Hello, everyone.
Hello and welcome
to Bell Let's Talk Day!
Join us in creating positive
change in mental health.
Now, more than ever,
every action counts.
Welcome to Bell Let's Talk Day.
Thank you for joining us
in creating positive change.
When it comes to mental health,
now, more than ever,
every action counts.
My name is Nadia Cetoute
and I am pleased to be the
Master of Ceremonies
for this very important virtual
event for National Defence.
My name is Nadia Cetoute
and I'm honoured and pleased
to be the MC today
for this very important event.
Today marks the 11th anniversary
of Bell Let's Talk Day.
Bell Let's Talk is an important
initiative in fighting stigma
towards mental health
issues, improving access
to care and supporting research
in the field of mental health.
Our virtual event
today is in support
of the national Bell
Let's Talk campaign and reflects
the commitment of the Department
of National Defence
and the Canadian Armed Forces
in supporting the mental health
and well-being of all Defence
members and their families.
To demonstrate this commitment,
our mental health co-champion,
Deputy Minister,
Ms. Jody Thomas,
Vice Chief of Defence Staff,
Lieutenant General Rouleau,
and Mr. Jerry Ryan,
National President
of the Federal Government
Dockyard Trade
and Labour Council
are here with us today
and are pleased,
and I repeat, very pleased
to take an active
role in this event.
Also joining us are Chief
Warrant Officer Colbert,
Dr Carla Sowinski,
she's a Defence
scientist with DGMPRA
and LCol Tuka,
Chief of Psychiatry
with the Canadian
Forces health services.
Our Deputy Minister, the Vice
Chief of the Defence Staff,
and Jerry Ryan will
be participating
in a mental health
round table shortly.
The panellists today
will discuss
strengthening resilience
together during the pandemic.
They will share their
perspective and real life
experiences
on overcoming adversity
and becoming more
resilient as a result.
They will also talk about some
of the mental health resources
available to the Defence Team
members and their families
and answer a couple of questions
that were submitted
by the Defence Team members.
I would like now to invite
our mental health Co-Champion,
Deputy Minister, followed by our
Vice Chief of Defence Staff
and Mr Ryan to offer
opening remarks.
So, Deputy Minister,
I give you the floor.
Thank you Nadia.
Today is Bell Let's Talk Day.
I'm really glad we could be here
together for this discussion,
this great group,
and I'm enthralled
to once again have you
here moderating, Nadia.
So thank you all,
particularly my co-champion
General Rouleau and Jerry Ryan.
This year's Bell Let's Talk Day
really does feel timely
and needed. You know, I was
part of a virtual discussion
a couple of weeks ago with
parents on the Defence team.
And we were talking about
the strain and the struggle
to manage what's going on in
the community and in our work,
and one of the things
that came out frequently
was how frustrated and isolated
some people are feeling,
especially working from home.
They are desperate
to find ways to connect.
I think we are all
looking for ways to connect.
One of the things that came out
frequently was how frustrated
they are and that they're
physically isolated
from their wider family,
their friends, their colleagues.
There are people who've
joined this department
and never been in the building,
because COVID has prevented them
from coming in and connecting
with their colleagues.
That's kind of remarkable
when you think about it.
And people are distant
from their support network.
They're distant from the people
who gave them strength
and opportunities
to talk out problems.
And they are distant from that
personal connection we all need.
You know, when we talk
about being away from family,
it's very chronic and critical
in this department where,
of course, there are
Canadian Armed Forces members
who are posted
and their families could be
anywhere in the country, but
they can't get home to see them.
And it adds an extra
level of stress
in this particular department.
I'm from a military family.
I lost my mother in November.
My dad and my sister in
Victoria, I can't go see them.
It's hard. It's hard for all
of us. And it doesn't matter
where you work
in the organization.
We're all feeling it.
It's odd because we have
so many different platforms
and tools to communicate
yet it still feels distant.
It doesn't feel like
we are connecting
despite the best
efforts of people.
And too often
we're exchanging information
but not actually talking to each
other on the level we need
to truly feel human connection.
So when you're stressed
and you feel isolated,
you can feel like
you're so alone.
And that's when
your mental health
can really start to suffer.
There are lots of great things
about the Bell
Let's Talk initiative,
and Bell has done a wonderful
job of raising money
for mental health
programs in Canada.
It's played a key role
in helping to break down
the stigma that exists when
it comes to openly talking
about mental health.
