Define the 'why' for your industry

Define your why 

Your industry’s why may be different from another industry’s why, reflecting trends, external factors and emerging concerns most important for you. 

Your why may be striving to create a positive state, or it could be focused on addressing an area of concern. There is no right way to define a why, provided it is something that is of shared importance across the industry. 

Some examples of the why behind other industry initiatives include: 

• high rates of suicide or mental ill health within the industry 
• national or international trends that threaten financial or job security (e.g. economic downturns, technological disruption or COVID-19) 
• increasing awareness of risks and hazards that affect mental health in specific roles (e.g. emergency workers, fly-in fly-out workforces) 
• rising number and cost of workers compensation claims 
• difficulties attracting and retaining talented people because of negative cultures or conditions 
• people with living experience of mental ill-health sharing their stories to create a movement for change 
• collectives of individuals wanting to create a more positive environment for themselves and their peers.  

Define your industry’s why—knowing what you’re working towards is a powerful motivator. Data and stories can help you understand your industry’s why and any gaps. 

Use data and stories to support the case for change 

Bringing together different sources of information and data can support the case for change. It helps you identify issues, current supports available and any gaps that can be addressed. You can see what is and is not working, and avoid duplicating effort. You can also get a sense of how ready your industry is for certain kinds of initiatives.  

The following information sources may be useful: 

• Information from reports, datasets or research papers can show the scale of the problem. You may be able to use existing sources (e.g. government, industry or academic research) or you may need to commission new research.  
• Other sources include in-depth consultations and personal stories from key groups and individuals, which should be done in a considered and safe way.   

Create a shared vision 

Use your why and supporting data to define a shared vision of success and understanding of where your industry wants to focus efforts. Having an end state in mind and a clear idea of the current gaps will help you take a more strategic approach.  

Some questions to help define your vision and need 

These questions can help you define your industry’s need and vision for a mentally healthy workplace: 

• What is the why driving our approach? 
• Do we have a common understanding of mental health and ill-health?
• What do mentally healthy workplaces in our industry look like? 
• What are the mental health trends in our industry? 
• What issues are affecting organisations and people in our industry? 
• What data and stories do we have to show this need? 
• What are we doing well to create mentally healthy workplaces and where are the gaps? 
• What do we want to achieve or change? 
• What could we do better to improve mental health across the industry? 
• What programs and supports are already available? 
• What are the gaps in existing supports? 
• What is working, and what is not? 
• Do we comply with relevant laws and regulations relating to psychological safety at work?