Breaking the Silence: Mental Health Stigma and Mine General Managers

A few years ago, while working in business development for a medical company, I encountered a stark reality that many mine general managers and executives face each day, both within the mine and the communities they support. I received a distressing call from one of my mining clients—a general manager had been brutally gunned down on his way to the mine that morning, succumbing to his injuries. This horrific event was allegedly tied to local unrest regarding the mine’s operations and the community’s pressures on leadership. On another occasion, a friend and mining director was kidnapped and held captive as perpetrators sought to exploit the mine’s resources. These situations underscore the intense personal risks these leaders face simply by fulfilling their roles.

For many mining leaders, this immense responsibility reaches far beyond the mine gates. These executives bear the weight not only of running a business but also of supporting entire communities that depend on the mine’s infrastructure, jobs, and local programs. Some mines support tens of thousands of people who rely on them for essential needs like power, sanitation, and food, a responsibility few general managers in other industries have. Imagine bearing responsibility for providing for thousands of families, building community infrastructure, and then balancing shareholder demands, all while contending with the constant pressures of safety, productivity, and financial performance. This overwhelming burden, combined with personal risk, can make for a lonely and frightening reality.

Despite their resilience and the profound challenges, they face, many mine leaders feel unable to speak openly about the mental toll. In a culture that prizes toughness, mine managers often feel they cannot show vulnerability without it being mistaken for weakness. This article explores the mental health challenges unique to mine general managers, the stigma that keeps these issues in the shadows, and why the mining industry must support a culture of well-being for these courageous leaders.

The Weight of Responsibility

Mine general managers bear immense responsibility—not just for the mine’s operational success, but for the safety and well-being of both workers and the surrounding community. In a blue-chip mining operation, a single mine may support over five thousand employees, each of whom often has family members who rely on them. This dynamic places tens of thousands of people’s livelihoods in the hands of the general manager. The responsibilities range from managing complex operational and financial risks to ensuring worker safety and environmental compliance. But with this comes immense stress, and in many cases, anxiety, or depression. Despite these pressures, the mining industry traditionally expects leaders to embody “toughness,” creating an environment where mental health struggles are rarely discussed.

The Stigma of Vulnerability in Leadership

The culture within the mining industry has long been one of resilience, grit, and stoicism. Vulnerability is often perceived as weakness, especially among those in leadership. General managers may worry that discussing mental health could make them seem “less capable” or “out of control.” This stigma around mental health makes it difficult for these leaders to share the burdens they carry, further isolating them in an already demanding role. Their inability to seek support not only exacerbates their mental health struggles but also diminishes their effectiveness, preventing them from bringing their best selves to work each day. This stigma forces leaders to walk a tightrope of maintaining strength for their teams, while carrying a weight that few others understand.

Mental Health’s Impact on Leadership Effectiveness

Studies show that mental health plays a critical role in leadership effectiveness. Unaddressed mental health issues can affect decision-making, workplace relationships, and even safety outcomes. For mine general managers, mental wellness is crucial for making sound, strategic decisions that impact not only the mine’s success but also the safety and livelihood of thousands. By addressing mental health openly, leaders can foster healthier workplace cultures, improve communication with their teams, and enhance their ability to make clear, well-informed decisions. Supporting mental health isn’t just beneficial for individuals; it’s a strategic imperative for improving leadership effectiveness and workplace outcomes across the mining industry.

Encouraging “Leadership Vulnerability” in Mining

“Leadership vulnerability” involves leaders demonstrating openness about their struggles with mental health, a courageous step that can set a powerful precedent for others. In industries like mining, where resilience is paramount, leadership vulnerability can reframe openness as a source of strength rather than weakness. When mine general managers are empowered to acknowledge their struggles, it humanizes their roles, allowing teams to see strength in honest self-reflection. By normalizing mental health discussions, mining companies can foster cultures of compassion and support, benefiting the entire workforce. In various industries, we’ve seen how leaders who embrace openness about mental health challenges positively impact their organizations, and mining can follow suit by creating spaces where mental health is prioritized.

Practical Steps for Mine General Managers to Prioritize Mental Health

Here are some strategies that mine general managers (GMs) can incorporate to prioritize mental health in themselves and their teams. Each example includes practical implementation guidance, expected outcomes, and ways to introduce and address challenges in using these approaches.

Flexible Work Scheduling

• Implementation: GMs can offer flexible work hours or periodic “mental health days,” especially during high-stress projects or challenging operational periods.
• Expected Outcome: Reduced stress and burnout, improved morale, and increased productivity.
• Approach with Teams: Introduce flexibility during team meetings to promote work-life balance and show understanding of unique pressures on employees.
• Statistics: Studies show that flexible work can reduce stress by 25% and improve job satisfaction by up to 80%.
• Challenges: Resistance due to traditional shift schedules; GMs can trial flexible hours with key staff and gradually expand.
• Introduction: Consider adding flexible scheduling after a major project completion or during slow seasons to ease teams into the practice.