But the other great thing
about today is a simple
invitation: Let's talk.
And I would add to that: Let's
listen. We need to hear people.
We need to absorb
what they're saying
so that we can
reach out and help.
It's an invitation
to really find out
and ask one another
how we're holding up.
There's no substitute for
that kind of engagement,
especially this year.
We really need to talk
and we really need to listen.
I'm looking forward
to this panel.
I'm looking forward to hearing
what all my colleagues
have to say,
and particularly
my co-champions,
but also the experts
in the field.
We're a unique department,
and we're a massive department.
We are a 130 000 strong
and we need to connect
with every single one of that
130 000 people and person force.
So thank you
for being here today.
Thank you for introducing
this discussion
and I look forward
to hearing my colleagues.
Over to you, General Rouleau.
Thank you, Deputy Minister.
My name is Mike Rouleau.
I am the Vice Chief
of the Defence Staff,
and on behalf of our Chief
of the Defence Staff,
Admiral McDonald,
I am pleased to be here
to act as spokesperson
for the Canadian Armed Forces
in conjunction with the others.
Our reality today,
as the Deputy Minister said,
is one of great
uncertainty in our lives.
I myself and my 76-year-old
mother here in Ottawa are trying
to take care of her so that
she does not get sick.
There is a lot of stress
in our daily lives.
Like the deputy minister,
you know, I want to speak
from a bit of personal
experience too.
I lost my brother to cancer
in the midst of the pandemic.
You know, hands on windows,
not being able to say goodbye,
and then no funerals like the
deputy minister went through,
and it's just
such a bizarre time.
And so, like everyone else,
I sort of felt
my own unique stress
and superimposed on that,
I lost my home
to a flood that happened
and was living in hotels
for five months.
So all of that took me
to a place where,
at a certain point
last year, I had to reach out.
I was like: "Woah!
Something is not right."
And in reaching out and probing
these sorts of things,
I came to discover that
I was actually hanging
on to some combat experiences
which dated back to 1991,
if you can imagine.
30 years ago. And so, you know,
one
PTSD diagnosis later,
I came to realize the importance
of mental health professionals,
of not sort of pushing the
problem back and just saying:
"There's nothing wrong.
I'm okay."
I actually had to confront
all that and when I tell people
as I wish all this would happen
to me like 15 or 20 years ago,
because it made me
a better person,
certainly a better leader,
and I think leaders have
a unique sort of stress
in this time,
because we're supposed
to also look after people.
But those are different than the
unique stress that workers feel,
because they are
somewhat isolated
from top-level information,
and so their awareness
of what's happening is less.
So we all have different
levels or own unique stresses.
I think what
the deputy minister said
in terms of compassion is
that connection is the key,
like real conversations,
real questions about
how you're doing.
And not just asking
so you can get past that,
but actually asking
so that you can help.
Empathy and compassion
are not contradictory
to a really strong workforce.
And I really come
to see the value
and that is a force multiplier.
And so I look forward
to the question,
I look forward
to the discussion,
and I'm super happy to be
the mental health co-champion
for the Armed Forces,
because until the last day
that I'll work, it's a space
that I want to try
to do some good
and reduce the stigma.
I wrote a letter to my forces at
Christmas and opened up to them
a little bit more about the fact
that I, myself, was dealing
with some of these, and I think,
as a leader, it's important
that we try to shed whatever
vestige of stigma left,
because that has no place
in this discussion. Thank you.
Thank you.
So right now I would invite Mr.
Jerry Ryan to give his remarks.
Hi, everyone. It is my
privilege again to be here
for Bell Let's Talk
conversation.
Having been involved in this
field for quite a long time,
I can go back and relate
to the 11 years.
I also look back to 2013,
when the standard
for psychological health in
the workplace was passed,
when Canada did that as
the first country in the world.
Now, as it moves forward, we see
now that we're into a place
where the vision is that
the health and safety committees
will start to look
and people will share
through that community.
And being part of that
community as the co-chair
for health and safety
for the department,
we see that that's our future.
That this issue, where physical
health was 50 years ago,
mental health in the workplace,
it's coming there.
And those conversations, each
and every movement that's made
as the new bill C-65 put
the new legislation in place,
it starts to create an
environment where we can expand
the number
of champions that we have.
