Maintaining mental health and wellbeing at work: a conversation with Nina Elegba of Recess Living

Work-related stress and mental health problems are costing UK businesses up to £45 billion a year, according to a 2020 Deloitte report. This staggering sum highlights the urgent need for effective workplace mental health strategies. Despite growing awareness, there remains a significant gap between recognition of the problem and implementation of solutions. The pandemic has further exacerbated this challenge, with only 14% of employees feeling comfortable discussing the topic openly at work (MHFA England).

Nina Elegba, with her background in the television industry, founded Recess Living, a company offering a range of well-being workshops, inspired by science and creativity, designed to help businesses promote compassionate leadership and healthy productivity.

In this interview, she shares her unique perspective on mental well-being at work, the implementation of preventative measures, as well as better support for workers to combat the stigma surrounding this subject.

How has your experience in the audiovisual industry influenced your vision of mental health in the workplace, inspiring you to create Recess Living?

The TV industry is a very creative but also intense and stressful sector, especially as a freelancer constantly looking for the next opportunity. Driven by my passion for my work, I often struggled to establish boundaries between my professional and personal life, neglecting rest, which ultimately led to burnout. This experience made me realize the crucial need to prioritize my mental health and well-being.

A major turning point for me was discovering how to harness my natural energy. I tried traditional meditation methods, but preferred active methods like crafting. The therapeutic benefits of mindfulness became evident through creative activities, where keeping busy with tactile tasks calmed my mind. As I explored various forms of meditation, I learned that mindfulness doesn’t have to be static; it can be active and dynamic.

This journey inspired the launch of Recess Living, showing people different ways to manage their mental health and wellbeing. There is no one-size-fits-all solution; what works at one point in life may evolve at another.

Offering different tools and resources allows individuals to build a complete toolkit for their well-being. Art and creativity are at the heart of our offerings, complemented by collaborations with coaches and practitioners to create holistic well-being experiences.

What is your definition of mental well-being at work?

For me, it’s the ability to align your work with your mental health and wellbeing, and to feel valued as a human being rather than ‘just a part in the machine’. It’s about creating a space where people can work according to their natural energy levels and prioritise rest.

I am a big believer in the concept of "slow work", sometimes called slow productivity. There is a lot to be said for how we use productivity to evaluate and manage ourselves as "good workers", often based solely on results.

Mental wellbeing at work also means having access to resources, information and support when you are at your best, as well as during times of difficulty. It is important to be able to say, “I am not well, I am going through a difficult time mentally,” without fear of judgement or negative consequences. Mental health fluctuates, and it is crucial to work in an environment where you are respected no matter where you are on the spectrum.

Creating spaces for active sharing, learning and connection is essential, given that we spend a large part of our lives at work.

What are the most common mental health issues you have encountered in the workplace?

The events of the last few years have really shone a light on the importance of employee happiness and wellbeing in the workplace. Terms such as ‘the Great Resignation’, ‘the silent exit’ and ‘the silent layoff’ are not just buzzwords; they reflect real challenges in today’s workplace. We are currently living and working in a context of recession, layoffs, budget cuts and a cost of living crisis, all of which contribute to a period of uncertainty and transition.

This has led to increased stress, burnout, anxiety, and depression. Additionally, there is an epidemic of loneliness in the workplace. While the pandemic has highlighted the benefits of remote work, it has also led to fragmented teams and a loss of connection.

In response, there has been a significant push to create more connection points for employees, focusing on a human-centered approach and exploring different ways for people to engage and connect with each other. The sharing of information has broadened our understanding of wellbeing and mental health, considering not only the physical but also the mental aspects.

We are now paying more attention to areas such as financial wellbeing, caring responsibilities and the impact on families. Issues such as perimenopause and menopause are being recognised in the workplace, as well as how people navigate mental illness and different learning abilities. The pandemic has shown us that work and life are deeply intertwined, placing an emphasis on a holistic and whole person perspective.