On-Site Wellness Rooms

• Implementation: Establish a quiet wellness room or space on-site equipped with comfortable seating, calming decor, and wellness resources.
• Expected Outcome: Provides a designated area for relaxation, reducing immediate stress and encouraging short breaks.
• Approach with Teams: Introduce the wellness room as part of a broader commitment to employee well-being.
• Statistics: Employee access to wellness spaces increases relaxation and well-being by 60%.
• Challenges: Lack of available space; GMs could allocate or repurpose unused rooms as a trial.
• Introduction: Launch wellness rooms during high-stress project phases to provide instant relief options.

Regular “Check-In” Meetings

• Implementation: Schedule short, recurring one-on-one meetings for team members to discuss challenges, offer support, and address personal well-being.
• Expected Outcome: Strengthens relationships, builds trust, and allows managers to identify and address stressors early.
• Approach with Teams: Frame check-ins as a routine, supportive touchpoint rather than performance reviews.
• Statistics: Consistent manager check-ins reduce employee stress by 35% and increase engagement by 30%.
• Challenges: High workload might make scheduling difficult; consider shorter, monthly check-ins as a starting point.
• Introduction: Begin during onboarding for new hires or around performance review times to emphasize continuous support.

Stress Management Workshops

• Implementation: Bring in professionals to conduct workshops on stress management tailored for mining’s unique demands.
• Expected Outcome: Increased awareness of stress-reduction strategies, leading to better coping mechanisms.
• Approach with Teams: Encourage attendance by framing it as a team-building experience that’s beneficial in all areas of life.
• Statistics: Stress management programs have been shown to reduce perceived stress by 32%.
• Challenges: Initial reluctance due to perceived irrelevance; frame workshops as directly applicable to operational challenges.
• Introduction: Host workshops before a known stressful period, such as project launches or audits, to equip teams in advance.

Mental Health Training for Managers

• Implementation: Offer managers training in identifying and addressing mental health issues in the workplace.
• Expected Outcome: Empowers managers to provide proactive support, contributing to a mentally healthier environment.
• Approach with Teams: Announce it as part of a wider commitment to creating a supportive and understanding workplace culture.
• Statistics: Mental health training for managers improves workplace morale by up to 40%.
• Challenges: Time constraints; consider providing condensed or online options to fit managers’ schedules.
• Introduction: Introduce training during annual or quarterly management development sessions.

Access to Digital Wellness Apps

• Implementation: Provide employees with subscriptions to wellness and mental health apps like Calm, Headspace, or MyStrength.
• Expected Outcome: Easy access to relaxation and stress-management resources anytime, even in remote locations.
• Approach with Teams: Emphasize the flexibility and privacy of digital resources, allowing employees to use them when needed.
• Statistics: App-based mental health interventions reduce anxiety and stress by up to 55%.
• Challenges: Digital access in remote areas; consider offering offline content options.
• Introduction: Roll out apps as part of a larger wellness initiative or during Mental Health Awareness Month to build momentum.

Encourage “Unplugged” Breaks

• Implementation: Create guidelines encouraging employees to take unplugged breaks from technology and spend time outdoors when possible.
• Expected Outcome: Reduces screen fatigue and promotes mental clarity.
• Approach with Teams: Communicate that unplugged breaks are encouraged for all staff to reset and recharge.
• Statistics: Regular unplugged breaks can increase productivity by 40% and reduce stress.
• Challenges: Reluctance due to workload; start with 10-minute unplugged breaks to test the benefits.
• Introduction: Implement unplugged breaks during lunch or shift changes, encouraging managers to lead by example.

Create “No Meeting” Days

• Implementation: Designate one day a week for no meetings, allowing staff to focus on their tasks without interruptions.
• Expected Outcome: Reduces meeting-related stress and allows uninterrupted time for critical tasks.
• Approach with Teams: Frame it as a productivity boost and respect for employees’ time and workload.
• Statistics: No-meeting days have shown a 71% increase in focus and productivity.
• Challenges: Difficulty scheduling around critical issues; choose fewer demanding days for a no-meeting policy.
• Introduction: Announce no-meeting days during busy times when employees need extra focus.

“Health First” Policy on Sick Leave

• Implementation: Establish a clear “health first” policy where sick leave includes mental health without judgment or stigma.
• Expected Outcome: Normalizes mental health care and encourages employees to take necessary breaks.
• Approach with Teams: Publicize the policy and emphasize its importance to overall productivity.
• Statistics: Companies with “health first” policies report a 50% reduction in burnout.
• Challenges: Potential stigma still attached to mental health leave; communicate its benefits for long-term productivity.
• Introduction: Introduce during health and wellness discussions or updates to employee handbooks.

