Febrile rumours and canny games

Short of throwing himself at Brown's feet, it is hard to imagine what more Miliband might do to show

How easy it is to conjure up a story about splits and dissent in the ranks of the Labour Party at the moment. Even before they appeared in print, David Miliband's thoughts for this week's NS on the "I-can generation" were being interpreted as a political philosophy to challenge Gordon Brown's. Every utterance from a cabinet minister is now scrutinised for signs of disloyalty to Brown, which makes these exquisitely dangerous times for the Chancellor.

The official line from the Environment Secretary is that he is "flattered" by the attention he is receiving as the youthful poster boy of the über-Blairites grouped around Charles Clarke and Alan Milburn, although he cannot have made it plainer that he will not be standing. In the pages of this magazine last September, Miliband was categorical that he would not be standing as leader or deputy. His every sentence was peppered with the name "Brown" as the only credible candidate for the top job.

Miliband said the same to parliament after the Budget, but this has simply had the effect of fanning the flames of speculation. It was noted that he apparently left himself "wiggle room" by not spelling out his intention in words of one syllable. It is difficult to imagine what more he might do - short of throwing himself at the feet of the Chancellor, as an act of fealty in the style of a medieval lord paying homage to his king.

And yet Miliband's lengthy exposition on the future of the centre left (see page 26) in Westminster's political magazine of choice is a serious statement of intent. If it is not a bid for the highest office then it is something close to it. Odds are shortening on him becoming Brown's chancellor or foreign secretary.

Brown knows he could stop the speculation immediately if he began offering cabinet posts around to Blairites. This point may arrive sooner than Brown would like, such is the state of fevered speculation as the local elections approach. For every real rebellion, insurgency and challenge to his coronation as leader, there are a dozen false leads, half-truths and malicious rumours.

During one particularly intense period, I heard on good authority from one source close to Miliband and another at the Treasury that Clarke was planning to declare he would run in the Labour leadership contest. The latest rumour evaporated, however, as quickly as it surfaced. I later heard from a source in the Clarke camp (well, Charles Clarke, actually) that he was definitely saying nothing about his leadership ambitions until there was a vacancy at the top.

Real challenge

Like Miliband, Clarke could yet become a genuine threat to Brown, unlike the other ultra-Blairites, whom one Brown aide described to me as "a bunch of apparatchiks defined by their self-indulgence and arrogance". Despite all the talk of a "virtual" or "underground" challenge from Miliband, Clarke is the real engine of resistance to unopposed transition from Blair to Brown. The Chancellor accepts that if Clarke throws his hat into the ring when Blair stands down it is likely he will receive the 44 Labour MPs' nominations necessary to join the contest.

Clarke remains a substantial figure who commands respect, even among the Chancellor's supporters. Since resigning as home secretary, he has been tirelessly touring the country with an alternative political programme for Britain, based on his conviction that the constituent parts of the new Labour coalition (the old working class, party activists, Middle England, public sector professionals) have become fragmented and disconnected from the Labour government. Journalists and party activists now receive a weekly email telling of Clarke's latest lecture or article.

Clarke is playing a canny game. Although some were surprised that he threw his lot in with Milburn's 2020 Vision project, which many in Westminster have seen as an attempt to create a party within a party, Clarke has kept his lines of communication to the Chancellor open.

He has had two lengthy meetings with Brown to discuss his ideas. The first of these was just before the launch of the 2020 Vision website. The second was the result of the two men bumping into each other as Clarke was marshalling his ideas on the future of the health service. I am told they had a 40-minute discussion about Clarke's deeply controversial view that the public could be charged for non-essential services.

Miliband knows he would lose his reputation as a man of his word if he launched a challenge now, although he would be the obvious candidate if Brown's premiership was in crisis in a year's time. Clarke, on the other hand, could paradoxically end up playing a positive role in the revival of the party. But to do that he would have to hold back on the personal spite and launch a principled campaign, based on the ideas he has outlined in the past six months. He might even end up back in the cabinet.

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“I felt so frantic I couldn’t see my screen”: why aren’t we taking mental health sick days?

