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47 I L T A N E T . O R G Boomers and Generation X may be reluctant to speak openly about mental health issues. For them, discussing mental health may be thought of as inappropriate and even taboo. While Generation Z, as somewhat heavier users of social media where mental health struggles are openly talked about, often find it easier to talk about their challenges and ultimately seek help for these issues. The beliefs shared by each generational group impact all office experiences, regardless of whether the team works in the office, is hybrid, or is 100% virtual. The attitudes voiced about mental health issues ultimately affect everyone at a company or firm. This begs for training, particularly on communicating in this area, to be specific to each generational group. So many of those working in law firms today, including IT, are Generation Z and Millennials. vary across departments, legal teams, and other business professionals. However, when this type of program is successfully implemented, everyone at the firm succeeds. Never discount multi‑ generational differences. Four generations are actively working in companies and firms today: Baby Boomers (born 1946 +), Generation X (born 1965 +), Millennials (born 1981 +), and Generation Z (born 1997 +). Each generation has varying perspectives shaped by their life experiences. While their views on work often differ (how much they work, the style thereof, and their comfort level working with different generations), their views on stress, depression, and, yes, whether they feel it is appropriate at all to talk about mental health issues differ as well. For instance, Baby Addressing stress and burnout requires a companywide effort. The burden of addressing stress and burnout should not fall solely on the individual experiencing it. Instead, it must be a company- wide effort to recognize signs of employee distress, including ongoing managerial training. Managers should be educated and socialized to identify mental health issues and reduce the stigma associated with them, as this is crucial for employee well-being. They need to develop heightened awareness to identify potential triggers their team members may be experiencing. Consistent training is essential to maintain these skills. This is not just a Human Resources issue resolved through an Employee Assistance Program (EAP), a hotline, access to online counseling, or emails noting what one's insurance will cover. Recognition of stress or burnout as a means of ensuring wellness among the team, if not the organization as a whole, must be acknowledged and supported at all levels. It needs to emanate from the top down with no judgment. Recognition and support must be for all, for every position across a company or firm, from the highest salary level to the lowest. Fee earners and non-fee earners alike. The American Psychological Association (APA) refers to this as Mental Health First Aid Training. Just as the lifeguard at the pool is focused on preventing an accident or crisis, we can all help our colleagues in the office experiencing a mental health challenge. We need to learn how to pick up on and respond to these issues. Managers should understand that the problems and triggers may FEATURES The attitudes voiced about mental health issues ultimately affect everyone at a company or firm.

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