Today marks Time to Talk Day 2025, a national initiative aimed at encouraging mental health conversations. Managers today are expected to support their teams not just with work-related guidance, but also by helping to foster a mentally healthy workplace culture. However, many managers feel unprepared for these conversations, expressing concerns such as:
- “I’m not a doctor or psychologist – what if I say the wrong thing?”
- “What if I make things worse?”
- “Where do I start?”
- “Who can I turn to for support?”
These concerns are entirely valid. Without the appropriate skills or training, a manager may inadvertently cause harm to both the employee and themselves. But sidestepping the conversation is not the solution. When mental health challenges are ignored, issues can escalate, affecting engagement, performance, and overall team morale.
The good news is that with a thoughtful approach, managers can create safe spaces for these important discussions.
The following eight-step guide will help you and your organisation’s managers navigate these sensitive conversations with confidence and care.
1. Don’t dodge the conversation
Avoidance might seem like the easier option, but overlooking mental health concerns can lead to worsening issues over time. When employees feel unsupported, it can result in feelings of isolation, resentment and, ultimately, disengagement from their work. Addressing concerns early on provides relief for the individual and contributes to a healthier, more collaborative work environment.
By acknowledging that mental health is as important as physical health, you send a clear message that your team’s wellbeing is a priority. This proactive approach can lead to earlier intervention and better outcomes for everyone involved.
2. Create the right environment
When you notice a team member struggling or raising a concern, it’s important to choose an appropriate time and place for the conversation. Rather than having a casual hallway chat, schedule a private meeting. Choose a quiet, neutral space where both parties can feel at ease.
Setting aside dedicated time helps to:
- Minimise distractions and interruptions
- Allow both parties to prepare mentally for the conversation
- Demonstrate that you take their concerns seriously
This intentional approach can ease anxiety for both you and the employee, creating an atmosphere where honest communication is possible.
3. Seek permission and respect boundaries
Before diving into a conversation about mental health, it’s important to seek the employee’s permission. Begin with a simple, respectful question like, “Would you be open to talking about how you’re feeling?” This gives the individual control over the discussion and reinforces that sharing is entirely their choice.
In addition, be upfront about the scope of your role. Clarify that while you are there to listen and facilitate support, you are not a therapist. For example, you might say, “I’m not a mental health professional, but I care about your wellbeing and want to help you access the right support.”
Establish boundaries around confidentiality, the length of your conversation, and the limits of your role. Doing so helps create a safe, containing context for open dialogue.
4. Listen actively and without judgment
Effective listening is the cornerstone of any supportive conversation. Active listening involves more than just hearing words – it requires you to truly understand the emotions and concerns being expressed. Here are some key practices:
- Listen with curiosity: Approach the conversation with genuine interest, rather than planning your response
- Maintain open body language: Your non-verbal cues – like eye contact and an open posture – signal that you are engaged and empathetic
- Avoid interrupting or judging: Give them the space to express themselves fully without interjecting your opinions or solutions
- Reflect back what you hear: Use phrases such as, “It sounds like you’re feeling really overwhelmed by the current workload. Is that accurate?” This not only confirms your understanding but also validates their experience
By truly listening, you help the employee feel heard and respected, which is essential for building trust.
5. Focus on impact over problem-solving
Remember, your role is not to diagnose or fix personal problems; it is to understand how the issues affect their work and to facilitate access to the right help. Ask open-ended questions such as, “How are these challenges impacting your work?” or “What would help you feel more supported at work?” This keeps the conversation grounded in practical steps, making it easier to identify supportive actions that can be taken.
6. Collaborate on next steps
Once you have a clear picture of the situation, guide the conversation toward actionable steps. Collaborate with the employee by asking:
- “What do you need going forward?”
- “What steps can you take to help you cope?”
- “What support can I or the company provide?”
Encourage them to share their ideas and preferences. If you’re uncertain about the best course of action, consider discussing the situation with HR or a trusted colleague before proceeding further. A follow-up meeting can be useful to review progress and adjust the support plan as needed.
7. Signpost to available resources
Being informed about support systems within your workplace is crucial. Whether it’s an employee assistance programme (EAP), mental health first aid (MHFA) resources, or online mental health tools, make sure you know what is available and how to access these services. Additionally, keeping a list of local services and helplines can provide quick guidance when external support is necessary.
Providing clear signposts helps demystify the process of seeking help. It also reassures the employee that there are multiple avenues of help available.
8. Take care of your own mental health
Supporting others can take an emotional toll, so it’s vital to ensure you also have access to support. Whether through one-on-one coaching, a peer support group, or simply debriefing with HR, make sure you have a system in place to process challenging conversations.
Self-care isn’t just a personal responsibility – it’s a professional one, too. By taking care of your own mental wellbeing, you’re better equipped to support your team.
It’s time to talk
Remember, talking about mental health in the workplace doesn’t require expert knowledge – it requires compassion, active listening, and a commitment to support. By creating a safe and open environment, managers can play an essential role in ensuring employees feel valued and empowered to seek the help they need. And in taking these actions, you not only contribute to individual wellbeing and a supportive workplace culture but also enhance overall team performance.
Culture Pioneers is a movement that champions healthy, thriving workplace cultures. Powered by HRZone, we aspire to support exceptional outcomes for both businesses and employees by sharing expert guidance and insights on workplace culture issues. We also celebrate organisations and leaders driving progressive change through our annual Culture Pioneer Awards programme. Dr Jo Burrell is a judge for the Wellbeing category of the awards.