Host Monthly Mental Health “Lunch and Learns”

• Implementation: Arrange informal sessions where employees can learn about mental health topics over lunch.
• Expected Outcome: Increases awareness and reduces stigma around mental health.
• Approach with Teams: Present it as an optional, relaxed learning opportunity to encourage attendance.
• Statistics: Lunch and learns on mental health improve team communication and morale by 25%.
• Challenges: Attendance may be low initially; provide food or incentives to encourage participation.
• Introduction: Host sessions monthly and tailor topics based on team interests or needs.

Implement an Open-Door Policy

• Implementation: Make it clear that employees are welcome to approach managers with any concerns, including mental health.
• Expected Outcome: Builds trust and gives employees the confidence to seek support when needed.
• Approach with Teams: Reinforce regularly in team meetings and one-on-ones to show it’s a sincere commitment.
• Statistics: Open-door policies improve workplace morale by up to 30%.
• Challenges: Staff may still hesitate to open up; remind them of confidentiality and reiterate during stressful times.
• Introduction: Establish this policy early and reinforce it at the start of new projects.

Provide Financial Counselling Services

• Implementation: Offer access to financial counselling, as financial stress can be a significant factor in overall well-being.
• Expected Outcome: Helps employees manage financial stress, which is often linked to mental health.
• Approach with Teams: Position it as a proactive support to relieve stress and improve financial literacy.
• Statistics: Financial counselling can reduce stress by 40% and increase job satisfaction.
• Challenges: Privacy concerns may deter use; provide options for confidential, third-party counselling.
• Introduction: Announce during annual benefits updates or budgeting periods when financial stress may peak.

These strategies offer practical ways for mine general managers to prioritize mental health for themselves and their teams. By introducing and normalizing mental health practices in day-to-day operations, GMs can create a more resilient, supportive environment that allows everyone to perform at their best while maintaining well-being.

Practical Steps for Stakeholders to Prioritize Mental Health for Mine General Managers

Stakeholders, including shareholders, board members, and senior executives, have a crucial role in supporting the mental health of mine general managers (GMs). The following examples outline ways stakeholders can prioritize mental health, offering practical implementation steps, expected outcomes, methods for engagement, relevant statistics, and potential challenges with solutions.

Establish Confidential Mental Health Support Programs for Executives

• Implementation: Fund and introduce confidential mental health programs specifically designed for high-level executives, offering therapy or coaching tailored to the pressures of mining leadership.
• Expected Outcome: Provides GMs with trusted, private mental health support, which can increase resilience and reduce burnout.
• Engagement: Emphasize confidentiality to encourage GMs to participate without fear of judgment.
• Statistics: Executive coaching and therapy have been shown to increase well-being by 42% and reduce turnover by 25%.
• Challenges: Concerns about confidentiality; assure GMs that programs are third-party operated.
• Introduction: Launch the program during executive retreats or annual reviews, stressing that it’s a proactive support measure.

Include Mental Health Metrics in Performance Reviews

• Implementation: Integrate mental health and well-being as metrics in GM performance reviews, encouraging a balanced approach to professional responsibilities and personal well-being.
• Expected Outcome: Signals to GMs that their well-being is a priority, promoting a healthier work-life balance.
• Engagement: Set clear, attainable goals that incorporate mental health as part of overall leadership performance.
• Statistics: Companies incorporating mental health metrics in reviews see a 32% decrease in executive burnout.
• Challenges: Resistance due to focus on traditional performance metrics; communicate that well-being metrics improve long-term productivity.
• Introduction: Introduce during mid-year reviews as part of a broader performance strategy.

Sponsor Resilience Training Workshops for Executives

• Implementation: Organize resilience workshops focused on handling high-stress situations and work-life balance, tailored for the unique demands on mine GMs.
• Expected Outcome: Builds stress management skills, enhancing coping mechanisms and overall performance.
• Engagement: Promote workshops as essential training to improve both personal well-being and professional resilience.
• Statistics: Resilience training can improve emotional well-being by up to 40% among high-stress professionals.
• Challenges: Time constraints may limit participation; offer sessions as part of scheduled executive meetings.
• Introduction: Provide training before major projects or busy periods to equip GMs with tools for handling stress.

Encourage Mandatory “Wellness Days” for GMs

• Implementation: Implement a policy that allows GMs to take periodic “wellness days” specifically for mental health without the need for justification.
• Expected Outcome: Reduces stress and gives executives time to recharge, ultimately improving focus and productivity.
• Engagement: Frame wellness days as essential to sustaining long-term effectiveness and productivity.
• Statistics: Wellness days can decrease executive burnout by up to 35%.
• Challenges: GMs may feel hesitant to take these days; senior stakeholders can encourage participation by leading by example.
• Introduction: Begin with quarterly wellness days, then expand based on GM feedback and workload demands.

