Implementing a healthy mental wellness culture in video game development
One of my top priorities as a leader is fostering a mentally well work environment. Mental health in the video game industry has an especially complicated and unique history. While the COVID-19 pandemic certainly exasperated employee wellness issues, it also sparked positive changes at numerous established companies — many of whom have set leadership examples I strive to follow. You can see this by comparing a successful implementation of a strong mental health culture in-industry to the personal style I bring to my teams.
I was inspired by Gearbox’s “whole health advocacy”, which benefited the entire studio during the development of Tiny Tina’s Wonderlands.
At GDC 2023 in San Francisco, Gearbox Software’s Matt Cox (Creative Director) and Kayla Belmore (Senior Producer) shared their mental health policy for the team developing Tiny Tina’s Wonderlands. As leaders, they prioritized both mental and physical health, recognizing the negative cognitive events of being overstressed.
“Advocating for your own mental health is so important. It’s actually science,” Belmore stated. “This isn’t some uwu [sic] stuff, this isn’t conveying all the ‘feel good’ positivity,” she continued. “This is just how we work.” [1]
The team’s leaders acknowledged the importance of reinforcing self-care and leading by example. This involved both challenging the stigma of seeking therapy and implementing personal best practices.
And Gearbox is not alone in this dedication. Some other video game companies that promote employees’ mental health and/or have partnered with mental health technology developers are Certain Affinity [2], Riot Games [3], and 2K [4], among many others. This encouraging trend has made now an exciting and rewarding time to work in game development.
On my teams, I lead by example and transparently demonstrate how I prioritize mental wellness during the work day.
People who’ve worked with me over the years are familiar with the regularity with which I “take a lap”. Going outside, walking around the building or office complex, and getting a breath of fresh air have been a staple of my work life. In addition to removing myself from the computer and enabling mental recharge, I receive the physical and digestive health benefits of a simple stroll.
A vulnerable leader must also inform their teams when they are facing challenging moments. On my past project, when I was having a rough week for personal reasons, I informed my fellow leads that I would likely be “checked out” for a few days. I gave them the heads up that this may “red light” (i.e., slow down or stop) my efficiency. I was originally embarrassed to share this potential interruption to workflow. I felt that, as lead producer, I was responsible for putting on a consistent face and always giving it 110%. But I took a leap of faith, summarized what was going on, and received positive affirmations from my team. Though the external stressors did not affect my work as strongly as I feared, setting those potential expectations in advance relieved a tremendous weight off my shoulders.
Involving others in your mental health process invites them to follow and implement their own.
Self-care is pivotal, but the ultimate goal is empathetic service to one’s team. Last week, I finished production on my 48-person project, SeaFeud. As the lead producer, I would individually or in small groups invite team members to join me on a walk. I made sure to be especially aware of those who appeared stressed, upset, or disinterested in their work. During these strolls, I never pried on what was bothering them nor assumed a preemptive response. In my experience, seemingly mundane remarks on the weather or asking what someone is planning to do for lunch or over the weekend offers an easy respite from a stressful work environment. When and if a team member chooses to share what’s really on their mind, I offer an active set of ears and similarly volunteer my information and feelings.
I find that offering a supportive platform outside core working hours also enables a healthy foundation. When I arrive at my building early and have no meetings, I’ll offer a public invitation to those in the room to walk with me for a cup of tea or coffee at Panera or Starbucks. The uncomplicated conversations that occur to and from a café offer an effective release valve for many concerns amid a pressured development cycle.
What’s key in both these examples is that they offer unofficial channels that foster mental wellness and transparency. Yes, a company or team can and should promote formal programs and therapy partnerships — the entire system should strive to support its employees after all. But it takes a team’s leader to make a culture fit naturally within a team itself.
[1] J. Carter, “Prioritizing mental health while making Tiny Tina’s Wonderlands,” Game Developer, 20-Mar-2023. [Online]. Available: https://www.gamedeveloper.com/gdc-2023-updates/prioritizing-mental-health-and-understanding-during-i-tiny-tina-s-wonderlands-i-. [Accessed: 21-Mar-2023].
[2] “2021 — An Exciting New Year and new opportunities!” Certain Affinity, 02-Feb-2021. [Online]. Available: https://www.certainaffinity.com/2021-an-exciting-new-year-and-new-opportunities/. [Accessed: 21-Mar-2023].
[3] E. Kelly, “Riot games and take this team up in support of mental health,” VentureBeat, 01-Sep-2022. [Online]. Available: https://venturebeat.com/games/riot-games-and-take-this-team-up-in-support-of-mental-health/. [Accessed: 21-Mar-2023].
[4] “Introducing 2K’s employee resource groups — 2K,” 2K Games. [Online]. Available: https://2k.com/en-US/blog/introducing-2ks-employee-resource-groups/. [Accessed: 21-Mar-2023].
