5 ways to help you talk to your team about mental health in real terms
Opinion
There is a need for more open conversations about mental health at work and managers must learn to do so in real, accessible ways. Here are five pointers to help you do that.
Although mental health is talked about more than ever — and we’ve just had Mental Health Awareness Week — there’s still a stigma around it.
At Nabs, we know that challenging this stigma and encouraging open conversations about mental health is essential if we’re going to support each other as much as possible.
The results of our All Ears community consultation bear this out: more than 70% of people in our industry want to have more open conversations about mental wellness at work. As leaders, our responsibility is to respond to that need.
And the way forward is to discuss mental health and mental wellness in real, accessible terms.
Open up the conversation
The first step is to make talking about mental health feel as everyday as a cold or sore back.
Mental health is affected by so many things. By being open and sharing your own experiences, you’re showing your team that it’s safe to do the same.
Your role-modelling might help someone find the words to describe what they’re going through — or simply remind them that they’re not alone.
Be an approachable manager
Creating psychological safety means building a team culture where people can speak openly without fear.
It means accepting that none of us gets things right all the time — including you. It also means recognising that perfection isn’t realistic and we’re all learning.
Most people avoid the tasks they’re unsure about because they’re scared of getting it wrong. An approachable, open style of leadership — where questions are welcomed and learning is shared — builds confidence and supports wellbeing.
Educate yourself
Everyone’s experience of mental health is different. How someone copes with stress, grief or pressure will vary widely.
While it’s important to spot changes in behaviour, avoid making assumptions. Mental health struggles can show up in many ways — for one person, that might be withdrawal or low motivation; for another, it might be irritability or overworking.
If you’re concerned, ask without judgement. Practise active listening.
Flex your management style
Even in larger companies with multiple policies, leaders can still manage people as individuals. It starts with open dialogue. The goal is to find the balance between individual needs and wider practices.
For example, talk to your team about how they work best in meetings. Some people think on their feet; others prefer to prepare. You might try sending discussion prompts in advance to help everyone contribute with confidence.
Steve Rowe, senior support advisor at Nabs, says: “Creating a safe space to talk is the crucial first step in supporting someone’s mental wellness. On the Nabs Advice Line, we find people open up to us enormously because we listen without judgement and this creates trust.”
Nabs’ Managers’ Mindsets programme includes training on how to create psychologically safe teams, as well as how to have mental wellness conversations.
Create healthy boundaries
Supporting your team means taking care of your own mental health too. That includes setting boundaries. You’re there to support, but you’re not a therapist.
Thinking like a coach can be helpful. Nabs’ Coaching Essentials workshop gives you tools to have mental wellness conversations that are empathetic and structured — and shows you how to signpost people to specialist help when needed.
Uzma Afridi-Gardiner, principal business psychologist at Nabs, says: “Coaching skills give managers the confidence to listen, the tools to support and the mindset to truly work with a team member — creating space for meaningful conversations around mental health.”
Small actions, like checking in with your team or sharing your own experiences, can make a big difference. Together, we can help shift the culture around mental health at work.
For more advice and support, visit nabs.org.uk.
Lorraine Jennings-Creed is director of wellbeing services and culture change at Nabs