City business

Nigel Jones, City Mental Health Alliance

 

Do people turn up to meetings? Do they commit to action? Do they meet those commitments? And do those actions, viewed objectively, make a difference?

Those are among the key questions I consider important in determining whether an initiative will have impact. The answers constitute evidence in the City of London business context. Although we have not yet sought to apply this approach to tackling childhood obesity, I believe it might add value also in that context.

As an example, the City Mental Health Alliance (CMHA) management team used the answers to these questions, among other criteria, to determine whether the initiative is worthwhile. We used these questions to see whether there is justification for the investment of time and money that we and our members have made in getting it off the ground, and sustaining and growing it over five years.

Our journey began with an informal chat between three individuals, all with busy, City-based day jobs and responsibilities for health and wellbeing in our respective organisations. All three organisations formed part of the food chain of City business – each was a provider and recipient of services. Based on initial discussions with their leaders, all recognised the importance of a healthy workforce; all blamed businesses in other parts of the supply chain for the long-hours cultures they ‘had to have’, and the consequently higher risk of ill health among our people; and all were acutely aware of the stigma attached to mental ill health and the challenge it presented to changing the status quo.

So we decided to get a few more City business people around the table, supported by real experts in mental health from Mind and Mental Health First Aid England. We did not wait for any evidence other than the views of the senior leaders. There was no statistical analysis, no randomised controlled study. We launched CMHA based on conversations with senior people and the enthusiasm of a small group of people who believed things could and should be improved.

Our vision is a healthier work environment in the City. We aim to achieve this by reducing stigma, improving mental health literacy and identifying (and encouraging the implementation of) practical steps that City businesses can take to improve people’s health – both mental and physical.

We do this in several ways. Firstly, by providing forums for senior leaders to interact on mental health-related topics. This is a key distinction between the CMHA and other business and mental health organisations and something which, in a recent consultation exercise with those leaders, they confirmed they still value. Secondly, by supporting senior City business people who want to share their stories of mental ill health (and how, in most cases, they have recovered and gone on to achieve even greater success). Thirdly, by collaborating on such initiatives rather than competing, both among our members and with other like-minded organisations. And last but not least, by acting as the voice of the City on mental health.

Has it worked? Against the criteria set out above, yes – at least to some extent – although we recognise there is still much to be done. Chairs, chief executives and other City business leaders came to our initial meetings and have continued to turn up on a regular basis. They have committed to take action: to get mental health onto the company board agenda, to support the great work their HR teams are already doing, and to encourage their peers and colleagues (and themselves) to speak more openly about their own mental health challenges. They are taking action on all these fronts and more.

And these City business leaders (by renewing their membership and complimenting the work we are doing) and the outside world have said it has made a difference. For example, CMHA was identified in a Lancet article on 7 October 2016 as an example of how business can contribute to the creation of health rather than sickness – providing the objective view to which I referred at the outset.

Have we avoided requests from members’ purse-string holders (their chief financial officers) for hard(er) evidence that they have obtained a good return on their investment? No. Do we recognise that more concrete evidence of what works and what doesn’t would help? Yes. (Having been trained as a biochemist and worked as a lawyer for the last three decades, I recognise the value of evidence.) But have we allowed the lack of such hard evidence to be an excuse for inaction? No. We rely instead on our personal conviction that it is the right thing to do, reinforced by regular feedback from our members and by positive, encouraging messages from independent people whose views we (and others) respect.

We have built an organisation on the back of the personal passion and commitment of a few individuals, with enthusiastic support from experts in the relevant field and seed funding from the three founder members, plus subsequent income from membership fees. We have benefited from volunteer support for management and administration, and from the societal shift we have all seen in recent years in relation to mental health.

Can this approach be used to help tackle childhood obesity? Experts in that field are obviously better placed than me to say. But from a layman’s perspective, I believe they can – no doubt in combination with other conventional or innovative approaches.

Success clearly cannot be guaranteed. But what’s the harm in giving it a go? What’s the worst that can happen? And the best?

Previous Next