I mean, it's great
that we're the champions,
but I have a vision where
500 safety and health committees
in DND, we have 500
mental health champions.
It is as important spending
the time to look after
your physical health as looking
after your mental health.
I have my personal stories
and most of it is
about care giving
in the last year.
When COVID struck,
me and my fiancé,
we were on the way back from
Mexico and when we arrived,
she left by ambulance
and went right to the hospital.
I thought she had COVID but it
was actually a heart condition.
And we've been there three
times a week at a time
in the last year.
So looking at it and look what
we could do differently.
We adopted a park and
Jody probably knows this park.
It's the Kiwanis Park
in Morris Lake.
And went down there, did some
landscaping to be outside
and try and rebuild their
strength and energy back up.
Now, we cut a little pond
for kids to play hockey on.
So being able to give
back in the community
and spending the time
with kids, that's healing time.
That's what a lot
of people need to do,
realize you are a caregiver
first, a parent.
Whether you're caring for
parents, your kids, your pets.
Whatever it is. You need
to look after yourself.
It's the airplane experience.
Put the mask on yourself first.
So if you're feeling that,
all the resources are there.
They're available everywhere.
You just need to reach out.
Back to the point
of starting that conversation,
that's exactly
what needs to happen.
Once you share, other people
share. The world comes down.
We're all humans.
There's eight billion of us.
We'll get through this
together. Thank you.
Thank you very
much, Deputy Minister,
Lieutenant-General Rouleau,
and Mr. Ryan, for your comments.
A huge thank you to
our Deputy Minister, M. Rouleau
and M. Ryan
for sharing the insight.
Now having said that,
I'm now going to invite
our mental health
co-champions, Deputy Minister
followed by our panellists
to join us for our discussion
on mental health and answer
some very important questions.
I'm really looking forward to
this discussion this afternoon.
So I'm going to start by asking
the first question
to you, Ms. Thomas.
And the question
goes as follows:
the national theme for
Bell Let's Talk this year is
"When it comes to mental health,
now, more than ever,
every action counts."
What do you want the Defence
Team members to know
about how our leadership feels
about one supporting
Defence Team mental health
during this very trying time?
Well, thank you very
much for that question.
It's an important question.
There's a few things
to unpack here.
Number one, we need to recognize
that the pressure to deliver
hasn't diminished.
The Canadian Armed Forces
and therefore the
Department of Defense
coordinating the Canadian
Armed Forces are at the core
of this country
fight against COVID.
The Canadian Armed Forces has
to deliver for Canada
and that means that
the department has to support
the Canadian Armed
Forces in doing that.
So, in parallel with the
expectations of taking care
of your health and having
to homeschool your children,
we still have to deliver
a massive program.
And as a result of that,
I'm hearing
a lot of the word "should".
I should be able
to work full-time
and homeschool my kids.
I should be grateful because,
look, I have a job
and I have it so good
and others have it worse.
I should be able
to just suck it up.
That word "should"
is a dangerous word.
People are beating themselves up
because they're not feeling okay
and they're feeling overwhelmed,
or they're feeling overwhelmed
and they're feeling overwhelmed.
And we don't want people
pushing themselves
beyond what they can handle,
because they're afraid of
being penalized professionally.
I hear about people
putting the kids to bed at 8
and working until
1 in the morning,
because that's their quiet time.
That worries me as a leader.
And so, first of all, I want you
to know we all deeply appreciate
everything you're doing
and we understand,
we know that it's not let up.
And we know that there's
an enormous amount of pressure
on individuals
in this department.
And we know this is hard
on you and your family
and everybody is
trying their best.
So, first,
it's okay not to be okay.
You're allowed to say:
"This is too much."
You're allowed to say:
"This stress of this,
"this strain of this, I don't
know where my priorities are.
It's all becoming overwhelming."
This is a hard period
and we're all tired of it.
And it is new.
Every single day is new.
You don't know
what's coming at you,
whether it's the numbers
you hear on the news,
it's what you read
on the papers,
it's the new math problem you
got to work your kids through
on the end of a computer
as doing homeschooling.
So it's okay not to be okay.
And third,
it's that you're not alone.
We're a massive team
and we can do support you.
And we do need
to support each other.
And so we have a team
here who can help.
That doesn't just mean that
there are people who care
how you're doing
and who you can talk to.
I mean, we can offer
you flexibility
to help and to reduce
the pressure on you.
We can help you take some time.
