Danger man?

The one thing everybody knew they would get from Nicolas Sarkozy was change. So no one will be surpr

"I am a little Frenchman of immigrant stock . . .

"I have known failure and had to overcome it."

So said Nicolas Sarkozy, the new president of France, whose modest self-assessment masks an ambition the size of Macbeth's. That is not to say his reign will surprise France; it promises rather to shake the nation out of its hidebound ways. His rise to power breaks an old mould, presenting the world with a new France much as Margaret Thatcher once introduced a new Britain.

It seems clear that there will be greater change with Sarkozy than there could have been with Ségolène Royal, the left's defeated presidential candidate, because it is a surge of energy that the French have voted for. In the recent years of economic torpor, ghetto disturbances and social despond, France has looked like the sick country of Europe. Poor Ségolène, "new" as she appeared, was hobbled by a little too much old Socialist baggage to be able to offer enough energy. Though Sarkozy, aged 52, has served near the top of the conservative government for five years, he has none the less convinced enthralled voters that he offers change aplenty. With Sarko, it would seem, taboos are there to be broken.

Danger man! Brute! Chancer! Epithets that cling to the diminutive president-elect - mostly thrown by the humbled left, it must be said - have actually served to promote his cause: a break with past political thinking and with a national aversion to risk.

If this Thatcher-in-trousers is heading into an inevitable confrontation with the unions, no one can say he hasn't prepared France for the scrap. He will amend the 35-hour working week so that it is no longer the reposeful regulation it implies; he will force strikers to maintain a minimum service for trains, buses and other public services to prevent the total standstills to which France is wearily accustomed; he will slice into the bloated state bureaucracy, where the unions are strongest, by permitting one replacement for every two retiring government office workers. As a prospective union tamer, he has to contend not so much with the size of union membership (the numbers are proportionately smaller than in Britain), but with the benefit-driven French culture that the unions resolutely uphold.

Roughly stated, President Sarkozy's goal for the French is: put aside the welfare culture, work more, earn more and thereby enrich the country, thus creating more jobs. The accent is on the value of hard work and getting up early to start it. He and his supporters have coined a wonderfully bleak word for work-shyness that hardly needs translating - assistanat. Sarkozy's France is poised to remove equality and perhaps fraternity from the illustrious triad formed in 1789.

Uncompromising

His is a free-market, self-responsibility venture that he claims every advanced country in Europe, from Britain to those in Scandinavia, and lately Germany, has adopted to its advantage. In this sense, he represents not so much novelty as catch-up politics with a conservative twist. Long ago, when he first started planning his assault on the presidency, he provoked fellow conser vatives by saying that the traditional "French model", pursued to differing degrees by both left and right, no longer worked. His iconoclastic solution: "When something doesn't work, change to something that does." Conservative grandees, from the outgoing president Jacques Chirac down, have loathed Sarkozy for his pushiness, though they have felt it wise to keep him in charge of law and order as interior minister, where his uncompromising language has proved popular with most sections of opinion except the young and immigrants.

The man who will rule France for the next five years, very possibly ten, speaks his mind more than most politicians. He has taken the politics of the personal to unexplored frontiers in France and voters have evidently admired the candour, however contrived. Ségolène Royal, for all her courage, came across as closed and humourless by comparison, reciting her caring leftist beliefs by rote. In the end, his victory came with a clear six-point margin (53 per cent to 47 per cent) - quite enough, in view of a vigorous voter turnout, to give him full legitimacy to carry out his programme. Moreover, he has done France the favour of incapacitating the extreme right, ending the truculent career of Jean-Marie Le Pen.

The "little Frenchman of immigrant stock" is indeed the son of an immigrant, a distressed but not impoverished one - a Hungarian squireling who landed in France before Hitler's war to avoid the turbulence in the Habsburg lands, and then married the daughter of a Jewish doctor from Ottoman Greece, himself a naturalised Frenchman and convert to Catholicism. The exotic marriage failed, leaving what Sarkozy calls a bitterly unhappy mark on his childhood. He became a lawyer before turning to full-time politics with extraordinary zeal in his mid-twenties. To the delight of the gossip columns, the personal candour he has come to trade upon reaches to owning up about his on-off relations with his wife, Cécilia, who twice left home on his route to the presidency and who at his moment of triumph on election night last Sunday was absent, showing up only for a mass late-night victory party on the Place de la Concorde.

Whiff of nationalism

As such, Sarkozy is a largely sympathetic figure even if you don't care for his policies. Besides the dynamism, there is an easy intimacy - a desire to be matey - that is likely to disarm even dour Gordon Brown. Tony Blair, whom Sarkozy has often cited as his example, made a video in French and rushed it to Paris for the TV networks to congratulate "mon ami Nicolas".

The object of Blair's affections is far from an ideologue: for Danger Man read, more accurately, Action Man. His emphasis on national identity - for which he intends to create a new government ministry - carries a whiff of nationalism of the kind that many people in France and abroad frown at, and is certainly a concern for today's mainly Arab immigrants in France, yet he presents it as the key to successful integration. That said, yes, he is tough on immigration. Those who insist on treating women as inferior or who don't learn French will fail the identity test he has in mind for newcomers. He wants to fix immigration quotas according to the newcomers' capacity to find work and housing. With him, French identity is deeply emotional stuff, as he indicated when claiming victory: "I love France as one loves someone dear who has given you everything, and now it is my turn to pay her back for what she has given me."

Don't look for grandeur, though. Listen instead for some sharp crowing from the French cock, especially on the vexed subject of Europe, which he is making his first priority. Immediately after taking office on 16 May he will head for Brussels and then Berlin, where Angela Merkel awaits him to revive the elusive EU constitution that France threw out in a referendum just two years ago. He is, he affirms, a committed European and he supports the concept of political union from which Blair and Brown have shrunk.

He will sign up to Merkel's slimmed-down constitutional treaty, containing the essentials of the rejected one, and have it ratified by a new French parliament to be elected in June. No more awkward referendums on Europe for Sarkozy.

The cock will crow loudest over Europe's economic status. While he embraces the market-capitalism ethic for his new France within the EU, Sarkozy is too wary of "outsourcing" to agree to leave Europe without protection from the rest of the world. Economic intervention is one temptation French leaders can't resist, and the new president will be no exception. For a brief period when he served as finance minister between his law-and-order responsibilities, Sarkozy's sniping at the European Central Bank showed that he dislikes the very thing that makes it tick - its independence. He wants member states to guide the bank in setting interest rates. Here lies ground for conflict with Brown, for while Britain is not in the eurozone, the PM-to-be prides himself on his initiative in making the Bank of England independent.

Royal and the French left are adrift once more, as they were after the previous presidential election in 2002. They are a social-democratic tribe without its script and logo: they confess they have been too slow to shed hoary socialist principles and lingering Marxist ideas for the modern electorate. Their outlook is bleak for the legislative elections on 10 and 17 June.

Sarkozy should have little trouble in inducing voters to give him a sizeable parliamentary majority in the two-round poll. He promises to give parliament more power, but only to assert himself as an American-style president exerting close executive control - less the omnipotent umpire that past presidents have been, more the Action Man. His ambition may yet be chopped and sawn by the unions, but the trees have a long, long way to go to Dunsinane.

This article first appeared in the 14 May 2007 issue of the New Statesman, What now?

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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.

This article first appeared in the 14 May 2007 issue of the New Statesman, What now?