ve got to want to talk to people about it and get better without any sort of conditions,” says Denis Cashman, co-owner of Stone etc. Ltd.
A lot of us get uncomfortable taking something for ourselves. The idea of selfishness comes to mind, and in construction-related industries that are built on creating things for other people, taking care of ourselves can feel selfish. The big takeaway is it isn’t selfish. It’s necessary to heal and continue fighting the stigma.
“When I'm aware of my mental health, I can be a more useful, functional member of society,” Cashman says. “I have friends. I have employees who are happy with me. I get to go home to a wife who's happy to see me. I get to have all these things back in my life as a result of talking about things with people.”
About the author: AEM is the North American-based international trade group representing off-road equipment manufacturers and suppliers, with more than 1,000 companies and 200-plus product lines in the agriculture and construction-related sectors worldwide. AEM has an ownership stake in and manages several world-class exhibitions, including CONEXPO-CON/AGG.
