Talking about mental health at work can feel intimidating, but it can be especially valuable, particularly when you feel safe, supported, and able to trust the person you’re speaking with.  

Sharing is never required, and many people find it just as valuable to talk with partners, friends, family, or other trusted individuals outside the workplace. 

Here are some realistic situations where opening up at work might make sense: 

1. Your mental health is affecting your performance or focus. For example, you’ve been feeling exhausted, struggling to concentrate in meetings, or noticing missed deadlines. 
2. Stress, anxiety, or burnout feels overwhelming. Maybe you’re feeling emotionally drained, irritable, or physically fatigued. 
3. Changes in workload or job responsibilities are affecting your well-being. A new role, higher demands, or longer hours might make it harder to manage stress.  
4. Challenges outside of work are affecting your day-to-day. Personal or family stress, caregiving responsibilities, or other life events can spill over into your workday. 
5. Experiencing conflict or challenging relationships at work. Stress from difficult interactions with a manager, colleague, or team can affect your well-being. You may be feeling lonely or a lack of connection with your team may be affecting your engagement with the work. 

Even brief, thoughtful conversations can make a meaningful difference, for you and for your team, and help create a more open, supportive workplace culture. 

Yes! It’s actually quite common for employees to share aspects of their mental health at work. Research shows that around 70% of employees with lived mental health experiences disclose at least a little to a manager or a trusted colleague. People are generally more comfortable opening up when they feel their workplace is supportive, respects privacy, and feel that they will not be judged.

It’s entirely your choice how much detail to disclose, but it is important to keep a balanced approach: share enough to be authentic, but maintain boundaries that protect your privacy and professional role. You never need to share a diagnosis or medical details unless you’re requesting accommodations. The key is intentional sharing: focus on experiences, feelings, or strategies rather than medical specifics. 

When sharing, use simple, non-technical language and frame your experiences in terms of well-being or coping strategies. For example: 

• “I’ve been feeling stressed lately and looking to find strategies to manage these emotions.” 

• “I’ve noticed I’m more fatigued this week; I’m wondering how I can adjust my routine to bring my best self to work.” 

Tone and vulnerability matter more than perfect phrasing. You don’t need a script – being honest and intentional is what makes the conversation meaningful.  

Lastly, be sure to lead with intentionality. Be clear about your goal in sharing: 

• Are you explaining a temporary challenge? 
• Requesting support or accommodations? 
• Providing context for your performance or workload when life circumstances affect work? 

Choosing the right setting can make a mental health conversation feel safer and more comfortable. It’s important to pick a space where you feel supported, heard, and able to speak openly. Some common avenues include: 

1. One-on-one with a manager or teammate: 
   A private conversation can help you discuss how stress, workload, or other challenges are affecting your work. 
2. Directly with HR or a designated workplace support resource: HR can provide guidance, resources, or accommodations if needed, while maintaining confidentiality. 
3. More communal or group platforms: Company chat channels, Employee Resource Groups (ERGs), team forums, or internal mental health champions/peer support networks can normalize mental health discussions and connect you with colleagues facing similar challenges.  
4. Mentors or trusted senior colleagues: Mentors can offer guidance, perspective, or support in navigating workplace stress or balancing responsibilities. 
5. Wellness or Employee Assistance Program (EAP) counselors: EAPs provide confidential sessions to discuss stress, anxiety, or other challenges without it becoming part of your formal work record. 

Here are some examples of sessions and formats that can provide support: 

• Take a Break: Weekly 30-minute virtual sessions with personal storytelling and educational content. 
• Being Your Vulnerable Self: Small, non-recorded sessions to share mental health stories and coping techniques. 
• Drop-In, Time to Talk: Virtual sessions 1–2 times per month for casual conversation. 
• Morning Brew: Sessions covering self-care, mindfulness, and normalizing mental health challenges. 

If these types of sessions aren’t currently offered at your organization, consider discussing with your leadership about creating or launching similar opportunities. They can help foster a safe and supportive space for everyone.

Concerns about judgment or being treated differently are normal, but they don’t have to stop you from having a helpful conversation. Many people worry about being judged or treated differently, but these conversations can be handled in ways that are safe and constructive. 

Support often exists: Most colleagues, managers, and HR genuinely want employees to succeed. Even sharing small, intentional pieces of information can give them the context they need to provide practical help, flexibility, or accommodations—allowing you to maximize rather than diminish your abilities or potential. For instance, many companies have successfully responded to employee transparency by implementing structured check-ins, flexible scheduling, or team-level mental health resources. 

Focus on solutions, not labels: Keep the conversation professional by framing it around experiences, coping strategies, or ways others can help you stay productive. Examples might include: 

• “I’m feeling a bit stretched this week and wanted to discuss the best way to prioritize my tasks.” 

• “I’m balancing caregiving responsibilities outside of work and would like to talk about adjusting deadlines for the next few weeks.” 

Start with what feels manageable: You don’t need to share everything at once. Begin with brief observations or general feelings, then gradually provide more context as you feel comfortable. This approach helps you gauge responses, build trust, and feel more in control of the conversation. 

Supporting your team’s mental health is an important part of being an effective leader — and you don’t need to be a clinician to make a real difference. Your role is to create a safe, supportive environment where employees feel seen, heard, and respected. 

A good starting point is leading by example. Normalize mental health conversations by acknowledging that stress and mental health challenges are common and by including brief check-ins in meetings or one-on-one conversations. When appropriate, sharing your own experiences can help employees feel comfortable opening up. Simple, affirming phrases signal that well-being is a priority, such as: 

• “We’ve had a heavy workload lately. How are you holding up, and is there anything I can do to help?” 
• I know you experienced a loss recently. I just wanted to check in on how you’re feeling and see if there’s anything you need.” 

Creating a safe space for disclosure is key. Make it clear that employees can share without judgment and that confidentiality will be respected.  

We have compiled a list of additional resources which you can reference below: 

• Words at Work: Changing the Narrative Around Mental Health in the Workplace — Forbes EQ
• Five Recommendations From Young Professionals on Workplace Mental Health — Forbes EQ
• Managing for Mental Health in the Modern Workplace — NAMI‑NYC (video)
• Love Your Mind — Employer Guide: Tools & Resources for Employees
• Mental Health Playbook 2.0 — Health Action Alliance
• Conversation Guide for Managers — Health Action Alliance
• Leaders Go First Campaign – MindShare Partners 
• Talking About Mental Health With Your Employees Without Overstepping — Harvard Business Review (HBR)
• Disclosure Impact of Mental Health Conditions in the Workplace: A Scoping Review and a Thematic Analysis (2025)
• The Three Cs of Disclosing Serious Mental Illness at Work: Control, Conditions, Costs — Psychiatr Serv.