Mental health is an essential part of a thriving workplace. However, many leaders and managers struggle with initiating conversations about mental well-being with their teams. These discussions can be sensitive, but when approached with empathy and authenticity, they foster a supportive work environment that enhances both individual and team performance, promotes an environment where employees thrive, not just survive.
1. Create a Culture of Openness
Before initiating mental health discussions, ensure your workplace promotes openness and psychological safety. Employees should feel comfortable discussing their well-being without fear of stigma or repercussions.
Part of that culture involves leaders and managers leading by example; this could be by sharing your own experiences or be open on what strategies you apply for managing your own mental well-being; providing an opportunity, and encouraging, open discussions about mental health in team meetings, as well as in regular 121 meetings with your team; promoting days such as Time to Talk run by Mind and Rethink Mental Illness within team meetings – encourage openness and reduce stigma by providing ‘down-time’ for team members to talk and, if they feel comfortable, share their experiences.
Remember this is not about you trying to fix or resolve mental health challenges your team may have, but by actively listening to your team members and signposting to mental health resources such as The Samaritans, Mind, Shout 85258, suggesting they get in touch with their GP of, if the organisation provides, details of how to access the Employee Assistance Programme or Mental Health First Aider.
2. Choose the Right Setting
Conversations about mental health should take place in a private, non-judgmental space. A quiet meeting room or a virtual one-on-one call ensures confidentiality and helps to put team members at ease – the meeting should not feel rushed, or interrupted, so make sure you have set aside a suitable amount of time and away from distractions.
Although group discussions are a good opportunity to raise awareness, and reduce stigma of mental health, this is not the place to discuss any concerns individuals may have as this may lead to employees feeling exposed.
3. Start with Empathy and Active Listening
How you open the conversation with your team member will set the tone. Use empathetic and non-intrusive language.
Instead of: “You seem stressed. What’s wrong?”
Try: “I’ve noticed you’ve been quieter than usual. Is there anything I can do to support you?”
Active listening is crucial. Do not feel you need to offer immediate solutions, validating their feelings and experiences whilst maintaining eye contact and not interrupting will help your team member feel listened to, and build the trust for further discussions.
4. Ask Open-Ended Questions
Encourage dialogue by asking open-ended, and authentic, questions that allow employees to express themselves freely. Examples such as
“How have you been feeling lately?”
“Is there anything at work that’s been particularly challenging for you?”
“Would you like to talk about any support you might need?”
5. Avoid Judgment and Offer Support
It’s essential to approach these conversations without bias. Avoid dismissive phrases like “It’s just a phase” or “Everyone feels stressed sometimes” these phrases are likely to result in your team member feeling unsupported and therefore unlikely to share things in the future.
Be kind; acknowledge their feelings: “That sounds really difficult. I appreciate you sharing that with me.”
Offer support: “Would you like to explore some workplace adjustments or support options?”
6. Know When to Provide Resources
As a manager, you’re not expected to be a mental health expert, but you should be aware of available resources. Direct employees to professional help when necessary.
There are national, and also possibly local organisations that are there to offer support.
Mind offer a guide for line managers in the development of Wellness Action Plans – Mind
You may wish to consider developing a list of organisations that is easily available for the team to access.
If available, as an organisation, you may refer to the Employee Assistance Programme (EAP) and any counselling that may be offered as part of the programme.
You can discuss flexible working or carry out a Health & Wellbeing Risk Assessment in order to identify triggers/risks and how best you can support the employee.
7. Follow Up
A single conversation will likely not be enough. Follow up with employees to check on their well-being.
This does not need to be a formal meeting, but send a simple message: “Hey, I just wanted to check in on how you’re doing since our last conversation.” This will demonstrate you are there to offer further support and that there will be opportunities for ongoing discussions to take place.
Remember to keep matters confidential, so do not bring this up at the lunch table or coffee break with other colleagues in earshot.
Conclusion
Mental health conversations can be challenging, but they are crucial in fostering a supportive workplace. By creating a culture of openness, listening with empathy, and providing the right resources, leaders can help their teams feel valued, supported, and empowered. Prioritising mental well-being not only benefits individual employees but also contributes to a healthier, more resilient work environment.