Provide Access to Executive Retreats with Mental Health Focus

• Implementation: Organize retreats specifically for executive mental health and relaxation, with a focus on peer support, stress management, and rejuvenation.
• Expected Outcome: Strengthens executive relationships, reduces stress, and offers a supportive network for GMs.
• Engagement: Highlight retreats as opportunities for both relaxation and professional development.
• Statistics: Executive retreats with a mental health focus improve job satisfaction by 28% and reduce stress.
• Challenges: Time and logistical challenges; consider hosting retreats close to the operation to minimize travel.
• Introduction: Offer these retreats at the end of significant projects or challenging quarters.

Create a Mentorship Program with a Focus on Well-Being

• Implementation: Develop a mentorship program that pairs new GMs with seasoned executives who prioritize mental health, offering guidance and support.
• Expected Outcome: Builds camaraderie, reduces isolation, and offers practical mental health strategies from experienced leaders.
• Engagement: Encourage mentors to discuss the importance of mental health openly.
• Statistics: Mentorship programs can increase job satisfaction by 33% and reduce stress by 20%.
• Challenges: Availability of mentors; involve retired or semi-retired executives to expand mentorship options.
• Introduction: Introduce during onboarding for new GMs or when expanding executive roles.

Provide Financial Support for Family Counselling or Therapy

• Implementation: Offer subsidies or financial assistance for family counselling to address the stress that mine GMs and their families often experience.
• Expected Outcome: Reduces family-related stress and offers support for GMs’ loved ones, who are directly affected by the job’s demands.
• Engagement: Emphasize family support as essential for GMs’ holistic well-being.
• Statistics: Family counselling support reduces work-related stress by 30% among executives.
• Challenges: Privacy concerns; provide confidential options through third-party providers.
• Introduction: Announce as part of annual benefits updates to reinforce family-centred support.

Regular Stakeholder “Check-Ins” Focused on Well-Being

• Implementation: Schedule regular meetings between stakeholders and GMs focused on well-being, providing a non-judgmental space to discuss challenges.
• Expected Outcome: Builds a supportive culture, reduces stress, and offers GMs a trusted channel to discuss mental health needs.
• Engagement: Frame as a well-being check, separate from regular performance meetings.
• Statistics: Regular check-ins improve employee morale by 26% and reduce turnover by 19%.
• Challenges: GMs may fear judgment; assure them these meetings are solely for well-being, not performance.
• Introduction: Begin after a challenging project or during quarterly reviews to establish ongoing support.

Sponsor Leadership Training on Managing Mental Health

• Implementation: Fund leadership programs that train GMs in mental health management techniques specific to the mining sector.
• Expected Outcome: Equips GMs with the skills to handle mental health challenges and lead by example.
• Engagement: Promote the training as a valuable part of leadership development that benefits the entire organization.
• Statistics: Mental health-focused leadership training improves productivity by 21%.
• Challenges: Lack of time; offer training during annual development programs or online modules.
• Introduction: Introduce training at the start of the fiscal year as part of leadership development goals.

Introduce Wellness-Inspired Performance Incentives

• Implementation: Align executive performance bonuses with wellness milestones (such as participation in mental health initiatives or wellness days taken).
• Expected Outcome: Encourages GMs to prioritize mental health, making wellness part of performance and incentive structures.
• Engagement: Clarify that incentives are meant to support, not pressure, participation.
• Statistics: Performance incentives linked to wellness goals reduce executive stress by 18% and improve engagement.
• Challenges: Misinterpretation of incentives as “forced participation”; emphasize flexibility and voluntary nature.
• Introduction: Add as a performance metric during annual reviews or while setting annual performance goals.

These steps provide stakeholders with actionable ways to prioritize the mental health of mine general managers, who shoulder immense professional and personal responsibilities. Through financial support, wellness policies, and open lines of communication, stakeholders can foster an environment where GMs feel supported and empowered to take care of their mental well-being.

Conclusion

Mine general managers carry immense responsibilities, balancing the well-being of entire communities with the relentless demands of productivity, safety, and financial performance. These leaders face unique pressures that extend far beyond typical industry challenges, making it vital to address and support their mental health. Embracing leadership vulnerability and actively prioritizing mental wellness can foster a mining culture where resilience is rooted in authenticity, balance, and compassion.

Stakeholders play a crucial role in this transformation by providing dedicated mental health resources, promoting supportive policies, and championing initiatives that recognize the human aspects of leadership. Together, mine general managers and stakeholders can establish a new standard of strength in mining—one that values well-being alongside productivity. By committing to a culture of mental wellness, the mining industry can inspire a legacy of care, resilience, and sustainable leadership that benefits not only the leaders themselves but also the countless lives they impact.