7 things leaders can do to support mental health at work

As the way we work evolves, so too does the role of the leader. Creating a workplace where people can perform at their best means paying attention not only to productivity and performance, but to the mental health and wellbeing of the people behind them.

Recent statistics indicate that mental health continues to be a growing challenge in the workplace, with more than one in five UK workers experiencing poor mental health – the highest level recorded since 2009. With around 7.2 million people affected, creating healthier working environments has never been more important.

So, what does this mean for leaders? And what can they do to create workplaces where people feel supported, able to speak up and empowered to do their best work?

7 ways for leaders to make a difference 

Supporting mental health at work doesn’t necessarily mean having all the answers. It’s about taking steps to foster an environment where people feel valued, heard, and able to access support when they need it.

Mental health isn't just a wellbeing or HR issue – it's a leadership issue. The way leaders communicate, set expectations, manage workloads and respond to challenges can all shape people's experience of work.

From practical support to everyday leadership behaviours, here are seven ways leaders can help make a real difference.

1. Make support accessible 

Knowing where to turn and what support is available can be one of the first hurdles for anyone experiencing difficulties with their mental health. Ensuring employees have access to appropriate support when they need it is therefore essential.

Whether it's peer support or mentoring schemes, mental health training, employee assistance programmes or professional support services, providing a range of options can help employees feel supported and valued, while giving them access to the right support for their needs.

But simply having resources available isn't enough. Make sure people know what support is on hand, how to access it and who they can speak to - without feeling uncomfortable or judged for doing so.

For leaders, this starts with familiarising yourself with the support your organisation already provides. Knowing what's available means you'll be better equipped to signpost colleagues to the right support when it’s needed.

2. Keep mental health on the agenda 

Mental health awareness shouldn’t begin and end with an annual awareness day. It should be embedded into the way organisations approach wellbeing, culture and working life.

From wellbeing workshops and mental health first aid training to digital resources and mental health apps available around the clock, there are plenty of ways organisations can provide employees with practical tools to support their wellbeing all year round. 

Leaders can help by regularly communicating what’s available, making support easy to access and ensuring these initiatives remain visible and relevant. 

The key is to make these initiatives meaningful rather than treating them as a box to tick or allowing them to become stale.

3. Build a culture of connection 

In an increasingly digital and hybrid working world, maintaining connections can require a little more effort. 

While remote working offers valuable flexibility, leaders need to be mindful of employees who may experience isolation or feel disconnected from their colleagues. 

Regular check-ins, opportunities for collaboration, and informal team interactions can all help strengthen relationships and create a greater sense of belonging. 

Connection shouldn’t be measured by how often people attend the office or join a video call; it’s about the quality of relationships and ensuring everyone feels included, wherever they work. 

4. Create a safe space to talk openly  

Would your team feel comfortable telling you if they were struggling? 

Almost half (49%) of UK employees don't feel confident expressing their needs at work, according to recent research from Mental Health First Aid England. Fostering an environment where people feel psychologically safe to talk openly is a hugely important part of supporting mental health at work.

Leaders can set the tone by listening without judgement, demonstrating empathy, and making time for conversations rather than solely relying on formal performance reviews or meetings. 

That doesn't mean expecting employees to disclose personal information or turning managers into mental health professionals. It's about building trust, respecting boundaries and ensuring people know they can ask for support without fear of judgement.

5. Embrace flexibility 

There is no one-size-fits-all approach to mental health, and what works for one employee might not work for another. For some people, having greater flexibility over when, where or how they work can make the difference between work being manageable and work becoming unsustainable.

The Mental Health Foundation’s 2026 report found that flexible working arrangements, including the choice to work from home, were among the most important enablers of good mental health for workers with disabilities or long-term health conditions. 

Flexibility can take many forms – from adjusted hours and hybrid working to changes in workload or working patterns. The key is understanding individual needs rather than assuming the same approach will work for everyone.

Sometimes, a relatively small adjustment can make a significant difference to someone’s experience, wellbeing and ability to perform. 

6. Make mental health a leadership priority 

A mentally healthy workplace isn’t built through wellbeing initiatives alone. It requires a genuine organisation-wide commitment from leaders at every level.

The question isn't simply whether leaders provide enough mental health support. It's also whether the way they lead is helping to create the conditions for good mental health in the first place.

How leaders set expectations, communicate change, manage workloads, give feedback and respond to mistakes can all influence the day-to-day experience of work.

Are workloads realistic? Are expectations clear? Do employees feel comfortable raising concerns? Are leaders modelling healthy working habits?

By making mental health part of wider conversations about organisational culture, performance and decision-making, leaders can help address the causes of workplace stress rather than simply responding to its consequences.

After all, supporting mental health shouldn't be an additional leadership responsibility. It should be part of how we lead.

7. Don’t forget your own mental health 

It's easy to become so focused on supporting others that you overlook your own wellbeing.

But leaders aren't immune to workplace pressures. Managing competing priorities, making difficult decisions and supporting colleagues through challenging situations can all take their toll.

Recognising your own limits, setting healthy boundaries, seeking support when necessary and making time to recharge are important leadership practices.

They also set a vital example. When leaders demonstrate that looking after their mental health is a priority, they help challenge the idea that good leadership means always being available, pushing through or having everything under control.

Making mental health a part of everyday leadership 

Supporting mental health at work isn't about having the perfect wellbeing strategy or being able to solve every challenge an employee might face. It's about recognising that mental health is part of working life and making it a consistent consideration in the way we lead.

That means developing the skills to listen well, build trust, have difficult conversations, recognise individual needs and adapt when circumstances change.

Mental health shouldn't be something leaders address only when a problem arises or an awareness day occurs. Keeping it on the agenda throughout the year and considering how leadership itself affects people's experience of work can help create healthier workplaces where people feel supported and able to do their best work.

Develop your leadership

Supporting mental health is just one part of leading effectively. Developing the skills to communicate well, build trust, navigate difficult conversations and create positive working environments can help leaders make a lasting difference to their people and organisations.