By planning in advance, organisations can ensure that everyone receives the support they need when they need it. Managers should work together with employees to develop a personal action plan to proactively manage their mental health. This allows people to plan in advance and develop tailored support for a time when theyre not coping so well. It also facilitates open dialogue with managers – leading to practical, agreed steps which can form the basis for regular monitoring and review.
Wellness Action Plan (WAP) template
1. What helps you stay mentally healthy at work? (For example: taking a lunch break, keeping a to do list)
2. What can your manager do to support you to stay mentally healthy at work? (For example: regular feedback and supervision, explaining wider developments in organisation)
3. Are there any situations at work that can trigger poor mental health for you? (For example: conflict at work, organisational change, something not going to plan)
4. How might stress /poor mental health difficulties impact on your work? (For example: find it difficult to make decisions, hard to prioritise work tasks)
5. Are there any early warning signs that we might notice when you are starting to feel stressed/ mentally unwell? (For example: changes in normal working patterns, withdrawing from colleagues)
6. What support could be put in place to minimize triggers or to support you to manage symptoms? (For example: extra catch-up time with line manager)
7. If we notice early warning signs that you are feeling stressed or unwell – what should we do? (For example: talk to me discreetly about it, contact someone that I have asked to be contacted). Please include contact names and numbers if you would like your line manager to get in touch with someone if you become unwell.
8. What steps can you take if you start to feel unwell at work? (For example: take a break from your desk and go for a short walk, ask your line manager for support)
Grant, Anthony M (2012). “An integrated model of goal-focused coaching: an evidence-based framework for teaching and practice” (PDF). International Coaching Psychology Review 7 (2): 146–165 (149).