Mental health is no longer a behind-the-scenes issue at work. It’s a real and rising concern—and leaders are being called to respond with more clarity, confidence, and compassion than ever before.
Conversations that used to be avoided are now surfacing in performance reviews, check-ins, and team dynamics. And while many leaders want to do the right thing, few feel fully equipped to navigate the legal, emotional, and operational complexity.
In a recent HR HotSpot webinar, Jodi Slavik, Strategic Services Director with Vigilant Law Group, joined Jen Lambert for a deep-dive discussion on this pressing challenge. Drawing on years of experience advising Washington employers, Jodi shared what leaders need to know—and do—when faced with potential mental health issues at work.
The result? A conversation that was equal parts warning and roadmap—designed to help leaders take meaningful, appropriate action when it matters most.
Why This Conversation Matters Now
More employees are bringing mental health concerns directly to their managers and HR teams—and that’s a shift leaders can’t ignore. Whether it’s requests for time off, conversations about burnout, or disclosure of a diagnosis, mental health is becoming a more common part of workplace dialogue.
Yet many leaders feel unprepared—unsure how to respond without overstepping legal boundaries or saying the wrong thing. And when those responses come across as overly formal or hands-off, it can leave employees feeling dismissed or discouraged.
The key is knowing how to respond with empathy, stay grounded in job-related facts, and take appropriate action without overstepping.
Key Takeaways
1. When a Sign Affects Work, It’s Time to Act
Leaders might notice small changes—missed deadlines, disengagement, or emotional outbursts—but hesitate to say something. The moment a sign starts affecting work, it becomes appropriate to step in.
But as Jodi emphasized, your role isn’t to diagnose. It’s to address how behaviors are showing up at work. You’re not there to solve a personal issue—you’re there to manage job impact in a thoughtful, legally appropriate way.
What this means for you: Observe patterns tied to job performance. If behavior is disrupting work, it’s time to start the conversation.
2. Lead with Empathy
When an employee shares a mental health concern, it’s common for supervisors to feel nervous or overly cautious. Some default to legal-sounding language or distance themselves to avoid saying the wrong thing—but that can come off as cold or dismissive.
Empathy doesn’t mean feeling someone’s emotions. As Jodi shared, it’s not about “feeling the feels”—it’s about making a genuine effort to understand where the other person is coming from. That effort helps leaders respond with care and clarity, not just compliance.
What this means for you: Model empathy in your own conversations, and equip managers with language that shows curiosity and care. You don’t need to fix it—you just need to show up thoughtfully.
3. You Can Be Curious—Here’s How
When something seems off or a pattern begins to emerge, it’s okay to ask questions. The key is to focus on performance, impact, and support—not to label or assume.
Start with empathy and follow up with open-ended, work-related questions that give employees space without pressure. Some safe ways to open the conversation include:
- “I’ve noticed some changes in your performance—can you help me understand what’s going on?”
- “Is there anything affecting your ability to focus or manage your workload?”
- “What kind of support do you need from me?”
What this means for you: Curiosity isn’t invasive when it’s grounded in care and connected to performance. Help managers not assume and keep the focus on support. People don’t want to be defined by a diagnosis or disability.
4. Culture Sets the Tone
These conversations don’t happen in a vacuum. If mental health is only addressed when something goes wrong, employees will hesitate to speak up. But when leaders consistently listen, follow through, and create space for honest dialogue, people feel safer bringing concerns forward.
Mental health isn’t just an HR topic—it’s a leadership responsibility. When leaders treat it that way, it becomes part of how the organization operates, not just a one-off accommodation.
What this means for you: Normalize mental health through consistent communication, visible resources, and everyday leadership behavior—not just policies or awareness months.
Watch the Full Conversation
This blog just scratches the surface. To hear the full discussion—including real-world scenarios, leadership tips, and what not to say—watch the full replay of the webinar: How to Spot, Respond, and Manage Employee Mental Health Issues.
It’s practical, eye-opening, and packed with tools your leadership team can use right away.
Final Thought
A common thread throughout this conversation was simple but powerful: Focus on the impact at work—and how you can support from there.
You’re not expected to solve someone’s mental health challenge or define what they’re going through. But when performance is affected, leaders have a clear lane: step in, ask thoughtful questions, and offer appropriate support.
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