How to Encourage Men to Talk About Their Mental Health at Work

Men’s mental health is not just a wellbeing topic for awareness days; it is a core occupational health and safety issue that affects performance, relationships and, in the most serious cases, life itself. For employers and health and safety professionals, the question is no longer “Should we address men’s mental health?” but “How seriously and systematically are we addressing it?”

Statistics are sobering. In the UK, around three-quarters of suicides are men, and suicide remains the leading cause of death for men under 50. In male-dominated industries such as construction, agriculture, transport and emergency services, the risk of suicide and severe mental ill-health is significantly higher than the national average. At the same time, many men still feel unable to speak openly about how they are coping at work.

This guide explores why men’s mental health is a critical workplace safety issue, what the law expects from employers, the barriers that stop men from talking, and practical steps you can take to create a culture where men feel safe to speak up, seek help and support one another.

1. Men’s Mental Health as an Occupational Risk

When we think about workplace risk, we often picture machinery, heights, vehicles, electricity or manual handling. Yet the impact of poor mental health can be just as serious. Unmanaged stress, depression, anxiety, trauma and substance misuse can lead to:

• Reduced concentration and slower reaction times.
• Poor risk perception and unsafe decision-making.
• Shortcuts, rule-breaking and inconsistent behaviours.
• Conflict, irritability and aggression with colleagues.
• Fatigue, insomnia and impaired coordination.

In safety-critical roles – operating machinery, driving, working at height or supervising others – these factors become a genuine health and safety hazard, both for the individual and for those around them. Treating men’s mental health as an occupational risk helps organisations move beyond one-off wellbeing campaigns and towards structured, measurable controls, just as they would for any physical hazard.

2. Legal Duties Around Mental Health at Work

In the UK, employers have a clear legal duty of care that includes mental health. The requirement is not just moral – it is embedded in health and safety legislation.

2.1 Health and Safety at Work etc. Act 1974

Under the Health and Safety at Work etc. Act 1974, employers must, so far as is reasonably practicable, protect the health, safety and welfare of employees. Health in this context covers both physical and psychological wellbeing. Ignoring mental health risks is therefore inconsistent with this core duty.

2.2 Management of Health and Safety at Work Regulations 1999

The Management of Health and Safety at Work Regulations 1999 require employers to:

• Carry out suitable and sufficient risk assessments.
• Identify work-related stressors and psychosocial risks.
• Implement appropriate control measures to reduce those risks.

Excessive workload, bullying, harassment, lack of control, isolation and exposure to trauma are all recognised psychosocial hazards. Where these are prevalent, especially in male-dominated roles, they must be formally assessed and managed.

2.3 Financial and Operational Impact

Poor mental health accounts for millions of lost working days every year and costs the economy hundreds of billions of pounds in lost productivity, recruitment, compensation and healthcare. At an organisational level this shows up as:

• Long-term sickness absence and increased turnover.
• Low morale, disengagement and presenteeism.
• Higher error rates and increased incident frequency.

Taking men’s mental health seriously is therefore both a legal obligation and a business-critical investment.

3. Why Men Often Stay Silent: Barriers to Talking

Despite growing public awareness, many men still struggle to talk about their mental health, particularly in the workplace. Understanding why is essential if we want to design support that men actually use.

3.1 Cultural Conditioning and Masculinity Norms

From a young age, many boys are told to “man up”, “toughen up” or “don’t cry”. These messages can evolve into internal rules such as “real men cope alone” or “if I admit I’m struggling, I’ve failed”. In male-dominated environments, these beliefs may be reinforced through banter, jokes or dismissive comments about emotion and vulnerability.

3.2 Fear of Judgement and Career Damage

Men may worry that if they speak up they will be seen as weak, unreliable or not leadership material. They may fear being overlooked for promotion, moved away from certain tasks or quietly judged by colleagues and managers. Where they have seen others treated poorly after raising concerns, that fear is magnified.

3.3 Difficulty Recognising the Problem

Not all men recognise their experiences as “mental health issues”. Instead of saying “I feel anxious” or “I might be depressed”, they might describe being tired, run down or “not quite themselves”. Distress often shows up physically through headaches, chest tightness, stomach problems, weight changes or insomnia. These get treated as separate ailments rather than part of a wider pattern of psychological strain.

3.4 Behaviour Mislabelled as Personality

Warning signs such as irritability, anger, withdrawal, increased drinking, or reckless behaviour may be dismissed as “just how he is” rather than recognised as potential indicators of a deteriorating mental state. When behaviour is normalised instead of explored, opportunities for early support are missed.

4. Building a Framework for Change

Health and safety practitioners, HR teams and leaders are in a strong position to influence how men’s mental health is handled. The aim is not to turn managers into therapists, but to build a clear framework where conversations are normal, support is accessible and risks are actively managed.

An effective framework usually includes:

• Redesigning work to reduce avoidable stressors.
• Providing evidence-based, confidential support routes.
• Creating peer support and buddy structures.
• Equipping leaders to model healthy behaviours.
• Changing the language and narratives around strength, vulnerability and help-seeking.

5. Redesign Work to Reduce Mental Health Risks

A supportive culture starts with the job itself. No wellbeing campaign can compensate for a system that consistently overloads people or leaves them without control. Reviewing how work is designed is therefore a crucial first step.

5.1 Review Workload and Working Patterns

Ask honest questions:

• Are particular teams routinely working excessive hours?
• Are deadlines realistic and properly resourced?
• Is constant availability implicitly expected, even when off shift?

Where possible, redistribute workloads, monitor overtime, ensure adequate staffing and discourage the idea that working while exhausted is something to be admired.