So, as we're talking
about talking,
talk to your manager,
and please keep talking.
Because the reality
is that we're not wandering
around the floor
looking in somebody's cubicle
and seeing:
Joe isn't smiling today.
Joe always smiles.
What's going on?
Kathy, who's normally
always at her desk,
and we know there's something
wrong when she's not there
and she's not
bringing in cookies
for everybody in the office.
We know something's wrong then.
None of that connection
is happening now.
And it happens in the workplace.
Every little workplace has
an ecosystem and you can't feel
that ecosystem when
you're working from home.
So take the time to talk
and keep talking.
And that goes both ways.
I need management to reach out.
Managing a team as working
from home is a lot of work
because it's not
about the output,
it's about who they are as
people and we can't forget
who people are in this sort
of strain of what's going on.
I think that what is really
important is two-way dialog,
and if you hear something,
not that we want to gossip,
but if you hear something about
somebody working too hard,
they're finding it
difficult, reach out.
I think that more connections
rather than less connections
is what's critical right now.
Virtual is hard. You don't get
that same sense of people
and we really need to make
that extra effort. Thank you.
Thank you so much
for the great advice
and reminding managers
that they have an important role
in supporting their employees
and allowing their employees to,
somebody said it earlier,
talk, but also listen.
Well, thank you so much
for sharing that insight.
So I would invite the Vice
Chief of the Defense Staff
to answer
the following question.
The global pandemic has created
a collective sense of grief
among members
of the Defence Team,
including loss of contact
with others, loss of a routine,
and even the loss
of a loved one.
How do you get someone
to get help
when you know
they won't ask for it,
even if it's pretty obvious
that they need it?
So, I invite you
to answer this question.
Thank you Nadia.
So, just to reinforce
the point I made
at the very beginning,
in the introduction,
we need to reduce
the stigma around this issue.
So I talked a bit about
a letter I had written
to tell people:
Listen, it's not because
I'm the Vice Chief
of the Defence Staff
that someone
like me can't be affected
by the pressures we feel today.
So first and foremost,
I think that's important.
The second thing, as leaders,
it's our responsibility
to ensure a healthy environment
and culture within
our organization.
So it is a responsibility,
and by establishing a culture
and then an environment
like the one I mentioned
that is healthy,
part of that is to say:
Listen, we are going
to put a special emphasis on it
during these times, with COVID,
where we are going to look
after our staff more.
Perhaps more than we would
have done two years ago.
So, knowing a little
bit about our people.
I have a policy.
Sometimes I'm going to pick
up the phone and call.
I know a few people
who are going through a bit
of a difficult time.
Perhaps they recently separated
from their wives or husbands.
Maybe it's somebody
who has the transition group,
because they're
having difficulty,
well I call them
or I email them.
Just checking in. How are you
doing? So it's carving out
a little bit of deliberate time
to do those check-ins.
Sometimes, I'll call
subordinates and I'll say:
"Yeah, it's me." And they'll
start talking about a file,
and I'm like: "No. This call
is not for any business.
I just want to see
how you're doing."
And it always throws them off.
Now, they're used to
a little bit
as you do it a couple of times.
But just a call to ask
how you're making out.
In a military context,
our senior enlisted leaders,
and M. Colbert is on
the line for me.
He represents a whole
different ability
to bore into the chain
of command than I do
as a lieutenant-general.
So deliberately
checking in for me,
as a lieutenant-general,
means also walking around.
And when I just take a couple of
hours to walk around the offices
at Carling or what not,
I talk to young people
and I get a sense
of what's happening.
So I'm also encouraging
them, to say:
"Hey, you know, there's
resources out there.
How are you making out?
You know I've had this issue."
It's on a more human level.
It's not a three-stars
talking to a caporal.
It's two people talking.
Fundamentally,
we have to break down
the walls
of this place sometimes.
It's reinforcing
that there is a balance
between the mission and
people's health, and that, yeah,
we'll accomplish the mission,
but there's multiple ways
we can do that.
We don't need to leave
burnt-out, injured people
behind us in
accomplishing the mission.
And I guess the final
thing I would say, Nadia,
in all of this, it's about...
You know, I have an aunt
in Montreal. She's 80 years old.
She lives alone.
She never had children
and I'm kind of like her kid.
And I call her once
a week and she said to me:
"Mike, every day,
I try to remind myself
of one thing
that I'm thankful for."