Despite increased awareness, why do you think there is still a stigma surrounding mental health in the workplace, and what strategies can be deployed to address this?

Destigmatizing mental health in the workplace really starts at the top. There’s a lot to be said for leaders who can co-create open spaces with their team where everyone can share and discuss their mental health and wellbeing, as well as the resources and tips that have helped them on their journeys.

When managers talk openly about their mental health, sharing both their struggles and what brings them joy, it opens the door for employees to do the same, preventing them from weathering the storm alone.

Managing with compassion and empathy, encouraging a growth mindset and reframing failure as a learning opportunity are crucial. It is important to create an environment where people can play, experiment and develop resilience. Managers should model how to make space for rest in their workplace, actively promote flexible working and take mental health days themselves.
When leaders take mental health days and communicate this to their teams, it sends the message that it’s okay for everyone to do the same when needed. Companies can also support mental health by working with external entities such as therapists or coaches, and making sure employees know it’s okay to prioritize these sessions.

Creating opportunities for employees to meet and connect outside of their regular roles is crucial. Events such as creative workshops, social events, and team rewards help foster relationships on a human level. These initiatives are essential to building a supportive and understanding work environment.

Can you explain how your workshops, conferences and retreats support businesses?

We create joyful and enriching experiences that foster connection and provide accessible ways for teams to care for their mental health and well-being. Through our creative workshops and retreats, we offer activities such as mindful pottery sessions, marbling workshops and creative journaling exercises. These experiences encourage mindfulness and connection, both to oneself and to other participants.

Our sessions offer a sense of escape, exploration and self-expression, harnessing the benefits of creative play and art. I call them ‘active meditation’ – meditation for active people. It allows individuals to channel their energy and release it through various mediums, giving them permission to be playful and creative. This approach fosters new forms of connection in the workplace, engaging different facets of oneself. As adults, we often forget the benefits of play and play therapy, so providing spaces for curiosity and fun, without the constraints of deadlines or client demands, goes a long way in helping to manage stress, burnout and anxiety.

Through experiences like our Twice as Nourished dinners and retreats, we combine our professional expertise with shared, lived experiences. This creates an enriching and unique environment for our guests and clients. All our activities are designed to help employees actively take care of their mental health and well-being, prevent burnout and stress, increase happiness and strengthen team morale.

We also work with our clients to deliver workplace wellbeing and cohesion events, as well as breakout sessions within a range of organisations, such as Black and Ethnic Employee Network groups, women’s groups and leadership groups. We create spaces for marginalised communities to connect, share and learn from each other.

Ultimately, our goal is to show different ways to care for mental health and wellbeing, which leads to increased workplace happiness, a sense of connection and belonging, as well as reduced employee absenteeism and “presenteeism”.

How can companies ensure that their remote or hybrid employees are not excluded from these events, especially when physical distancing can pose challenges?

It’s important to be intentional about creating opportunities for all members of a team to feel connected by using digital or physical spaces effectively. Digitally, you can use platforms like Slack to set up different communication channels. For example, you could have channels dedicated to ‘Weekly Successes’, sources of joy, wellbeing tips and sources of inspiration. One approach we’re supporting with our clients is to offer more online and hybrid activities. For example, for our pottery workshops, we’re running sessions in the workplace and simultaneously sending kits to team members working across the UK.

We also partner with European teams, providing opportunities for all members to participate, whether they are in the office or working remotely. Additionally, we host in-person meetups, such as quarterly or bi-annual retreats, to foster team cohesion. To make these meetups accessible, some clients choose locations that are equidistant from all team members, ensuring that travel is manageable and not always concentrated in one location.

It’s about finding different ways to create connection points and bring the team together, even if they’re not physically together all the time. It’s also important to remember that not all activities need to be technology-based. For example, organising ‘walk and talk’ sessions, where team members plug in their headphones and walk together at the same time, can help to create connections while being in different parts of the UK, or even the world.

This approach ensures that team cohesion can occur in different forms, beyond simple digital interactions.