This is the ultimate check-in question. But how often do you ask the question, and more importantly, listen for the person to answer? It sounds simple, but in the busyness of the working day, the need to hit tight deadlines, or when navigating multiple tasks, we can forget to ask that question and more importantly wait to listen to the answer. 

The stigma to disclose when something is not quite right may still inhibit staff to ask for help. People may need a safe space to talk, so finding both the time and space to open-up about mental health, work pressures and struggles can be beneficial. Developing good relationships with those you work with is key. When this occurs your ‘antennae’ for spotting when something is not quite right can become more acute and lead to starting a conversation.  

We recognise that for some, this can be daunting (and it is very common to feel this way), but there are some good practices that if done correctly, can go a long way to supporting staff when they need it. Managers are not counsellors or psychologists and should not be expected to ‘fix’ everything. But they do have a key role in enabling conversations, in hopefully a collaborative, non-judgemental manner to provide effective support.  

A two-way conversation is the basis of all good workplace relationships. The more regularly they happen, the more quickly they will become authentic, trusting and lead to individuals feeling safe, valued and willing to discuss what could be worrying them.  

Unplanned, less formal communication can be an excellent way to show genuine interest in individuals and are to be encouraged. Asking about their weekend, what they did in the evening, or what they enjoy doing outside of work can be easy ice-breakers. 

More formal one-to-one meetings can be a useful setting to check-in on mental health, wellbeing and workloads, and lead to further conversations about what support, if any could be provided. 

It is important to understand how to support staff wellbeing. These conversations should not be rushed or squeezed into the last few minutes of a line management meeting. It may in fact take several conversations before an individual feels ready to explore their wellbeing more openly. Questions that could be used to help encourage discussions can include: 

• What helps you thrive at work? 

• What keeps you healthy at work? 

• What do you enjoy at work? 

• What is having a negative impact on you at work at the moment? 

A manager’s role here is to actively listen, ask open questions and use impartial phrases that may encourage further conversation, such as ‘That must be difficult for you. What impact do you think this has on…’ or ‘I’m sorry to hear that, what do you think the next best steps for you could be?’.  

It may be helpful to discuss what actions are being taken following these conversations which could lead to further talks about workplace adjustments and signposting. 

Continue to check-in, both formally and informally to maintain an open dialogue about wellbeing. Ask for feedback about the support you are providing and if anything else is required. Having such conversations is a managerial strength. In situations of high pressure and stress, reaching out in a friendly manner is a core responsibility of managers, and staff may become more motivated and empowered when they are met with an empathetic response. 

Asking the four small words, ‘How are you doing?’ can make a big difference. It can create a safe space, a listening ear and an opportunity for staff to have the difficult conversations about workplace and wellbeing issues. At first, it may not easy, but it is worthwhile. Taking time to reach out and to check-in is an important start to reaching better staff and business outcomes.