And you know,
when Jacky told me that,
I was like: That's a good idea.
And so I try to tell people:
"I'm thankful for this today."
Like there's so many things
I have to be thankful for,
but sometimes, in my job,
I can feel a bit overwhelmed.
And just share
those human connections.
At the end of the day,
this is a human business,
and while we all
have different positions
and different ranks and
stuff, at the end of the day,
we're all as fallible
as the next person
and we all need
the same connection,
and so I'm trying to break down
some of those walls. Thank you.
Thank you very much, Vice
Chief of the Defence Staff.
Thank you for reminding us
that as leaders,
we have a responsibility to talk
about our own struggles,
the things that bother us.
Thank you for reminding us
that you too,
as someone in such a senior
leadership position,
have personal experiences.
Thank you for reminding us
that as leaders,
we need to create a healthy
environment, but thank you again
for reminding us to stay
in touch with our teams.
And then the fact that you
walk around the Carling Campus
to see how people are doing,
you're talking to people
who are younger, it allows them
to see that they're supported
and that they're not alone.
So thank you very much
for your words
of advice this afternoon,
and even more importantly, for
sharing your own experiences.
Thanks again.
So, at this time,
I'm going to be asking
the next question
to Dr. Sowinski.
So, Dr. Sowinski,
here's the question:
in these trying times,
the focus is now on resilience.
What do you suggest
Defence Team members do
if they are experiencing
suicidal or negative thoughts
as a result
of mental health struggle?
Okay, well, thank you.
There's actually been a lot
of great discussions so far
so I might echo
some of the things
that have
already been discussed.
One of the first things
I would say
is to try to be open about
your own negative emotions.
We have a tendency to be afraid
of talking about them,
but actually, research shows
that if you're vulnerable
and open,
that's when we form these really
great social connections
and we can draw
on that social support
that may be available to us.
For sure, if you're really
feeling distress,
you should probably seek
professional help.
I know that the public service
has extended its health benefits
to be a little bit
more inclusive.
You don't need
a doctor's note right now
and you can have people like
psychologists to counsel you.
But there are also some things
that you might just do
in your own life
to help look after yourself
and that could be before
you're already experiencing
negative emotions.
So, you can think of them as
more as a healthcare regime,
but for your mental health.
Think about trying to become
more mindful and aware of
your own thoughts and feelings
and how you might be
responding in a situation.
The more that you pay
attention to that,
the more that you can
kind of pick up
on when you're not doing as well
as maybe you used to be
and try to do things
to ameliorate that
before it gets worse. Right?
Meditation is also part
of that practice.
So, there's actually
a lot of evidence showing that
that is quite helpful.
But also just reaching out
those social connections.
This pandemic is
really tough because,
it has already been mentioned,
we're missing those social
connections and we're missing,
you know, we have a basic need
for autonomy and control,
we don't have a lot of control
over a whole bunch of things
in our lives right now
and that's really tough.
So, being able to gain
some control where we can
will probably help people
in some ways.
So, even simple
things like exercise.
Exercise is a great way
to treat depression.
Try to get outside.
The fresh air
is really good for us.
If you have a nice view,
it can foster the sense of awe
which helps to ground us and
makes us feel happier, in fact.
And even things like, you know,
sometimes, we're at home
in our pyjama pants
working from home,
maybe take a shower
or schedule a date night
or game night with,
you know, a loved one
or friends over Zoom,
it could be anything,
but try to put some fun
activities on your schedule.
That might be something
for you to look forward to
and also be a way to connect
with other people. Thank you.
Thank you so much
for your insight.
What I've retained
from what you said is
to keep that social connection.
It's definitely not easy
during this pandemic,
but A) that social connection
B) meditation C) exercise,
not only at home,
but going out there
to get some fresh air
and you know, going out there.
Great, great insight
and thank you so much again,
Dr. Sowinski,
for your advice and guidance.
I'm now going to move on
to our next panellist.
I would like to ask
the following question
to LCol Andrea Tuka.
So, here's the question:
the Bell Let's Talk campaign
advocates talking about
eliminating the stigma
around mental illness.
What are some ways
that we can make it
safe for others
to open up about their struggle?
Thank you very much, Nadia.
Good afternoon, everyone.
And thank you very much for
this very important question.
