In recent years, mental health has become an essential part of workplace wellbeing. While awareness has grown significantly, many employees still struggle in silence, often because they’re unsure how to talk about what they’re experiencing, or fear being judged.
Managers are often the first line of support, yet many say they don’t feel equipped to have sensitive conversations about mental health. The good news? With the right approach, empathy, and resources, managers can make a real difference, helping employees feel heard, supported, and valued.
At Acorn Occupational Health, we regularly support organisations to build mentally healthy workplaces. Here’s how managers can start having more effective, confident, and compassionate conversations about mental health.
1. Create a Culture of Openness
Effective mental health conversations don’t start in crisis, they grow from a culture where it’s safe to talk. Managers can set this tone by:
- Talking openly about wellbeing in team meetings.
- Sharing stress management tips or resources without singling anyone out.
- Checking in regularly with all team members, not just those who appear to be struggling.
Even small gestures, like asking “How are you doing this week?” instead of “How’s work going?” can signal that it’s okay to talk about more than just tasks.
When mental health is treated as part of everyday conversation, not a taboo topic, employees are more likely to speak up early, before things escalate.
2. Recognise the Signs That Someone May Be Struggling
Sometimes, employees don’t come forward, so managers need to be observant. Warning signs can include:
- A drop in performance or concentration
- Increased absenteeism or lateness
- Withdrawal from colleagues or social interactions
- Noticeable mood changes, irritability, or tearfulness
- Expressing feelings of being overwhelmed
It’s important to remember that these changes don’t always indicate poor mental health, but they are worth exploring sensitively.
A simple opening line could be:
“I’ve noticed you seem quieter than usual lately. Is everything okay?”
This shows care and concern without making assumptions.
3. Choose the Right Time, Place, and Approach
Timing and setting matter. Avoid having these conversations in public or during a busy moment. Instead, choose a private space or quiet time when you can give your full attention.
If you’re remote, suggest a video or phone call rather than discussing it via email or chat.
You might start with:
“I wanted to check in because I value your wellbeing, and I’ve noticed you seem under pressure. Would you like to talk about how things are going?”
This signals genuine concern and leaves space for the employee to decide what they’re comfortable sharing.
4. Listen Without Trying to “Fix”
When an employee opens up, the most powerful thing you can do is listen.
Managers often feel pressured to offer solutions or “fix” the problem immediately, but most people simply want to be heard and understood.
Use these key principles:
- Listen actively: Maintain eye contact, nod, and avoid distractions.
- Avoid judgement: Don’t downplay their feelings or compare experiences.
- Reflect and clarify: Repeat back what you’ve heard to show understanding, for example, “It sounds like the workload has been quite overwhelming lately.”
This builds trust and shows empathy, which is often more impactful than any single action.
5. Explore Support and Adjustments
Once you’ve listened, discuss what kind of support might help. Some employees may not know what they need, others might have clear suggestions.
Examples of practical adjustments include:
- Temporary workload reduction or task prioritisation
- Flexible or hybrid working arrangements
- Adjusted deadlines or reduced hours
- Additional breaks or wellbeing days
- Access to professional support
You can also signpost to Occupational Health, your organisation’s Employee Assistance Programme (EAP), or external mental health services.
At Acorn Occupational Health, our management referral service provides professional guidance on how health concerns affect work capacity, along with tailored recommendations for reasonable adjustments and recovery support.
6. Keep the Conversation Going
Mental health is not a “one-and-done” topic. Once an employee has opened up, follow up regularly to see how they’re doing and whether the support in place is still working.
A simple check-in like,
“How have things been since we last spoke?”
keeps the dialogue open and shows that you genuinely care.
Following up also helps build trust, employees are far more likely to reach out in the future when they know their manager is consistent and supportive.
7. Lead by Example
Finally, managers can have the greatest impact by modelling healthy behaviour themselves. Demonstrating good work–life balance, taking breaks, and being open about stress management strategies encourages others to do the same.
If managers show that it’s okay to prioritise wellbeing, employees will follow suit.
Final Thoughts
Conversations about mental health don’t have to be perfect — they just need to be kind, consistent, and genuine. The simple act of checking in and listening can prevent problems from escalating, foster trust, and create a culture where people feel safe to be themselves.
With the right training, tools, and mindset, every manager can play a vital role in supporting a healthier, more resilient workforce.
Contact Us
📞 01260 277797
📧 website@acornoh.co.uk