Mental health is no longer a taboo topic in the workplace—it’s a key element of a thriving workforce. When employees feel supported, they’re more likely to perform well and stay engaged. But mental health issues are not always visible, which can make it difficult for managers to know how to help. This guide is designed to help managers identify early warning signs of mental health struggles and handle sensitive conversations with empathy.
Supporting employees goes beyond offering solutions. It’s about creating an environment where they feel safe to express their concerns. With some preparation and a little empathy, managers can play a vital role in helping employees feel valued and supported.
At One Deep Design studio, we’ve had meaningful discussions with Siren Training, an organisation dedicated to promoting mental well-being at work. They offer Mental Health First Aid Courses https://sirentraining.com.au/p/mental-health-first-aid/ which highlight the importance of creating a supportive environment where employees can thrive. Mental health training, such as what Siren provides, gives managers the tools to not only identify struggles but respond effectively and compassionately. With the right approach, we can make workplaces spaces where people feel safe to seek support without fear of judgment.
Spotting Early Signs of Mental Health Struggles
Understanding Mental Health Red Flags
Sometimes the signs of mental health struggles are subtle, showing up as behavioural, emotional, or physical changes. For example, a usually social team member may begin withdrawing from group activities or turning down invitations to team lunches. Other times, it might show up through irritability, reduced productivity, or frequent sick days.
Employees experiencing mental health issues may also show emotional signs such as anxiety or mood swings. They could seem unusually frustrated with minor setbacks or appear disconnected, even in meetings they’d usually lead with enthusiasm. These changes often happen gradually, making it important to pay attention to patterns rather than isolated incidents.
Physical signs might also surface, like unexplained fatigue or frequent headaches. Employees might talk about struggling with sleep or skipping meals due to stress. Work-related changes, such as missed deadlines or avoidance of certain tasks, can also hint at deeper struggles.
Methods for Spotting Concerns
Managers don’t need to be mental health experts, but being observant goes a long way. Regular one-on-one check-ins provide a great opportunity to ask open questions like, “How are things going with you?” or “How’s the workload treating you lately?” These conversations offer valuable insights and can help catch small signs before they develop into bigger challenges.
Anonymous surveys are another useful tool. Employees might feel more comfortable sharing feedback or concerns this way. Managers should also look out for trends—such as a sudden spike in absences within the team—which can sometimes indicate stress-related issues.
Approaching Difficult Conversations with Empathy
Preparing for the Conversation
Having a conversation about mental health may feel awkward, but preparation can make it smoother. Choose a private space where the employee feels comfortable and has the freedom to speak openly. Timing is also key—try to avoid having these conversations when the employee is under pressure or swamped with deadlines.
Before starting the discussion, think about what you’ve noticed and keep the focus on specific behaviours. For instance, you might say, “I’ve noticed you’ve been quieter in meetings lately,” rather than making assumptions like, “You seem really down.” Also, gather information about available resources, such as the company’s Employee Assistance Programme, so you can offer practical support if needed.
Starting the Conversation
The way a conversation starts sets the tone for the entire exchange. It’s helpful to begin with open-ended questions, such as, “Is everything okay? I’ve noticed some changes in your behaviour recently.” These types of questions give employees the space to express what’s on their mind without feeling forced to disclose everything.
It’s equally important to keep your tone neutral and avoid sounding judgmental. Rather than saying, “You’ve been slacking off,” try framing your observations gently: “I noticed that you’ve missed a couple of deadlines—how can I support you with that?” The goal is to come across as genuinely concerned rather than critical.
Listening with Empathy
Listening is one of the most powerful tools you have in supporting someone’s mental health. Practising active listening means giving your full attention—putting your phone away, making eye contact, and acknowledging what the person is saying with small verbal cues like, “I hear you” or “That sounds really tough.”
When employees open up, it’s crucial to validate their feelings. Even if you don’t fully understand their experience, you can say things like, “It makes sense that you’re feeling overwhelmed given everything that’s on your plate.” Small acts of validation can help employees feel heard and valued.
Non-verbal communication also plays a big role. Pay attention to body language—if the employee is fidgeting or avoiding eye contact, it may indicate they feel uncomfortable or vulnerable. This can guide you to slow down the conversation or offer reassurance that their concerns are taken seriously.
Offering Support
Once the conversation is underway and you have a clearer understanding of the employee’s situation, the next step is offering practical support. Start by asking what they need rather than assuming. Some employees may benefit from a lighter workload, while others might find flexible hours more helpful to manage their mental health.