I would say that the stigma
around mental illness
is a complex phenomenon
involving stereotypes,
prejudice and discrimination
leading to negative consequences
such as anxiety, depression,
low self-esteem, hopelessness,
increase of suicidal thoughts
and not seeking help
when needed.
Recent research shows
that stigma impacts
every domain of our life.
But the area, which is
most important, is work.
So, what can be done
for people to feel safe to
open up about their struggles?
The stigma itself
is a multifaceted issue,
we need a multifaceted
approach to combat it.
We need to take this stigma
at the community level,
organization level,
interpersonal level
and individual level as well.
At the community level,
the perfect example
is Bell Let's Talk.
Talking about mental
health and mental illness
through sharing stories,
experiences,
struggles and successes
increase awareness,
help to normalize.
So, it helps to change
the attitude towards mental
illness in the community.
At the organization level,
one of the most important
strategies: education.
The Canadian Armed Forces
has a robust mental health
literacy program, the R2MR,
which is embedded
throughout the member's career,
including the deployment cycle.
The R2MR educates
how to recognize
the signs of mental illness
and encourages seeking help
in a timely fashion.
Our head services focus on
providing patients centre care,
which means that the individual
patient's preferences,
needs and values
guide the clinical decisions
along with the opportunity
to involve families
in the treatment process.
An additional strategy
to decrease
stigma is the integrated care.
For example, in Victoria
where I work,
they collocated the primary
care and mental health services
so the primary care clinicians
and the mental health clinicians
such as social workers,
psychiatrists, psychologists
work side-by-side.
So, members all
to the same place
regardless if they have
a knee pain or anxiety.
And they can feel that they are
treated in the same way.
Also, members feel that
the care providers
know them much better
as a result of
this strong collaboration.
I would like to bring out
the implementation
and enhancement of virtual care
related to the pandemic.
I think it is also
a great strategy
to increase the sense of safety
as now members can have
treatment sessions
in the comfort of their home
where they can be suited
by their dogs or cats
and the spouses can easily
participate in the process too.
Mutual care likely stabilizes
even after the pandemic status
with the combination of
the traditional in person care.
A good example addressing stigma
at the interpersonal level
is using the right language
when we talk to each other.
We've heard it from
the other panellists as well
that talking about
mental illness,
talking to people
who are struggling,
we need to ensure
that we listen to them.
People need to feel being heard,
included and supported.
And we need to also try
to instill hope.
Because as with
proper and timely care,
improvement and recovery
are possible
very much for mental illness.
And finally,
at the individual level,
I would like to still call back
to the patient centre care
when patients and members
express their preferences,
needs and values.
So, they can
actively participate
in the management
of the mental illness
and not only passive
recipients of the treatment.
And I think this can be
very, very empowering.
Thank you so much, LCol Tuka,
for your insight
and for linking,
a line must be linked between
stigma in the community level,
individual level,
organization level,
but very importantly,
like you said,
interpersonal level.
So, thank you so much
for your guidance and advice
this afternoon
on this so important subject.
So, to our next panellist,
Mr. Jerry Ryan,
here's the question
that I have for you:
what are some tips
you have to limit yourself
from thinking negatively
in this climate?
Hi. Sure, Nadia. I guess,
first of all,
it is what the other panellists
have mentioned
about the control,
the lack of control
that people feel when
we're all going through this.
So, we have the problem
of so much information,
over-information
and recognizing where
we are in the continuum.
That one day, we're good
with all this information,
all these cases
and all this negativity
and other days, we're not.
So, we need to be able
to get away from that.
You need to be able to separate.
You need to be able
to figure out plans
and spend time with your kids.
I'm lucky enough to have
a 5-years-old grandson.
I'm expecting
a granddaughter any day now.
So, for me, those are things
that give me hope for
the future. That is the future.
But sleeping every day,
making sure that you get
regular routines going.
That you share
when you're stressed.
That when you're burned out
because you're trying
to care for your kids
and you're trying
to care for issues,
you have a conversation
with another adult,
a friend or someone to say
where you're coming from.
And when you do that,
they come back
and they give you their
view in what we've learned...
I've learned, a book that
I read about a psychologist
who spent time in concentration
camps in Nazi Germany era,
is that the people that spent
time caring for other people
felt that about everyone else
in that situation.
So, caregivers,
they're critical.
You take that role
where it's appropriate
and you do what you can
to help others.
And when you do that,
it strengthens you inside
and allows you
to be able to move on.
