Difficult Conversations at Work: A Guide for Supervisors and Managers

Workplaces are made up of people, and people’s experiences can change over time. As a supervisor or manager, you may notice changes in a worker’s behaviour, wellbeing, or performance and wonder what might be going on. These situations can be difficult to navigate, especially when health concerns, mental health, substance use, caregiving responsibilities, financial stress, discrimination or other personal challenges may be involved.

This article provides practical guidance on recognizing changes, approaching conversations with care, and responding in ways that supports both the worker wellbeing and a safe workplace. It also outlines key workplace responsibilities, considerations for difficult situations, and resources that may help workers access additional support when needed.

When you notice a change in a worker’s performance or behaviour, it is important to approach the situation with curiosity rather than assumptions. In BC, employers have a duty to inquire when there are notable changes in performance or behaviour that may be connected to a health concern, including mental health.  

Possible signs that a worker may be experiencing a health, mental health, substance use, or personal concern include:

These signs are important to notice, but they don’t explain the cause. Avoid jumping to conclusions or making assumptions about motivation, commitment, or character.

Recognizing changes is only the first step. Understanding that there may be many possible explanations can help supervisors approach conversations with greater empathy and openness.  

The same changes in behaviour can have many different causes. For example: A worker who is usually punctual may begin arriving late, seem distracted, make more mistakes, become easily irritated, and stop socializing with coworkers. It may be easy to assume that they no longer care about their work. However, there may be other explanations.

They may be experiencing anxiety and struggling with sleep, making it difficult to wake up on time and focus during the day. They may also be managing responsibilities outside of work, such as caring for an ill family member, which creates ongoing stress and time pressure.

Other factors, such as financial stress, housing insecurity, parenting responsibilities, grief, relationship challenges, or experiences of discrimination including racism, homophobia, transphobia, ableism, or other forms of marginalization, can also affect a person’s wellbeing and performance at work.

In some cases, a health condition that is usually well managed may become more difficult during periods of increased stress or change. Because there are many possible reasons for changes at work; it is important to focus on support rather than assumptions. Supervisors and managers do not need to determine the cause of a problem in order to respond appropriately.

Your role is not to diagnose, counsel, or provide medical advice. Instead, your role is to:

Approaching the situation with curiosity rather than assumptions helps create a more supportive and productive conversation.

Bringing up concerns with a worker can feel uncomfortable. Planning ahead can help you approach the conversation with confidence and care.

You might say: “I’ve noticed a few changes recently and wanted to check in, I’m not here to make assumptions, but I want to understand if there is anything affecting your work or anything we can do to support you.” Supporting a worker is often an ongoing process, rather than a single conversation. Building trust, understanding needs, and identifying helpful supports may take time. In some situations, conversations may also involve concerns about workplace safety or a worker’s ability to safely perform their duties.  

Some tasks require workers to pay close attention, react quickly, make important decisions, or operate equipment. Maintaining a safe workplace means taking action when a worker cannot safely perform their duties for any reason including fatigue, a health concern, impairment, or another issue.  Workplaces should have clear organization-wide fitness-for-work policies and procedures to guide these situations and support supervisors in responding appropriately. Addressing safety concerns in a respectful and consistent way helps protect both workers and the broader workplace. Alongside safety responsibilities employers and workers also have responsibilities related to accommodations, confidentiality, and workplace wellbeing.

Workers are not required to disclose a specific diagnosis. They only need to share how their work is affected and what supports or accommodations may help them work safely and effectively. Even when supports and protections are available, some workers may still feel hesitant to discuss health concerns or ask for accommodations.

Many workers hesitate to talk about health concerns or personal challenges at work. This may be due to fear of stigma, discrimination, job loss, previous negative experiences, lack of trust, or workplace cultures that encourage people to “push through” rather than ask for support. Recognizing these barriers can help Supervisors approach conversations with greater empathy, patience, and awareness. A respectful and supportive workplace culture can make it easier for workers to seek help early and access support before concerns become more serious.

At times, Supervisors may encounter situations that involve higher levels of risk and require additional support and resources.

Some workplace situations involve more complex or higher-risk concerns, such as suicide-related thoughts, self-injury, or substance use. These topics can feel difficult to approach, but having a basic understanding can help Supervisors respond with care and confidence. Your role is not to assess or manage these situations on your own. Instead, your role is to recognize when additional support may be needed, connect the worker to appropriate resources, and maintain a safe work environment. The following sections provide general information and considerations for responding to these situations in a workplace context.

These situations can feel challenging, but supervisors are not expected to manage them alone. Knowing when to listen, when to act, and when to connect someone to additional support is an important part of maintaining a safe and supportive workplace. Workers may also ask directly where they can access additional support or services.

Workers may ask for help directly, or they may share concerns that suggest they could benefit from additional support. In many cases, people access mental health or substance use services through a family doctor or nurse practitioner. Other options include walk-in clinics, virtual care, urgent and primary care centres, community mental health services or workplace supports such as Employee and Family Assistance Programs (EFAP) or available benefits.

Supervisors do not need to have all the answers. Simply helping someone connect with appropriate resources can be an important source of support. A full list of services and resources is provided below. In some situations, however, concerns may require more urgent action.

Most mental health concerns can be managed with appropriate support over time. However, some situations require immediate action. It may be an emergency if someone is:

If you believe someone is in immediate danger, call 911.

If you are unsure what to do, you can contact a crisis line for guidance or BC Mental Health Support Line (310-6789; no area code) for information and advice.

In Canada, the 9-8-8 Suicide Crisis Helpline is available by phone or text, 24/7. The following resources may also help workers, supervisors, and workplaces access additional information and support.

Crisis and immediate support

British Columbia Resources

Substance Use Support

Workplace Mental Health Training and Tools

Difficult conversations at work require care, preparation, and respect. Supervisors and Managers do not need to have all the answers. What matters most is noticing changes, approaching workers without judgment, listening with care, and connecting them with appropriate supports while maintaining a safe and respectful workplace. Creating psychologically safe workplaces is an ongoing process. Small actions such as listening respectfully, maintaining confidentiality, responding consistently, and approaching concerns with empathy- can help build trust and support healthier workplaces for everyone.