It was at least a year too late when I realized that my firing of a talented, once-energetic employee didn’t need to happen. Her bubbly, sarcastic wit had turned at times malicious. Her engaging personality became more frequently sullen and withdrawn. Work performance deteriorated after years of strength.
I didn’t know it then, but extremely difficult home circumstances triggered this woman into an episodic depression spiral, one she was not then equipped to pull herself from alone. Not knowing the circumstances, I mistook her poor results for apathy. I didn’t explore alternative explanations and enough options to restore her results. I failed her as a leader/manager. Remarkably, she has since forgiven my inability to discern the true situation and remains a personal friend today.
If any manager should have seen the symptoms of depression and known how to help, it should have been me. I had gone through several depressive cycles, the worst coming as a teen when my pain turned for long stretches to suicide ideation. But I had pulled out of these cycles through trial-and-error rather than a clinical understanding of my disease. I figured out which behavioral changes helped turn my spirals upward without knowing there was evidence that these were the right approaches for many.
I hid my disease for decades, fearful that acknowledging I sometimes struggled with depression would damage my career or cause others to avoid or, perhaps even worse, pity me. Once publicly acknowledged, I dove into researching mental health challenges as an author and volunteer for NoStigmas, the American Foundation for Suicide Prevention and other organizations.
What I’ve learned would have made me far more effective in several prior roles leading a global corporate team, a Washington, D.C. congressional office, and even back to long-ago days as editor-in-chief of a large college newspaper.
For managers, the struggle in managing a depressed employee starts with even recognizing the behavior.