A Supervisor's Mental Health Conversation

A Supervisor’s Mental Health Conversation 

Navigating workplace mental health support as a safety professional

Recent research suggests employers and workers may be on different pages when it comes to mental health in the workplace. While 91% of employers report feeling confident in their ability to address mental health issues, only 62% of employees shared that confidence in their employer.  

For supervisors and safety professionals, this perception gap is important to note. Mental health concerns often surface first at the team level, long before formal systems or policies are activated. 

• 28% of employees reported never receiving formal workplace safety training. 
• 36% of the employees said workplace stress affects their personal lives, including relationships, sleep, and mental health. 
• 73% agreed that implementing “some form” of workplace mental health support “would make a meaningful difference.” 

Navigating Workplace Mental Health Support as a Safety Professional 

The findings of the study reveal another important insight: “Employers tend to highlight concerns related to physical, environmental, and equipment risks, while employees are significantly more likely to raise mental health concerns.”  

As a safety professional, keeping this disparity in mind can be important as you support workers. Keeping people safe involves more than preventing physical injuries—and this research suggests many workers feel their mental health is at greater or equal risk. 

While maintaining a physically safe working environment remains top priority, it is also important to ask questions about your team’s mental health and how your organization’s safety culture could evolve to better support it. The study found that 67% of employees currently have safety concerns, and 32% cited mental health as their number one safety worry. 

What to Say: Questions that Build Trust 

Regular check-ins with your team can build trust and stronger connections, and it allows individuals to tell you directly what they need. Before asking questions, be sure to let employees know your intent is to better understand how working conditions may be affecting their well-being—not to evaluate performance. 

Vague questions can unintentionally shut conversations down. Instead of asking “How are you doing?” consider more specific, open-ended questions, such as: 

• What work-related challenges have you been dealing with lately? 
• Do you feel like the team is working well together? 
• Is there anything specific you need right now to feel more supported? 
• How can I help you feel your best at work? 

Psychological safety is the foundation of healthy work environments where every worker feels empowered to speak up, ask for support, and be themselves. Learn more about psychological safety on The Hub. 

What Not to Say: Avoiding Minimizing Responses 

It’s important to recognize the difference between venting and problem-solving. Sometimes, employees simply need to feel heard. 

Offering solutions too quickly can backfire; when you try to provide a solution to someone who was just looking to vent, the person can feel dismissed rather than supported. When in doubt, try asking: “Do you want help solving this, or do you just want to talk it through?” 

Avoid minimizing language such as: 

• It could be worse. 
• At least [x] is going well. 
• Maybe you’re just having an off day. 

Minimizing concerns reinforces the idea that an employee’s struggles are unimportant, and it makes it unlikely that the employee will come to you for support in the future. 

How to Escalate Concerns Appropriately  

Some situations simply require listening; others require action. Not every mental health concern requires formal intervention, but part of a supervisor’s role is knowing when action is needed to ensure an employee’s well-being is supported.  

Supervisors should consider escalating concerns when: 

• Employees express ongoing distress that does not get better over time. 
• Mental health concerns impact performance, safety, or well-being. 
• An employee indicates they may be a risk to themselves or others. 
• Workplace stressors are contributing to burnout or absences. 

When escalation is needed, supervisors can take supportive steps, such as: 

• Normalizing professional mental health support and reducing stigma. 
• Encouraging workers to use mental health days or flexible scheduling when available. 
• Helping employees utilize their Employee Assistance Program (EAP), onsite counselors, or wellness resources. 
• Following organizational protocols for reporting immediate or serious concerns. 

Call To Action