Many people leaving the armed forces are not just leaving a job, but a whole way of life. During service, people build up a support network, a family with fellow soldiers. Moving to a different structure of employment and life can be an alienating change for ex-service personnel, and that struggle can impact the mental and physical health of veterans.
Veterans come armed with exceptional skill sets and at SBFM we are lucky enough to have many veterans in our team. But it is fundamental that employers provide the right support. In 2020, Forces in Mind Trust reported that 1 in 5 of 50+ service leaders surveyed were working in non-permanent casual employment because they could not find sustainable long-term opportunities. Beyond that, nearly a third (31.3 per cent) of all UK veterans reported feeling lonely in the 2022 ONS Veteran’s Survey. With these feelings of loneliness and struggles to find long-term, fulfilling careers, employers need to offer more support to veterans.
One of our area managers Scott Jessop is open about his struggles in his transition to civilian working life but thrived with the right support, in a career that played to his strengths. Scott was previously in the Army for 25 years. He struggled with his mental health when he finished his final tour and sought help. Now in a leadership position, Scott finds that his first-hand experience allows him to support others in various ways.
Scott’s story
Scott joined the Army in 1987, when he was 16 years old, and did a range of work over the years. His Army work led to three Operational Tours in Afghanistan, two Operational Tours in Iraq, and work in Northern Ireland. During this time, he worked as both a frontline soldier and trained in leadership and management courses. He rose up the ranks, and by his final round in Afghanistan, he had become a Colour Sergeant (C/Sgt).
During that time, Scott went from looking after a small team to overseeing nearly 100 people. The stages of development felt natural and undoubtedly helped him transition into his leadership role in civilian life.
However, he didn’t change from the army directly into management – Scott first tried out office roles. He found that being behind a desk, without on-the-ground problem-solving wasn’t the right fit for his skill set.
When Scott left the Army after his final tour in Afghanistan, he struggled to be open about what he had gone through. He thought that he had to be strong-willed, and not let his experiences get to him – that was the approach that had been drummed into him during his service.
Like so many soldiers, he had seen harrowing things when at war but thought that he had to be silent and strong, the way he had conducted himself in front of the soldiers he had looked after during his service.
Sadly, PTSD and trauma after military service are not uncommon, 17% of those deployed to war zones and combat roles display PTSD symptoms, and 30% are predicted to develop a mental health condition.
Signposting help
The first step to receiving help is reaching out, but many veterans may be unaware of external support networks. Charities like Walking with The Wounded, are available to help. This is the charity Scott turned to in his time of need. He received counselling from them, which taught him the value of opening up and communicating his feelings – open communication is now the best support and advice Scott can give to his colleagues, and to anyone who has served before.
Like with The Wounded, there are other veterans’ charities that help those impacted differently by their service. Charities like Combat Stress offer a 24-hour free helpline, and the Soldiers’, Sailors’ & Airmen’s Families Association (SSAFA) provides support for veterans and their families – they also have a helpline.
It’s a responsibility for employers to signpost what external help veterans can seek out while they transition into civilian life, especially if your organisation does not have internal support structures that can offer specialist help.
After receiving help, Scott feels much more poised to help his colleagues with the skills he learned during his service. From workplace issues like stock control and broken equipment to face-to-face conversations, open communication and personal support, Scott now provides professional and emotional support beyond the job requirements.
A listening ear
Employers need to provide room for employees to express themselves beyond the job’s remit. In fact, veterans themselves often have first-hand experience in being able to offer that. During his service, Scott started out like many soldiers – he did exactly what he was told.
As he worked up the ranks and gained experience, he found that others opened up more to him about their struggles. He became the closest support system many had, especially when they were so far from home.
Developing that sense of trust and communication was a skill Scott constantly uses in his day-to-day work. In a similar way to Scott, all managers should undergo training to learn how they can support their employees from all walks of life.
Playing to strengths
Veterans have unique skills thanks to their service, which can make them a great fit for a range of roles. For example, Scott is always happy to have a sit-down and chat with anyone on his team. His listening and communication skills were built up after so many years in the Army. After dealing with life-threatening scenarios for years, it taught him how to be empathetic and calm in all scenarios. For example, if a colleague is struggling because the vacuum cleaner isn’t working, Scott knows exactly how to approach them.
In terms of a broken vacuum, it may seem like a small issue, but if the person is still frustrated after Scott has spoken with them, he sits them down and asks if they are OK. He knows to probe when he suspects there is something else going on, and that they can tell him about it if they would like. Often, he’ll go down different avenues of conversation and ask how their family is, or how their day is going. In a non-confrontational, calm way, Scott can get his colleagues to open up about issues they have under the surface.
That skill is something he learned over years of service and believes that his experiences in the Army are what make him a good area manager and supporter of his team today. Emotional intelligence, empathy and communication are skills veterans can bring to a variety of roles, area manager being just one of them.
Paving the way forwards
Scott exemplifies how life experiences and training in the army can prime someone for a successful career in an entirely different industry. Recruiting veterans opens up a highly skilled talent pool for employers, but what is key is making sure adequate support is available to allow veterans to thrive.
Employers need to develop internal schemes that appreciate the varied skillsets ex-military personnel have to offer and allow veterans a smooth transition into employment. Support needs to be tailored to individuals and take into account their backgrounds.
It is essential to recognise that there’s no one-size-fits-all. Offering flexible working times, someone to talk to, and a tailored training and development plan that lets veterans adjust to new ways of working can be advantageous. That way, more people like Scott can thrive.
Note: This article was first published on Workplace Wellbeing Professional on 19th July 2024