Words Matter: How do your managers talk about mental health?

What you say to colleagues at work can have a profound impact!

In recent years, the conversation around mental health in the workplace has rightly gained momentum. There is increasing recognition that employee wellbeing is not a luxury or a ‘nice-to-have’ but a fundamental aspect of a healthy, productive, and legally compliant working environment.

However, while awareness has grown, there remains a troubling undercurrent—an often unintentional, yet harmful use of inappropriate language and attitudes that undermine efforts to promote mental health awareness. Whether said in passing, as a joke, or out of ignorance, careless remarks about mental health can have serious implications. For business owners and HR professionals, it’s crucial to understand that the words used in the workplace carry weight—sometimes legal, often emotional, and always cultural.

Mental health issues are far more common than many people realise. In the UK, one in four people will experience a mental health problem each year, according to Mind, a leading mental health charity. Conditions such as depression, anxiety, obsessive-compulsive disorder, post-traumatic stress, and burnout are regularly experienced by employees across all sectors.

Despite their prevalence, stigma and misunderstanding remain widespread. Employees frequently conceal their struggles, fearing they will be seen as weak, unprofessional, or incapable. This fear is often reinforced when managers or colleagues make flippant or derogatory comments, even unintentionally.

Statements like “She’s acting mental,” “He’s off again with one of his episodes,” or “We’re all stressed, get on with it” might be dismissed as harmless, yet they can invalidate someone’s experience and reinforce a toxic culture of silence.

The Legal Landscape in the UK

Under the Equality Act 2010, mental health conditions can be classed as disabilities if they have a substantial, long-term effect on a person’s ability to carry out day-to-day activities. This legal protection means employees must not be discriminated against or harassed due to their mental health.

Employers are also required to make reasonable adjustments to support individuals with mental health conditions. Failing to do so, or making derogatory remarks, could expose organisations to claims of disability discrimination or constructive dismissal.

Inappropriate comments—whether made by a line manager, a senior leader, or a peer—can form the basis for a harassment claim. It is the responsibility of HR and leadership to ensure the workplace is safe and inclusive for everyone, both physically and psychologically.

Cultural and Organisational Impact

Beyond the legal obligations, the business case for supporting mental health is clear. A workplace that fails to take employee wellbeing seriously risks lower engagement, increased absenteeism, higher turnover, and reputational harm. Employees who feel unsupported or mocked are unlikely to remain loyal or perform at their best.

On the other hand, organisations that foster psychological safety, where people feel able to talk about challenges without fear of ridicule or repercussions, tend to experience higher productivity, stronger collaboration, and improved staff retention. Respecting mental health is not just ethically right—it makes good business sense.

Misuse and Overuse

It is important, however, to acknowledge a growing concern voiced by some managers and employees—that the term “mental health” is increasingly used as an excuse, a shield from accountability, or even a catch-all explanation for avoidable behaviour. There is a perception in some workplaces that people are misusing mental health language to avoid difficult tasks, explain away poor performance, or take time off unnecessarily.

This concern is not entirely unfounded. The term “mental health day” is now widely used, but not always with clarity or consistency. Some may feel that mental health is being trivialised when it is invoked for relatively minor stresses or when used interchangeably with normal workplace pressure.

So how should we address this issue?

The key lies in balance and nuance. While it is essential to avoid stigmatising language and treat all concerns with empathy, it is equally important to uphold professional standards and ensure that mental health support is not exploited. Mental health is a genuine and often serious issue, but it does not exempt someone from performance expectations or from fulfilling their role.

This means engaging in open, confidential dialogue. If an employee raises a mental health concern, listen and explore what support they may need—this might involve temporary adjustments, signposting to occupational health, or access to mental health services. At the same time, it is appropriate to discuss performance expectations, timelines, and responsibilities.

Misuse of mental health language is best addressed not through suspicion or punishment, but through clear policies, fair procedures, and transparent communication.

Training and Accountability

One of the most effective ways to avoid inappropriate comments and misunderstandings is through training. Mental health awareness training for managers and staff helps identify what language is acceptable, what the law requires, and how to engage sensitively with employees.

In particular, line managers should be trained in how to:

• Recognise the signs of mental health issues
• Respond appropriately without judgment or assumptions
• Document and escalate concerns where necessary
• Make reasonable adjustments in line with the Equality Act

Just as importantly, HR professionals should ensure that policies clearly outline the organisation’s stance on mental health, including the consequences of inappropriate language or behaviour. Policies should set the tone, but culture is reinforced daily—by what leaders say and do, and by how the team responds to those who speak up.

Building a Compassionate Culture

Words have the power to harm or to heal. A workplace where mental health is dismissed or mocked will drive employees into silence and isolation. In contrast, a culture that promotes understanding, fairness, and support encourages people to seek help when they need it—and that benefits everyone.

This does not mean turning a blind eye to performance issues, nor does it mean accepting every claim without question. It means addressing concerns with professionalism, humanity, and consistency.

Simple steps can help build a more inclusive culture: opening up space for regular mental health check-ins, sharing stories from leadership, offering access to mental health resources, and making wellbeing part of business discussions—not an afterthought.

Ultimately, the goal is not to walk on eggshells, but to speak with care. Avoiding inappropriate comments is not about being politically correct; it is about creating a respectful, lawful, and thriving workplace.

The next time someone jokes, “She’s off again with her mental health,” remember—such remarks do not just reflect poorly on the speaker; they may be the reason someone else stays silent.

Words matter. Let’s choose them wisely.