Some employees with mental health problems fake reasons for taking days off, or struggle in regardless. What should companies be doing differently?

“I would go to the loo and just cry my eyes out. And sometimes colleagues could hear me. Then I would just go back to my desk as if nothing had happened. And, of course, no one would say anything because I would hide it as well as I could.”

How many times have you heard sobbing through a work toilet door – or been the person in the cubicle?

Jaabir Ramlugon is a 31-year-old living in north London. He worked in IT for four years, and began having to take time off for depressive episodes after starting at his company in 2012. He was eventually diagnosed with borderline personality disorder last January.

At first, he would not tell his employers or colleagues why he was taking time off.

“I was at the point where I was in tears going to work on the train, and in tears coming back,” he recalls. “Some days, I just felt such a feeling of dread about going into work that I just physically couldn’t get up ... I wouldn’t mention my mental health; I would just say that my asthma was flaring up initially.”

It wasn’t until Ramlugon was signed off for a couple of months after a suicide attempt that he told his company what he was going through. Before that, a “culture of presenteeism” at his work – and his feeling that he was “bunking off” because there was “nothing physically wrong” – made him reluctant to tell the truth about his condition.

“I already felt pretty low in my self-esteem; the way they treated me amplified that”

Eventually, he was dismissed by his company via a letter describing him as a “huge burden” and accusing him of “affecting” its business. He was given a dismissal package, but feels an alternative role or working hours – a plan for a gradual return to work – would have been more supportive.

“I already felt pretty low in my self-esteem. The way they treated me definitely amplified that, especially with the language that they used. The letter was quite nasty because it talked about me being a huge burden to the company.”

Ramlugon is not alone. Over three in ten employees say they have experienced mental health problems while in employment, according to the Chartered Institute of Personnel and Development. Under half (43 per cent) disclose their problem to their employer, and under half (46 per cent) say their organisation supports staff with mental health problems well.

I’ve spoken to a number of employees in different workplaces who have had varying experiences of suffering from mental ill health at work.

***

Taking mental health days off sick hit the headlines after an encouraging message from a CEO to his employee went viral. Madalyn Parker, a web developer, informed her colleagues in an out-of-office message that she would be taking “today and tomorrow to focus on my mental health – hopefully I’ll be back next week refreshed and back to 100 per cent”.

Her boss Ben Congleton’s reply, which was shared tens of thousands of times, personally thanked her – saying it’s “an example to us all” to “cut through the stigma so we can bring our whole selves to work”.

“Thank you for sending emails like this,” he wrote. “Every time you do, I use it as a reminder of the importance of using sick days for mental health – I can’t believe this is not standard practice at all organisations.”


Congleton went on to to write an article entitled “It’s 2017 and Mental Health is still an issue in the workplace”, arguing that organisations need to catch up:

“It’s 2017. We are in a knowledge economy. Our jobs require us to execute at peak mental performance. When an athlete is injured they sit on the bench and recover. Let’s get rid of the idea that somehow the brain is different.”

But not all companies are as understanding.

In an investigation published last week, Channel 5 News found that the number of police officers taking sick days for poor mental health has doubled in six years. “When I did disclose that I was unwell, I had some dreadful experiences,” one retired detective constable said in the report. “On one occasion, I was told, ‘When you’re feeling down, just think of your daughters’. My colleagues were brilliant; the force was not.”

“One day I felt so frantic I couldn’t see my screen”

One twenty-something who works at a newspaper echoes this frustration at the lack of support from the top. “There is absolutely no mental health provision here,” they tell me. “HR are worse than useless. It all depends on your personal relationships with colleagues.”

“I was friends with my boss so I felt I could tell him,” they add. “I took a day off because of anxiety and explained what it was to my boss afterwards. But that wouldn’t be my blanket approach to it – I don’t think I’d tell my new boss [at the same company], for instance. I have definitely been to work feeling awful because if I didn’t, it wouldn’t get done.”

Presenteeism is a rising problem in the UK. Last year, British workers took an average of 4.3 days off work due to illness – the lowest number since records began. I hear from many interviewees that they feel guilty taking a day off for a physical illness, which makes it much harder to take a mental health day off.

