Mental Health Days and Young Workers

Mental Health Days and Young Workers

Recent surveys show that many young workers, Gen Z in particular, now expect paid mental health days as a normal part of work. About a third of Gen Z say mental health days should be standard, and other surveys say eight in ten want them.

If work feels stressful, the answer is now to stay at home, call it a mental health day, and let somebody else deal with it.

That is a bad idea.

The Problem with Avoiding Stress

Successful living is not about removing all stress. Successful living means we solve problems, not run away from them.

Work is the place where we produce value in exchange for income. If we remove ourselves from every source of pressure, we remove ourselves from successful living.

Productivity and Happiness

The only way for people to be happier is to become more productive. Non-productivity always leads to destruction. If we produce nothing, we cannot feed ourselves or help our families, and we cannot build anything worth having. A happy life is a productive life.

We need a productive mindset that is ready and able to take on life's problems. We do not need a mindset that wants to take days off, lie on the sofa, and ponder mental health problems.

When people evade and run away from work, they do not get rid of problems, they create more of them: unpaid bills, poor performance, and a mind that cannot cope with complexity.

Learned Helplessness

Each time a person ducks the day's problems and says, "I cannot cope, I need a mental health day," they send a message to their own brain. The message is, "I cannot cope." If they repeat that message often enough, it becomes a fixed belief.

Normal workdays start to feel like crises. A busy week feels like a breakdown. A disagreement at work feels like trauma. This is not health.

Psychologists call this pattern learned helplessness. It is the belief that our actions make no difference. That belief leads to mental ill-health. It is the opposite of what young leaders need.

What Real Mental Health Looks Like

Real health, mental and physical, comes from facing reality, doing productive work, and then resting to recuperate and gain strength. A productive day is a day where we look at facts, make plans, do the next valuable task, and move our problems forward. Then we eat, we sleep, we move, and we spend time with people we love.

That is true mental health.

The Role of Young Leader-Managers

If you are a young leader-manager, your role is not to take off mental health days. Your role is to create productive days for yourself and for your team. Your aim is to think clearly under pressure, to solve problems, and to build something better than you found.

From Mental Health Days to Productive Days

We should stop talking about taking off mental health days and start talking about generating productive days. Days where we face problems, do useful work, and go to bed tired but proud. That is how we grow stronger.

That is how we build happier, more productive lives.

Definition: learned helplessness

Learned helplessness is a work-place state of mind that grows after many times of feeling unable to change bad events. The person starts to believe nothing they do will help, so they stop trying, avoid tasks, and feel low. It begins with repeated loss of control, blocks action, and harms mood and job results.

Article Summary

Real mental health grows when we face work stress, fix problems, and end the day proud of what we built; staying home for a mental health day can teach the mind to give up, while a busy, useful day turns pressure into progress and long-term good health.

Frequently Asked Questions

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Did You Know: Key Statistics

About the Author: Chris Farmer

Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.

Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.

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