Why the pressure to be perfect is impacting our mental health

We all make mistakes, to err is human, and so on. These phrases are clichés for a reason, and yet many of us continue to strive for perfection in our personal, professional and social lives.

Sophia Durrani, managing partner, strategy at media agency UM explains that they recently carried out some research to see how prevalent this feeling is, as it has major implications for how people behave – and, more importantly, for their ongoing mental health. It revealed that 41% of the 1,683 adults from UK and Ireland we surveyed – with a roughly equal gender split – would describe themselves as ‘perfectionists’.

That figure is highest in young adults, as more than half of those aged 16-24 and around half of 25-34s identify that way.

Unsurprisingly, that need for perfection puts a lot of pressure on our shoulders – and it seems women are facing the perfect storm, both in the workplace and from society at large. The study further revealed that women are not just perfectionists but they feel the pressure to be perfect the most acutely: 75% say as much, compared to 62% of male respondents. Some of the biggest areas where they feel this pressure are being a parent, being attractive and meeting family expectations.

In addition, and perhaps most relevantly for the business community, around a third of adults say they feel the most pressure while at work. Although more men say they feel this pressure than women, they’re rarely under pressure to “be attractive”, “look nice” and “always be on good form” in the workplace the way women are. The research found that these pressures affected females the most.

Frankly, these figures should be a wake-up call to managers about mental health in the workplace, particularly for their female employees. A huge amount has been written about the negative effects of stress, and according to the Health & Safety Executive more than 11 million days are lost at UK businesses every year because of stress at work. If nearly half of employees consider themselves perfectionists, with all the associated pressures that entails, that figure is unlikely to go down without serious help.

These findings highlight that businesses need to do more to respond to the challenges of this constant pressure to be perfect – to do more to help their employees in the moments that matter. Hence more and more are developing initiatives designed to reduce stress and bring balance back to their employees’ lives.

In some cases, that means smarter, more agile working practices and understanding that not everyone works the same way. Email policies, for example, can reduce pressure on employees by noting that an immediate response outside working hours, even to a message from the boss, is not expected.

There are other potential initiatives for businesses to try too: ranging from mindfulness meditation to health and fitness courses to flexible and remote working. And let’s not forget the impact that one-to-one coaching can have on employees’ wellbeing in the workplace.

But it has to be more than this. Yes, these programmes are really helpful in helping employees manage stress, but this doesn’t get to the root of the problem. We need to radically rethink our attitudes to what’s realistic, as opposed to the ideal outcome in the workplace.

Essentially, something has to give. It isn’t feasible to be a high-flying executive and a domestic goddess managing an unfair share of the domestic load and to be the perfect parent. Yet we try and that’s simply not possible unless we can afford help or have (willing) family living nearby. Let’s be realistic, the former is highly unlikely for the average millennial. And then there’s the constant guilt: either you aren’t achieving at work, or you’re letting down your nearest and dearest.

Perfectionism means everything takes longer. And so either you put in the extra hours, or other things start to slip. Either way, perfectionism can breed stress and ultimately leads to burnout. It’s little wonder that there’s a lack of senior women in the highest echelons of the business world – and that’s not healthy for anyone.

Photo by Gokil on Unsplash

Creating an environment that motivates millennials

By 2025, 75% of the global workforce will be made up of millennials; a shift that businesses need to prepare for in order to attract and retain workers.

Forget about the misconceptions, millennial employees can be just as hardworking, spirited and loyal as any other generation; it’s all about how you motivate them.

As the race is on to captivate their attention, many companies are asking the same question: how can you harness the skill and determination of millennials and create a culture that inspires them to succeed? Cognism’s Chief Revenue Officer, Nazma Qurban, looks at how companies can foster a culture where millennials can thrive and talent is retained.

Become a mentor

Traditionally, the manager-employee relationship has been centred around achieving the objectives of the business or department. However, managing purely based on performance won’t work with millennials; in order to see the whole picture, companies need to move their focus to development.

From fostering an open-door policy to setting up regular one to one meetings to discuss both personal and work-related issues, managers should always put personal growth first. Casual conversations can lead to feelings of trust and by becoming a mentor that acknowledges the employee’s strengths, employees become empowered to make their own decisions. It is only then that they will truly learn for themselves.

Pave the way for a future

91% of millennials consider the opportunity for rapid career progression as one of the most important aspects of a job. Ultimately, they want to know that if they work hard, they will reap the rewards. So, making sure encouragement and benefits such as salary and remuneration are in place is key to increased productivity and performance.

If space is created for people to step up, they will do so. Putting a progression plan in place from the start is the best way to make a millennial employee feel that you, as an employer, prioritise their career growth and advancement. And job titles really do matter; for motivated millennials, a job title reflects their status and success. Giving them a taste of authority will give them a sense of purpose which could help drive company success.

Cultivate a culture

Millennials want an environment that lets them thrive, but how can companies make this happen? With many millennials fresh out of university, replicating the university environment in the workplace through socialising and collaboration is a great way to engage them.

Creating a business unit which doesn’t feel isolated from other departments and doesn’t have any members of the management team locked behind glass doors, is the first step. Once this roadblock is removed, the workplace feels immediately more inclusive. Solving the problem of diversity through regular collaboration will help build a supportive environment that millennials want to be a part of.

Celebrate success

Millennials respond well to a celebratory culture; this shouldn’t just be limited to business success, but inclusive of both team and individual success too. Celebrating milestones such as a great customer review, when a contract is signed, or even their triumphs outside work will give millennials the positive reinforcement to keep achieving.

One way this works is through company socials and entertainment. Assigning a dedicated budget to host regular activities at work will help blur the line between work and play. Whether it’s team lunches, beer and pizza evenings or even an annual trip away, when people enjoy what they do and who they do it with, they will feel like they have a sense of purpose.

Champion transparency

Millennials expect transparency and are willing to be transparent in return. Being open and honest in both communications and conduct will go a long way in winning the hearts of millennials. Opening up these conversations and creating an inclusive environment will make them feel a level of value and respect whereby they can impact actual change.

Giving them the opportunity to innovate and pursue their personal interests in the professional setting is one way companies can keep things fresh and provide them with the opportunity to get involved in the way the business is run. After all, you never know what hidden talents might transform your business.

Conclusion 

Business owners need to realise that it’s no longer about what millennials can bring to the company, but what the company can bring to millennials. Working with millennials needn’t be an obstacle. If organisations invest in them as people and not employees, they will create a happier team, which is inevitably more effective and motivated and set up to succeed every time. Engage with millennials in the right way and there are no limits to what can be achieved.