“I felt a definite pressure to be always keen as a young high-flyer and there were a lot of big personalities and a lot of bitchiness about colleagues,” one woman in her twenties who works in media tells me. “We were only a small team and my colleague was always being reprimanded for being workshy and late, so I didn’t want to drag the side down.”

Diagnosed with borderline personality disorder, which was then changed to anxiety and depression, she didn’t tell her work about her illness. “Sometimes I struggled to go to work when I was really sick. And my performance was fine. I remember constantly sitting there sort of eyeballing everyone in mild amusement that I was hiding in plain sight. This was, at the time, vaguely funny for me. Not much else was.

“One day I just felt so frantic I couldn’t see my screen so I locked myself in the bathroom for a bit then went home, telling everyone I had a stomach bug so had to miss half the day,” she tells me. “I didn’t go in the next day either and concocted some elaborate story when I came back.”

Although she has had treatment and moved jobs successfully since, she has never told her work the real reason for her time off.

“In a small company you don’t have a confidential person to turn to; everyone knows everyone.”

“We want employers to treat physical and mental health problems as equally valid reasons for time off sick,” says Emma Mamo, head of workplace wellbeing at the mental health charity Mind. “Staff who need to take time off work because of stress and depression should be treated the same as those who take days off for physical health problems, such as back or neck pain.”

She says that categorising a day off as a “mental health sick day” is unhelpful, because it could “undermine the severity and impact a mental health problem can have on someone’s day-to-day activities, and creates an artificial separation between mental and physical health.”

Instead, employers should take advice from charities like Mind on how to make the mental health of their employees an organisational priority. They can offer workplace initiatives like Employee Assistance Programmes (which help staff with personal and work-related problems affecting their wellbeing), flexible working hours, and clear and supportive line management.

“I returned to work gradually, under the guidance of my head of department, doctors and HR,” one journalist from Hertfordshire, who had to take three months off for her second anorexia inpatient admission, tells me. “I was immensely lucky in that my line manager, head of department and HR department were extremely understanding and told me to take as much time as I needed.”

“They didnt make me feel embarrassed or ashamed – such feelings came from myself”

“They knew that mental health – along with my anorexia I had severe depression – was the real reason I was off work ... I felt that my workplace handled my case in an exemplary manner. It was organised and professional and I wasn’t made to feel embarrassed or ashamed from them – such feelings came from myself.”

But she still at times felt “flaky”, “pathetic” and “inefficient”, despite her organisation’s good attitude. Indeed, many I speak to say general attitudes have to change in order for people to feel comfortable about disclosing conditions to even the closest friends and family, let alone a boss.

“There are levels of pride,” says one man in his thirties who hid his addiction while at work. “You know you’re a mess, but society dictates you should be functioning.” He says this makes it hard to have “the mental courage” to broach this with your employer. “Especially in a small company – you don’t have a confidential person to turn to. Everyone knows everyone.”

“But you can’t expect companies to deal with it properly when it’s dealt with so poorly in society as it is,” he adds. “It’s massively stigmatised, so of course it’s going to be within companies as well. I think there has to be a lot more done generally to make it not seem like it’s such a big personal failing to become mentally ill. Companies need direction; it’s not an easy thing to deal with.”

Until we live in a society where it feels as natural taking a day off for feeling mentally unwell as it does for the flu, companies will have to step up. It is, after all, in their interest to have their staff performing well. When around one in four people in Britain experience mental ill health each year, it’s not a problem they can afford to ignore.

If your manager doesn’t create the space for you to be able to talk about wellbeing, it can be more difficult to start this dialogue. It depends on the relationship you have with your manager, but if you have a good relationship and trust them, then you could meet them one-to-one to discuss what’s going on.

Having someone from HR present will make the meeting more formal, and normally wouldn’t be necessary in the first instance. But if you didn’t get anywhere with the first meeting then it might be a sensible next step.

If you still feel as though you’re not getting the support you need, contact Acas or Mind's legal line on 0300 466 6463.

Anoosh Chakelian is senior writer at the New Statesman.