If your company offers resources like counselling services or mental health hotlines, remind the employee that these are available. It’s also worth noting that not everyone will immediately take you up on these offers. Encouraging them to explore these options at their own pace is often more effective than pushing.
Helping employees set boundaries can also make a significant difference. For instance, if someone is feeling overwhelmed, you might suggest prioritising a few critical tasks and putting non-urgent work on the back burner. Promoting healthy habits like taking breaks and encouraging time off shows that you genuinely care about their well-being, not just their output.
Following up after the initial conversation is essential. It demonstrates that your support wasn’t just a one-time gesture. A quick check-in like, “How are you doing since we last spoke?” can help keep the lines of communication open and show that you’re committed to supporting their well-being over the long term.
Overcoming Common Barriers in Supporting Employees
Addressing Stigma and Myths Around Mental Health
Despite growing awareness, mental health stigma still lingers in many workplaces. Employees may worry that discussing their struggles will label them as unreliable or incapable, leading to negative career consequences. Managers can play a critical role in breaking down this stigma by normalising mental health conversations.
Openly acknowledging mental health in team meetings or casual chats—just as you would physical health—can help set the tone. For example, sharing something as simple as “I had to take a mental health day last week” sends the message that it’s okay to prioritise well-being. Managers should also actively challenge myths, such as the notion that only severe mental health conditions require support. Addressing mental health challenges early prevents them from becoming bigger issues.
When Employees are Reluctant to Open Up
Not every employee will feel comfortable sharing their mental health concerns, even when you create space for them to do so. It’s important to respect that hesitation and provide alternative ways for them to communicate, such as anonymous surveys or follow-up emails. Sometimes employees might need multiple opportunities to feel safe enough to talk, and that’s okay.
Reassuring employees about confidentiality is another effective way to reduce their concerns. Make it clear that whatever they share will stay between you (and HR if necessary) and will not affect their job security or performance evaluations.
Dealing with Personal Boundaries
While empathy is essential, managers also need to maintain appropriate boundaries. It’s not your role to be a counsellor, and trying to offer more emotional support than you’re equipped to give can backfire. Instead, focus on being a listener and guide, directing employees to professional resources when needed.
There may be situations where personal involvement reaches a limit—such as when mental health issues impact performance significantly or raise safety concerns. In these cases, working closely with HR ensures that both the employee’s well-being and business needs are properly managed.
Legal and Ethical Considerations
Understanding Employee Rights and Privacy
In many regions, mental health is protected under workplace laws, which means employees are entitled to reasonable accommodations if needed. Managers should be familiar with relevant legislation to ensure their support aligns with legal obligations. For example, adjusting workloads or offering flexible schedules might fall under these accommodations.
Privacy is another key concern. It’s essential to handle any information shared by employees with care, discussing it only with HR or those directly involved in providing support. Confidentiality builds trust and ensures that employees feel safe opening up about their challenges.
When to Escalate to HR or Medical Professionals
Managers also need to know when mental health issues require escalation. If an employee mentions self-harm, expresses suicidal thoughts, or if their behaviour poses a risk to themselves or others, immediate action is necessary. In such cases, contacting HR and possibly involving external medical professionals is the best course of action. It’s important to act swiftly while being respectful of the employee’s situation.
Resources and Tools for Managers
Supporting employees effectively often requires additional tools and resources. One key resource is Mental Health First Aid training, which equips managers with practical skills to recognise signs of mental health issues and respond appropriately. Many organisations also offer Employee Assistance Programmes (EAPs), providing employees with confidential access to counsellors and other mental health services.
Promoting mental health campaigns in the workplace—through newsletters, posters, or themed events—helps create awareness and keeps employees informed about available support. Additionally, mental health apps, such as those focusing on mindfulness or stress management, can offer employees quick and accessible tools for day-to-day challenges.
Key Takeaways
Supporting employees with mental health issues isn’t about having all the answers—it’s about being present, empathetic, and aware. By noticing early signs of struggle and engaging in thoughtful conversations, managers can make a meaningful difference. The key is to listen without judgment, offer practical support, and keep communication open through regular check-ins.
It’s also essential to acknowledge your limits and involve HR or mental health professionals when necessary. Ultimately, fostering a work culture that promotes mental well-being benefits everyone—employees feel supported, and the organisation thrives. Small, intentional actions can go a long way in creating a workplace where employees feel safe, valued, and able to bring their best selves to work.
