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Recent research by the CIPD found that less than one in three organisations (32%) train their line managers to support staff with poor mental health. Mental health is now the primary cause of long-term sickness absence for over one in five (22%) of UK organisations. Previously, research stated the main reason people left organisations was their line manager. This same CIPD research found that management style was the second main cause of work-related stress, showing that how managers go about their role has a direct impact on people’s mental wellbeing.

Therefore line managers play a vital role, as they're often the first port of call for someone needing help. With the right capabilities and tools in place, line managers can have the ability and confidence to conduct sensitive conversations, intervene when needed, and signpost people to the right support if required. Everyone MUST be treated with respect.

If, as an organisation, you can create an open culture where your employees feel able to talk about mental health, menopause, and perhaps other subjects which have previously been a "taboo", you can support people in both staying and thriving in their work. Crucial to creating this culture is equipping managers and leaders with the skills and tools to sensitively and confidently start those conversations.

Line managers who know their staff and regularly hold catch-ups or 1-2-1’s to monitor work and wellbeing are well placed to spot any signs of stress or poor mental health at an early stage. Often, the key is a change in a person's typical behaviour.

If, as a line manager, you suspect poor mental health or it is disclosed to you, it's crucial that you facilitate an early conversation about the person’s needs and identify and implement appropriate support or adjustments. It's absolutely essential to show empathy, employ common sense, actively listen and demonstrate trust. Be led by the person talking to you, but a good starting point is always to ask how they are!

Below is CIPD’s 12-point sensitive conversation checklist, with a few bits of added emphasis from myself:

1. Avoid interruptions - switch off phones, ensure colleagues can’t walk in or interrupt,
2. Ask simple, open, non-judgemental questions,
3. Avoid judgemental or patronising responses - the language you use is really important (I'll write more about this in a future article),
4. Speak calmly,
5. Maintain good eye contact,
6. Listen actively and deeply - notice what they're perhaps not saying,
7. Encourage them to talk - you being silent can be particularly powerful,
8. Show empathy and understanding,
9. Be prepared for silences (don’t try to fill them!) and be patient,
10. Focus on the person, not the problem,
11. Avoid making assumptions or being prescriptive,
12. Follow up in writing, especially with regards to agreed actions and support.

Realise we all have varying degrees of mental wellbeing, just like we all have physical health. Some of us have good mental health; some of us poor - many people will experience both during their lives;

Aspire to be a great people-manager who will naturally do what I've detailed above, and;

Do consider the support MIND and other similar mental health organisations can offer.