Mental health policy advocacy and systemic change

It is observed with deep concern that employees in many organisations in Namibia suffer from health issues – even resulting

in loss of life due to the leaders' neglect of the critical realm of mental wellness.

This realisation is further compounded by the absence of adequate policies, exacerbating the situation. Let me reiterate that the essential components that form an organisation are its structure, systems and people. Without these elements, an organisation cannot exist. People, particularly those in leadershippositions,arecentral,asthey create the structure and implement systems within the organisation. It is concerning, however, that some leaders in Namibia prioritise the performance of the organisation over the mental wellness of employees. This skewed thinking contributes to poor leadership, negatively impacting desired organisational outcomes.

In recent years, there has been a growing recognition of the importance of mental health in workplaces.

Increased awareness of its impact on employee well-being, productivity and organisational success has led to a call for leaders to take responsibility – not only for fostering supportive environments but also for advocating for broader systemic changes through policy advocacy. Despite progress in mental health awareness in Namibia, many workplaces still lack adequate policies and resources to support employees' mental well-being effectively. Notably, the stigma surrounding mental health persists, and access to mental health services remains limited for many individuals. Furthermore, existing policiesmaynotaddresstherootcauses of mental health challenges, such as workplace stress, discrimination and inequity. It is a fair articulation to state that leaders hold significant influence over workplace culture, policies and practices.

As such, they bear a responsibility to prioritise mental health and drive systemic change within their organisations.

This responsibility extends beyond merely implementing mental health programmes to actively advocating for policy changes that address structural barriers to mental well-being.

Itisundeniablethatmostemployees spend a significant portion of their lifetimes at work, emphasising the critical need for conducive working environments.

Unfortunately, when leaders lack understanding or fail to prioritise the well-being of their subordinates, they pose a danger – not only to employees but also to society at large. Dictated by the preceding reasoning, it is more important to remember that in the pursuit of leadership roles, there are four fundamental questions that leaders should consider before assuming their responsibilities. Firstly, are there systems or policies currently in place related to employee wellness, including mental health?

Secondly, are there initiatives in place to promote long-term wellbeing for enhanced productivity and performance? Thirdly, what measures are being taken to support employees' mental health and foster a supportive workplace culture?

Lastly, how can leaders actively advocate for systemic changes and policy reforms to better address mental health within the organisation and beyond?

If leaders fail to consider these questions, mental wellness will remain an unattended issue with potential risks.

This brings to mind the adage that ‘Leadership is an inherently challenging endeavour'.

Only when leaders recognise the paramount importance of mental health will policies be formulated to ensure the welfare of employees. This is the distinguishing factor thatsetshighlyperforminginstitutions apart from those that struggle. Before concluding this article, I urge leaders to reflect: What have you done regarding mental health issues in your department? If your answer is "nothing", it is never too late to take action. There is always something you can do to prioritise the mental well-being of your subordinates and foster a healthier work environment.

Ultimately, the question remains: how effectively will mental wellness be integrated into leadership practices in Namibian organisations? Only time will tell.