Career Coaching: Supporting Mental Health at Work
- pauseandempower
- Oct 13
- 5 min read
10 October marked World Mental Health Day—a timely reminder that our mental health deserves just as much attention as our physical health.
As a Mental Health First Aider, I can’t recommend upskilling in this area highly enough. (Most good courses are at least 2 full days, but it's worth the time and energy.) For many of us in the more “experienced” generation, mental health was something rarely spoken about at work. We pushed through, kept calm, and carried on.
Fast forward to today, and the landscape is changing. The younger generation are far more open about their struggles, which is encouraging. But it also means that as managers, particularly those who’ve grown up in a more “stiff upper lip” era, we may find ourselves in uncharted territory—supporting staff through mental health challenges. Key fact: yearly referrals to young people's mental health services have risen by 53% since 2019. (Young Minds.)
This article is a no fuss guide to having difficult conversations around mental health. It’s practical, clear, and designed to support managers in doing what’s right for both their team members and the organisation.
Why This Matters More Than Ever
Mental ill health is one of the leading causes of sickness absence in the UK. According to MHFA England, 1 in 6 workers experience mental health problems at any one time, and poor mental health costs UK employers up to £56 billion a year. But there’s good news too: with the right support, employees can and do recover, often returning more engaged and productive than before (MHFA England, 2024).
A key point to remember is this: as a manager, you are not a therapist. Your role is to listen, signpost, and support, while maintaining clarity about responsibilities and expectations on both sides.
The Myth of Unlimited Sick Leave
One of the biggest misconceptions I’ve encountered is the idea that if someone is struggling with their mental health, they can simply take as much paid time off as they like.
I’d love to tell you that’s how it works, but it’s not.
The reality is that organisations hire people because they believe they’ll be a good fit for the role, team and culture. Most employers have discretionary sick leave policies. A progressive organisation will treat an employee as an individual, listen carefully to what’s going on and explore ways to support them—but that doesn’t mean unlimited paid leave.
What happens more often than not is that managers panic at the words “mental health”, feel out of their depth, and simply sign the person off for a few weeks. While this may offer short-term relief, it doesn’t address the root cause of the problem and can leave both the individual and the organisation worse off.
If someone’s mental health challenges stem from home life, sending them home without a plan or support can actually make things worse. Equally, if the root cause is work-related, simply signing someone off doesn’t fix the underlying issue.
Step One: Have the Conversation—Properly
A calm, honest conversation is the most powerful tool you have.
Find a quiet, private space. Be clear that this is a supportive discussion, not a disciplinary one. Start by asking open questions:
“How are you feeling at the moment?”
“Would you feel comfortable sharing a bit more about what’s going on?”
“How can we support you to feel better and manage work?”
If appropriate and everyone’s comfortable, invite your HR colleague to join. This isn’t about ticking boxes—it’s about ensuring the employee feels supported and that you, as the manager, are not carrying the responsibility alone.
Remember, active listening matters more than perfect words. You don’t need to fix the problem in that first conversation.
Step Two: Identify the Source and Adjust
Understanding what’s causing the issue is essential.
If it’s home-related, think about signposting. Your Employee Assistance Programme (EAP) may offer confidential counselling or practical support. If it’s work-related, drill down gently:
Are they clear about what’s expected of them?
Are workload and priorities manageable?
Is there a personality clash with a colleague that’s adding stress?
Do they need adjustments to how or where they work?
These questions are crucial because many workplace mental health issues arise from uncertainty, poor communication, or unresolved conflict.
From there, agree on reasonable adjustments. This might include flexible hours, a temporary reduction in workload, or structured check-ins. But it should also be made clear that both parties have responsibilities. Support is a two-way street.
Step Three: Create a Clear Plan
This is where a lot of managers fall down—not through lack of care, but through lack of structure.
A good plan includes:
What support is being offered (and for how long)
What actions the employee will take to support their own recovery
Any temporary changes to workload or working patterns
A review date
I always suggest scheduling a 30-minute weekly check-in. It’s not meant to be formal or intimidating, just a chance to ask: How are things progressing? Is the support still helping? Has anything changed? This avoids getting to week four and discovering nothing has improved.
Step Four: Be Honest, Clear and Compassionate
Compassion doesn’t mean a lack of boundaries.
If someone is off sick, explain the policy clearly. If adjustments are temporary, outline that too. Transparency builds trust.
Make sure the employee understands that their absence affects other team members and that part of supporting their colleagues is working together on a way forward.
Most importantly, don’t ignore the issue. Hoping things will sort themselves out rarely works. Structured support, honest conversation and consistency do.
Why Supporting Mental Health Is Good for Business
Supporting employees through mental health challenges isn’t just the right thing to do—it’s smart business.
Retention: It’s far more cost-effective to support and retain an existing employee than to recruit and train someone new. On average, it takes six months for a new hire to become fully productive.
Culture: When managers show they genuinely care, it builds trust and psychological safety.
Performance: Employees who feel supported are more likely to re-engage with work and contribute positively.
CIPD’s Mental Health Support Guide emphasises that line managers play a crucial role in early intervention. With the right approach, they can help employees recover and thrive (CIPD, 2024).
Building Your Confidence as a Manager
Many managers fear getting mental health conversations “wrong”. But silence is far more damaging than imperfection.
The charity Mind has excellent resources for employers and managers, including practical steps on managing mental health at work (Mind Resource Guide: Mental Health At Work).
If you haven’t already, I’d strongly recommend completing a Mental Health First Aid course. These programmes give managers the language, confidence and practical tools to support employees in a safe and structured way.
A Final Word: Culture Starts with Conversation
For professional women in leadership, this topic carries extra weight. Many of us grew up in workplaces where showing vulnerability was seen as weakness. Today, the opposite is true: acknowledging and supporting mental health builds stronger, more resilient teams.
So, the next time someone mentions they’re struggling, take a breath. Don’t panic. Don’t ignore it.
Sit down.
Listen.
Explore what’s going on.
Create a plan together.
Check in.
It’s not about being perfect. It’s about showing up with humanity and clarity. This World Mental Health Day, let’s commit to building workplace cultures where mental health isn’t whispered about—it’s supported openly and with respect.
#MentalHealthAtWork #LeadershipMatters #WomenInLeadership #NoFussGuide #WellbeingAtWork #MentalHealthFirstAid #SupportNotStigma #PauseAndEmpower
✏️ Amanda Connolly is a Career Coach, HR Consultant and Mental Health First Aider. She works with professional women navigating career transitions, leadership challenges, and wellbeing at work.
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