Supporting mental health at work: Managers matter
This guest article is written by Kim Najran, Medigold Health’s Mental Health First Aid Trainer.
Trigger warning – This article discusses mental health. Please only read on if you feel comfortable to do so, and remember support is available if you need it.
The 10th October marks World Mental Health Day – a global reminder that mental health matters, and that we all have a role to play in supporting it. For managers, this is a powerful opportunity to reflect on how your leadership can shape the wellbeing of your team.
Mental health isn’t just a personal issue – it’s also a workplace one. The way we lead, communicate and support others can have a lasting impact. In this article, Medigold Health’s Mental Health First Aid Trainer, Kim Najran, explores how managers can create a mentally healthy culture by leading with empathy and taking meaningful action to support their teams – not just on World Mental Health day, but every day.
Why is building a mentally healthy workplace so important?
The figures below clearly illustrate just why building a mentally healthy workplace is so crucial:
- 1 in 4 people in the UK experience a mental health challenge each year (Mind).
- 29% of employees will call in sick if they feel their workplace is toxic¹.
- 69% of people report that their manager has the greatest impact on their mental health – on par with their spouse².
- In 2023, over 800,000 workers were suffering from work-related stress, resulting in 17.1 million days lost³.
- Studies show that happy employees are 13% more productive⁴.
If these statistics don’t make the case for why managers need to be paying attention, I don’t know what will!
The truth is, we all have mental health – it impacts everyone. Whether it’s good, bad or somewhere in between, we should be understanding and speaking about it for what it is: our general psychological and emotional state.
Positive mental health doesn’t only improve individuals’ wellbeing. It also makes for a happier workforce, which brings multiple business benefits, including reduced recruitment costs (from replacing unhappy staff who leave), increased productivity, and reduced absenteeism. So the more we normalise it, the better things will be for employees and organisations alike. While it’s fair to say that workplaces are now talking more about mental health – whether that’s through company-led initiatives or casual conversations among employees – awareness is only part of the picture. Turning awareness into real change requires leadership, and that starts with managers.
So, how can managers make a difference?
Lead by example – your behaviour sets the tone
Don’t underestimate the power of influence managers have. Not taking a lunch break? Your team will likely follow suit. Isolating yourself when stressed? Your team may assume you don’t get stressed and feel they also need to withhold communicating it. You can see the pattern here.
By being the change you want to see, you allow the team to relax and remember they’re human too. It creates a supportive culture where it feels safe to talk openly about poor mental health. So, keep talking about it and normalise modelling this behaviour so others feel comfortable doing the same. It’s better to know how your team is truly feeling so you can offer more effective support.
Use language that breaks stigma
The words we use in the workplace can help create a safe environment. As stated earlier, we all have mental health, but it often tends to be talked about in a negative context. Just as important as being open about poor mental health is sharing when you’re feeling mentally well. Why not come into the office tomorrow and say, “My mental health is in a good place today!” We may already frequently say things like “I’m having a good day,” but using the phrase ‘mental health’ reminds people that we all have it and that everyone’s mental wellbeing can fluctuate from time to time. In turn, this helps remove the stigma that experiencing symptoms of poor mental health means you’re mentally ill or incapable of doing your job.
We can also challenge the language of others. For example, instead of saying “they are suffering with depression,” try “they have a diagnosis of depression.” Not everyone suffers, and this language perpetuates the stigma that people cannot function with a diagnosis. Many people experience symptoms of mental health conditions and learn how to live with them. It also helps to describe the symptoms someone is experiencing rather than using terms like “they are having a mental breakdown.” Again, breakdown implies someone cannot function and needs to be fixed.
Have better conversations: Be specific and person-centred
The topic of language leads nicely into how we talk to employees. While there may be great processes and policies in place in your organisation, remember not to use the same script for everyone or make assumptions about what they’re going through.
For example, if someone says, “I am suffering with depression,” rather than using your own judgement, be more specific. You could ask, “Can you tell me more about what you mean by suffering?” Or if someone says, “I feel anxious,” explore how their anxiety presents – everyone is different, and symptoms vary.
A great tool to encourage more open conversations is TED: Tell, Explain, Describe. Starting questions with these prompts helps gather more information to help you support the person better.
For a quick takeaway, just remember these two questions:
- “How are these symptoms impacting you?”
- “How long have you felt this way?”
Asking questions in this way helps to capture the specifics of what we need to know and how we can help. If symptoms have been present for a long time, it might be useful to refer them to a professional for support.
Understand your duty of care
Beyond the business benefits, offering support to employees is also a legal requirement under the Equality Act 2010.
Here’s some steps managers can take to monitor employee wellbeing and exercise their duty of care:
- Understand the variation of poor mental health symptoms and check in with your team regularly, not only when you spot signs that they’re struggling.
- Provide a safe, non-judgemental space to listen with empathy. Separate performance-related conversations from mental health discussions – and make that clear.
- After a conversation about mental health, there may be actions you need to take, such as scheduling follow-up check-ins, enquiring about workplace adjustments or completing occupational health referrals for external support.
Remember to reach out internally if you’re unsure what workplace adjustments or additional support options are available in your company.
Want to feel more confident supporting your team’s wellbeing?
Medigold Health’s Mental Health First Aid Training equips managers with the tools, knowledge and confidence to spot signs of poor mental health, start supportive conversations, and guide employees toward the right help.
Whether you’re looking to build a more resilient team or simply want to be a better listener, this training is a powerful step towards creating a healthier, happier workplace.
Get in touch with our friendly team here to find out more.
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Supporting mental health at work: Managers matter
This guest article is written by Kim Najran, Medigold Health’s Mental Health First Aid Trainer. Trigger warning – This article discusses mental health. Please only read on if you feel comfortable to do so, and remember support is available if you need it. The 10th October marks World Mental Health[...]
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