CASE STUDY


ILL HEALTH AND RETIREMENT


In an honest and open exit interview, one officer shares his story about how he felt left behind by his force after he was forced to be ill-health retired, and his advice on how forces can better support their colleagues in times of need. He writes: It took a long time before I did realise


that something was wrong with me. The way I was feeling and thinking became normalised and I became desensitised to it. I became a master at hiding it, boxing it away and projecting an image of someone I was not. Years later, I finally plucked up the


courage to ask for help and, even then, I was reluctant to ask for help for fear of the possible ramifications of any diagnosis on my work. I was eventually diagnosed with Post-Traumatic Stress Disorder (PTSD) with disassociation, adrenal burn-out syndrome, recurrent depressive disorder, with moderate to severe depression, and anxiety. I felt lost and broken. When it eventually came out, I don’t


think my colleagues knew what to say or do. Some approached me and were sympathetic while others avoided me and the topic. At times I felt ostracised as a result of my condition. My line manager was juggling


operational situations, organisational needs and managing a busy team. I was a problem that was not needed or wanted, another draw on their already over- burdened time. I felt that there was a lack of understanding of my diagnosis and the impact it was having on me on a day-to-day basis. My line manager was all about the organisational need and not about how to effectively support me onto a road to recovery and wellness. This steadfast rigidity to organisational need led to a significant and irrevocable drop in my mental health, an increase in my trigger response and ultimately my ill-health retirement. At the point that the internal staff


support network stepped in, I actually felt like someone was listening, offering effective support and practical solutions. For a long while, it was the actions of my Enable rep that managed to keep me at work until I eventually crumbled and broke under the weight and impact of my diagnosis and its daily impact on me. The work of Enable cannot be underestimated


and needs to be championed. Towards the end of my service and during the ill-health retirement process, my Federation rep stepped in to ensure the process was run effectively and timely. His help was a relief as it took away some of the pressure I was feeling. At the time I was feeling very guilt ridden, ashamed and embarrassed so his compassionate support and empathy really helped. I feel that my management could have


done better. By listening to the medical professionals and working out, based on that information, what the best way forward for both the organisation and for me would have given me the support I needed. Whenever there was a discussion about my diagnosis and my ability to work in specific environments, it always felt like a battle and filled me with dread and fear. I wanted them to see me as a person. To listen to me, work with me, be empathetic and honest and to be supportive. I just wanted someone to believe me and help me. Never once was I sat down and asked


exactly how it was for me. Being told “I’ve had that” was unhelpful, belittling and devaluing of my circumstances, situation and reality. It might have been an attempt at empathy but took no account of my own experiences and circumstances. There are some basic steps that could


be taken to improve the support offered to employees struggling with mental health illnesses. ■ Recognise that many individuals may suffer with poor mental health but that no experience is the same despite a similar diagnosis. Identify triggers for the individual and then remove them from their day-to-day work completely. Education is key. ■ Line managers should be as focused on their staff’s wellbeing and health as operational and organisational needs. We serve the public yes, but we need to look


after ourselves too. If we don’t, then how can we expect to serve the public effectively? ■ Find a solution and be supportive of the individual. Work with them to try to get them back to some kind of “normality”, so that they can be productive. Focus on what an individual can do not what they cannot do. ■ Create a realistic flexible action plan that works for both the individual and the organisation, and provide a wraparound service for support tailored to that person. Mental health treatment is not a one size fits all approach. ■ Be proactive to support staff mental health. Put things in place that are easily accessible and where no stigma is attached for accessing them. Support staff in accessing the support.


‘I felt lost and broken: I wanted someone to believe me and help me’


My retirement on ill-health grounds


passed in a whisper and a whimper. No one made contact on my last day with the exception of my Enable reps. It was two months after I had been retired that my line manager made contact, stating that they did not know I had retired as no one had told them. They made a tentative arrangement to meet me but the day came and passed with no contact. Ultimately, I feel let down by my force


as an organisation, and let down by my supervisors. I am now stable but accessing


considerable support. I live minute by minute, hour by hour and day by day. I am now better able to plan for the future knowing that there is one.


35 I POLICE I DECEMBER 2021


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