Be grateful.
It was mentioned earlier
by LGen Rouleau
that the whole issue of
being grateful for something.
You have your health,
for instance.
You have something
so many people don't have.
So, you have that. You have
that. You can work on that.
You have something
to look forward to.
Book a trip for the future.
Look into past troubles.
If you were running a race,
you're well past
the halfway mark.
And all this
that have done that,
that's the part that carries you
to the finish.
But we all have to understand
our attitude is critical.
You can have a positive attitude
and a negative attitude.
I've lived through the
experience of my wife passing.
She was terminal for 15 months.
What she used to say
to everyone she talked to was:
"I know you feel bad for me.
I know you feel that way,
but don't get down
in front of me
because I may never
be able to get back up."
So, it's one of those things
that we all have to deal with,
we all have to get up
every day, get dressed,
go out there and do
the best we can.
But the more we're smiling,
when we're saying happy things
to people,
when we're pushing
that positivity
even when we're faking it,
it has an effect.
I'll stop. Thank you.
Thank you so much, Mr. Ryan.
And thank you so much
for bringing back
the piece about being grateful
and being grateful for health
and because you have health,
then, you can look forward
to when this pandemic is over,
be able to take a trip
with your loved ones.
And, you know, reminding
us that our attitude is key.
Think positive and not negative.
So, thank you so much
for these nuggets
that you shared
with us this morning.
Sorry, this afternoon.
Much appreciated.
So now I'd like to ask
the next question
to Chief Warrant
Officer Colbert.
So what can the Defence Team do
to make others feel comfortable
talking about their challenges?
Thank you. Good afternoon,
Deputy Minister,
General and fellow panellists.
Thank you
for this great question.
It was mentioned earlier
that leadership is important.
It is important
at all levels. OK?
At all levels, we must be able,
first of all,
to create an environment
of respect,
whether at work
or with our friends.
Then we need to talk.
The secret is to talk about it.
So, as leaders, we have to be
the first to talk about it.
I think we all have a story
somewhere in our lives
about an experience we had.
For myself, when I was 20,
I lost my mother
in a car accident.
I was the one driving.
My mother died next to me
a month after I got
my driver's licence.
I managed to get through it
by talking to my friends,
talking to my colleagues,
talking to
my family about how I felt.
So it's by creating
that environment
of respect and openness.
The more we talk about it,
the more people
will be able to open up.
This has an effect
that must never be
underestimated
and it is important.
I think people need to know
that we are involved throughout
the year on mental health.
Bell Let's Talk is a great
initiative and I love it.
It reminds us of the importance
of talking about it.
So I'm going to challenge
my fellow chief warrant officers
and non-commissioned officers
to keep talking about this
throughout the year.
This is important.
Because we are concerned.
We have so many wonderful
resources at National Defence,
the Canadian Forces
and our health services.
We have chaplaincy services
that are there for us,
the family centres.
Everything is there
to help our members.
But sometimes, when a member
is in a situation of stress,
when a member has
a mental health situation,
sometimes it's not clear.
That's why it's important for us
to stand together.
It is important that
we be alert as leaders.
When I was in Wainwright
as Sergeant-Major
of the Canadian Manoeuvre
Training Centre
with Colonel Martin Frank,
we had a young soldier,
a young
administrative assistant,
she had health problems and
was new to the military system
and didn't really understand
how it worked.
She did not really understand
how doctors
were looking at her case.
Then, at some point,
she was found crying.
Our Chief Clerk found her
in the women's washroom crying.
She came and told us.
So the Commanding Officer and I
decided to go to the hospital,
we had a meeting
with the base surgeon,
we had a meeting
with care givers
to understand a little bit,
and we explained to them
that this little woman there,
she has to understand
how you, you...
Because sometimes, as doctors,
they are too used to...
We assured this little lady,
our little soldier,
that she was getting
the proper follow-up.
We monitored her closely,
the Commander and I,
and that made
all the difference.
It took the stress off her.
She felt supported
by her chain of command,
and now, well, she's a soldier
who got married,
who's doing well.
Just that level of support.
So sometimes, it just takes
a little gesture.
Earlier, my boss
Jean Rouleau said:
"Take the time to pick up
the phone and call."
When I called
the chain of command
of the young person
who had lost his child,
even the chain of command
was so happy to know
that if there was
a support problem,
well, he would be supported
throughout the chain of command.
