Recognizing the signs
Mental health concerns often show up as patterns: performance changes, missed deadlines, withdrawal, irritability, visible distress, fatigue, or changes in attendance. None of these signs is diagnostic, but together they can signal that a private conversation is appropriate.
Having the conversation
Managers can name what they observe without diagnosing. A simple, private check-in such as “I have noticed you seem quieter lately and wanted to check in” is often more useful than silence or avoidance.
Understanding the boundary
A manager’s role is to notice, name, and connect. It is not to diagnose, treat, or become an ongoing therapeutic support. A specific referral to a real program is more helpful than vague encouragement to talk to someone.
Building the culture
Mental health training helps managers respond earlier and more confidently. In a Canadian study of a three-hour training for leaders, trained managers shared more information about mental health resources, were more supportive, and actively encouraged employees to use the help available. ESS supports leaders with practical training alongside the clinical referral pathway employees can use directly.
References
- Dimoff, J. K., Kelloway, E. K., & Burnstein, M. D. (2016). Mental health awareness training (MHAT): The development and evaluation of an intervention for workplace leaders. International Journal of Stress Management, 23(2), 167–189. doi.org/10.1037/a0039479
- Dimoff, J. K., & Kelloway, E. K. (2019). With a little help from my boss: The impact of workplace mental health training on leader behaviors and employee resource utilization. Journal of Occupational Health Psychology, 24(1), 4–19. doi.org/10.1037/ocp0000126
- CSA Group & BNQ. (2013, reaffirmed 2022). Psychological health and safety in the workplace: Prevention, promotion, and guidance to staged implementation (CAN/CSA-Z1003-13/BNQ 9700-803/2013). csagroup.org
