A manager’s role in employee mental health is twofold: supporting and promoting wellbeing proactively and recognising when an employee may be struggling and needs encouragement to seek help. When managers build psychological safety and show genuine care, employees are more likely to thrive and to reach out when challenges arise. A supportive manager can:
- Reduce stigma around mental health by speaking openly and respectfully.
- Encourage healthier work habits and boundaries.
- Create a sense of belonging and safety.
- Notice changes in behaviour early, before issues escalate.
Strategies for managers to support mental health
Managers do not need to be mental health experts, but they can implement clear, everyday strategies that foster wellbeing:
1. Foster psychological safety
- Encourage open dialogue: Normalise conversations about challenges and workload.
- Model vulnerability: Share (appropriately) when you’ve had a tough week and what helped you cope. This shows staff that it’s safe to acknowledge struggles.
- Avoid judgemental language: Replace phrases like “just toughen up” with “I hear that this has been really challenging for you.”
- Monitor workload and boundaries
- Regularly check whether staff feel their workload is manageable.
- Encourage breaks, leave, and finishing on time.
- Lead by example, don’t send midnight emails or celebrate overwork.
- Provide flexibility
Where possible, offer flexibility in hours or work-from-home options. Autonomy helps employees manage their energy and personal circumstances, which can significantly reduce stress.4. Build routine check-ins
- Weekly one-to-ones can act as a safety net where employees share progress and struggles.
- Use open questions: “How are you going, really?” rather than only performance-focused prompts.
- Notice patterns: has a usually enthusiastic team member become withdrawn?
- Promote resources and pathways
Managers should know the supports available within their organisation:
- EAP assist
- HR contacts for workplace adjustments
- Peer-support initiatives
- External crisis lines and wellbeing services
- Recognise and appreciate
Acknowledging effort and showing gratitude builds resilience and morale. Simple, consistent appreciation: “Thanks for putting in the extra work on that project, I know it wasn’t easy”, can help buffer against stress and boost engagement.7. Training and self-education
Managers should seek training in:
- Mental health first aid
- Trauma-informed management
- Conflict resolution and communication skills
Warning signs employees might be struggling
While managers should avoid diagnosing or making assumptions, they are well-placed to notice shifts in behaviour. Some signs may suggest that an employee is under strain:
- Changes in mood or behaviour: Becoming unusually withdrawn, irritable, or tearful.
- Decline in performance: Missing deadlines, reduced quality of work, or struggling with tasks they usually manage.
- Absenteeism or presenteeism: Frequent sick days, arriving late, or showing up but unable to focus.
- Physical signs: Noticeable tiredness, loss of energy, or complaints about headaches and other stress-related issues.
- Interpersonal difficulties: Conflict with colleagues, withdrawing from teamwork, or loss of confidence.
How managers can approach conversations
When warning signs appear, managers can take the first step in opening a safe, private dialogue.
- Choose the right setting: A private, calm environment—not a rushed chat in the hallway.
- Express care, not judgement: “I’ve noticed you’ve seemed quieter than usual lately. How are things going?”
- Listen actively: Resist the urge to “fix.” Instead, validate and acknowledge.
- Offer resources: “It might help to check in with HR or EAP Assist—we have supports in place.”
- Respect boundaries: Employees are not obliged to disclose details. What matters is that they know support is available.