So it is extremely important.
We must not remain silent.
We want to hear you.
We want to help you.
No one should feel alone today.
Especially when you think
of all the means
of communication we have today.
So since the beginning
of the pandemic,
like all leaders, much emphasis
has been placed on:
"Call your people.
Stay in touch with your people,
especially when we're asking
everyone to stay home."
Each case...
As the Deputy Minister said
earlier, each case is unique.
I have a daughter
who is a civilian,
but she has to teach from home.
We have Canadian Forces
members who are single parents
and they have to teach at home.
Well, you have to make them
feel supported,
and you have to make them feel
that they're contributing
to the Canadian Forces effort
by looking after their families,
by staying healthy.
This is important.
So we must not feel isolated,
we must create
this environment of respect.
That is important to us.
Then, the more we talk about it,
the less taboo it becomes,
and I think
Bell Let's Talk reminds us
that we have to do this
all year long. Thank you.
Could I just jump in
and add something?
So, I've just been fascinated
by everything my colleagues
on the panel had to say.
And as always,
every time we do this,
I've learned something
listening to them.
I think that it's important
for everybody out there
to remember whether you're
a colleague or you're a manager
or you're a senior leader
or you're a person
in any of the strata
that we have in this department
who's suffering,
feeling the strain
of what's going on right now,
of this panel of six people,
we have two mental
health experts
and the rest of us
are on this panel
because we have
a personal interest,
a leadership interest...
an interest in human beings
and we want to help.
We want to make sure
we do the right thing.
So, the question always is:
what do I do?
Because I'm not an expert.
If I'm at the end of the phone
or a video chat with somebody
and I feel that he is suffering,
what do I do?
So, I think that's something
we need to talk about
because if you're in the office,
it's an easier situation,
you can go to your manager
and say:
"I think, you know, Joe down
the hall isn't doing very well."
So, what do you do now?
I think you do
all the same things.
So we need to remind people
that if somebody feels like
he's in crisis,
you can go see them.
You know, the Premier,
the Prime Minister have said:
"Don't let people be alone."
So, human connection
can still happen,
especially if you think
somebody is suffering.
You can still call.
You have people like Mr. Colbert
who are clearly experts
at leadership
and understanding human beings.
You can go
to the chain of command,
like General Rouleau said.
You can go to
your bargaining agent,
people like Jerry Ryan.
You can go to experts
within your domain.
You can go to the person
who works beside you
and call him and say:
"I think there's a problem."
I worry that people
put up their hand
these days and say:
"I'm not doing well", but
because of physical distancing,
people don't know what to do.
I think that the message
that's really clear
is you do all the same things
and that somebody's safety
is what matters most
and we can reach out
and we can physically connect
with people
if the need is there.
And so, I want people
not to be hesitant.
But the chain of command
and the management
in Labour relations
and Human resources
and CMP, the chaplains,
everybody who's in this great,
big department
was there before COVID
to help is still there to help.
And so, I think that's just
a really important message
to get across because
we're not mental health experts,
but we care about
every individual person.
And there are
two mental health experts here
and they can correct me
if I'm wrong
and I just want to make sure
that we understand that need
to connect with human beings,
if you think somebody
is in trouble, still exists.
Don't be afraid.
Thank you so much.
This was a really good nugget
and a really great reminder.
I really would like
to take this opportunity
to thank our
distinguished panellists
for taking the time and sharing
their insight with us today
as well as thanking
our mental health co-host
for taking the time to talk
about this important issue.
Today's virtual event,
Together, Building Resilience
During the Pandemic,
is all about coming together
as a Defence Team
to fight stigma
and join the conversation
around mental health.
We encourage you
to continue this conversation
throughout the year.
As Chief Warrant
Officer Colbert said,
this Bell Let's Talk initiative
is not just once a year.
We have to
talk about it year-round
and reinforce that message
so that we can
get it into our heads,
so that we can know
that we are well supported.
Take some time to talk to each
other about mental health:
managers, speak with your team,
either formally or informally.
Join the conversation
to create positive change.
Thank you for
your participation here today.
Thank you and have a great day.
And please remember,
there are mental health
resources in place
for Defence Team members
and their families.
If you or someone
you know needs help,
please, I beg you,
please reach out to
the Employee assistance program
or the Canadian Forces
Members Assistance Program
at 1-800-268-7708.
Thank you so much
for joining us today.