The runway to the end of 2023 might be carrying us further from the pandemic years, but research shows mental struggle, burnout and fear about the future remain rife in workplaces.

Talking to team members about their mental health has become a crucial element of a leader’s communication skill set, side by side with conversations about performance.

For many leaders, those interactions were uncomfortable enough at the height of the pandemic when mental well-being was at the forefront as an issue.

This year, with renewed pressure to hit targets, there’s a temptation to take a “harden up and push through” approach - yet many workers are still affected by the deep legacies of the last three years, compounded by cost of living and other pressures.

Graeme Cowan, team resilience expert and founding board director of RU OK? says the data shows workplace mental health issues are still very much front and centre.

“These things don’t go away overnight,” he says.

According to Deloitte research, high numbers of employees say they “always” or “often” feel exhausted (52%) or stressed (49%), and others report feeling overwhelmed (43%).

For managers and business, it can feel like a fine and delicate line between pushing for results and caring for their team under pressure.

You don’t have to be a trained counsellor to help

If you notice a change in a team member’s mood or behaviour, as their manager you are best placed to offer initial support because you understand their role. This isn’t a conversation to be outsourced to HR or your Employee Assistance service in the first instance.

Graeme Cowan recommends simply making an observation about what you’ve noticed and asking, with empathy, if they’re OK.

Listen without judgement and ask open questions to gather the information needed to offer support. There may be simple, practical actions to reduce their stress, or you might refer them to a support service or suggest they talk to their GP.

Performance and care can – and should – sit side by side

Global studies draw a clear link between caring organisational cultures and high performance. It’s not a case of choosing between the two. In successful businesses, they are intertwined.

Gallup research asks workers if they agree that “My supervisor seems to care about me as a person.” Graeme Cowan says the results are compelling, showing that the higher the number of people in an
organisation who strongly agree with that statement, the higher its productivity, profit, customer service levels, client engagement and staff retention rates.

Becoming more effective at talking about mental well-being with your team doesn’t signal you’ve gone soft on getting results. Creating a psychologically safe environment encourages people to
perform at their best.

Brave conversations can keep great employees

When someone appears to be struggling, having the courage to start an honest conversation could mean the difference between keeping a star team member and advertising their position.

If you’re willing to talk about mental well-being, perhaps share your own experience and express care and concern, you’ll help members of your team feel understood. They’re more likely to seek help or come up with their own solutions.

At the same time, you’ll be building enormous trust – a quality that’s in short supply in many workplaces.

One challenge can be knowing the difference between chronic underperformance and a mental health issue. If a team member’s performance has fallen below the mark, going into the conversation with genuine curiosity – seeking to understand before making up your mind – can uncover vital information.

Perhaps they’re not sleeping because of worry or are going through a specific experience like a marriage breakup. Without asking and learning, it can be easy to assume this is an underperformance issue that will never turn around.

“The more a leader has perspective over a period of time, the more they can assess whether it’s short term or if has been a continuing problem with someone being in the wrong role,” Graeme Cowan says.

There’s a lot not being said in workplaces about mental health, yet it’s the most crucial issue of our time.

Leaders who are willing to communicate at a deeper human level will truly have impact, both on lives and bottom lines.