5.2 Increase Autonomy and Control

High demands combined with low control are a classic recipe for stress. You can reduce risk by:

• Involving staff in planning and scheduling work.
• Clarifying roles and expectations to avoid constant firefighting.
• Providing training so people feel confident and competent in their roles.

5.3 Protect Work–Life Balance

In many male-dominated sectors, long hours are worn as a badge of honour. Over time this erodes relationships, sleep and wellbeing. Encourage reasonable finish times, proper use of annual leave and boundaries around out-of-hours contact. Leaders should model this behaviour themselves.

6. Provide Evidence-Based, Accessible Support

Once workplace risks are being tackled, employees also need clear, confidential pathways to help when they are struggling. Support should feel practical, trustworthy and easy to use.

6.1 Formal Support Options

Consider offering:

• Workplace-funded or part-funded counselling and talking therapies.
• Access to qualified practitioners such as CBT therapists for structured support.
• Occupational health referrals when mental health affects safety-critical work.

Make it clear that these services are confidential and that seeking help will not automatically damage someone’s position or prospects.

6.2 Employee Assistance Programmes (EAP)

A well-designed EAP can be a lifeline. Ideally, it should provide:

• 24/7 confidential telephone support.
• Short-term counselling sessions.
• Financial and legal guidance.
• Signposting to specialist services when needed.

Many men carry heavy financial and family responsibilities. Money worries, relationship breakdown or legal problems can intensify mental health difficulties. Showing that the organisation understands this and is prepared to help can significantly reduce the sense of isolation.

6.3 Promote Support Repeatedly

One mention at induction is not enough. Use posters, toolbox talks, intranet pages, team briefings and payslip messages to remind staff that support exists and how to access it. When possible, share anonymised stories or testimonials that normalise using these services.

7. Establish Peer Support Structures

Many men find it easier to talk to someone who understands their world and does not turn the conversation into a formal meeting. Peer support can bridge the gap between “coping alone” and professional help.

7.1 Peer Supporters and Buddy Systems

You can:

• Train volunteer mental health champions or peer supporters.
• Pair new starters with experienced colleagues for regular check-ins.
• Use buddy systems for lone workers, remote staff or high-risk tasks.

Their role is not to diagnose or counsel, but to listen without judgement, notice when something has changed, and encourage early conversations with managers or professionals.

7.2 Shoulder-to-Shoulder Conversations

Men often talk more easily while doing something practical rather than sitting face-to-face. Walk-and-talk check-ins, conversations during site visits or chats over shared tasks can feel less intense yet still create space to ask “How are you really doing?”

8. Use Leadership Influence Wisely

Culture is heavily shaped by what leaders do, not just what they say. If senior figures dismiss mental health, ridicule vulnerability or glorify overwork, that message will spread quickly. If they show respect, honesty and healthy boundaries, others are more likely to follow.

8.1 Model Healthy Behaviour

Leaders and managers can:

• Take breaks and annual leave visibly, without apology.
• Avoid celebrating excessive hours as a mark of commitment.
• Set realistic expectations around availability and response times.
• Share, where appropriate, times they have needed support themselves.

8.2 Equip Managers for Difficult Conversations

Many line managers want to help but feel unsure what to say. Provide training on:

• Recognising early signs of stress or distress.
• Starting supportive conversations and listening well.
• What to do if someone mentions suicidal thoughts.
• How and when to refer to HR, occupational health or external services.

Managers do not have to fix everything; they simply need to be approachable, informed and consistent.

9. Reframe the Way You Talk About Mental Health

The language we use has a powerful impact on whether men feel able to engage. Small changes can make conversations feel less threatening and more constructive.

9.1 Emphasise Strength and Skill-Building

Instead of talking only about “problems” or “illness”, use terms such as:

• Mental fitness or resilience.
• Tools for handling pressure.
• Skills for staying focused and safe at work.

Many men respond better to the idea of building strength and capability than to the idea of being “fixed”.

9.2 Challenge Everyday Stigma

Keep an eye out for jokes or comments that belittle emotional expression or label people as “weak” for speaking up. Gently challenging these moments and reinforcing respect sends a strong signal about what is acceptable in your workplace.

10. Maintaining Momentum and Cultural Change

Supporting men’s mental health is not a one-off campaign; it is a long-term shift in how your organisation thinks about risk, leadership and human performance.

10.1 Treat Psychological Hazards Like Physical Ones

Ask:

• Do our risk assessments meaningfully cover psychosocial risks?
• Are stress factors considered in accident and incident investigations?
• Do we monitor data such as stress-related absence or turnover in high-pressure roles?

Where gaps exist, update procedures so that mental health is fully integrated into existing safety management systems rather than treated as a separate topic.

10.2 Review and Improve Support Regularly

Use anonymous surveys, listening groups or informal conversations to understand:

• Whether men know what support is available.
• Which services they actually use and trust.
• Which teams or locations find it hardest to access help.

Use this feedback to refine your offer and close gaps.

11. Conclusion: Redefining Strength at Work

Encouraging men to talk about their mental health at work is not about lowering standards or removing responsibility. It is about recognising that psychological safety is a key part of overall workplace safety, and that silence can be as dangerous as any unguarded machine or unprotected edge.

Employers have both a moral and legal obligation to treat mental health with the same seriousness as physical risk – assessing psychosocial hazards, redesigning work where needed, providing accessible support, training managers and challenging unhelpful stereotypes about strength and vulnerability.

When organisations do this well, the benefits are clear: fewer incidents, stronger teams, improved retention and a workforce that feels able to bring their whole selves to work. Most importantly, it can save lives.

By taking measurable, sustained action now, you send a powerful message: in this organisation, speaking up about mental health is encouraged, respected and supported – especially for men who have been told for too long to struggle in silence.