Breaking the silence: men’s mental health, neurodivergence and the power of conversation at work

Men’s Mental Health Week is a timely reminder that stigma still stops too many people from speaking up early.

In the workplace, a quiet struggle can easily be mistaken for disengagement, poor performance, or “just having a bad week” when in reality someone may be overwhelmed, isolated, or at risk.

Conversations around Mental Health matter even more when we consider neurodivergence. Research shows that autistic people and people with ADHD are at increased risk of suicidal thoughts and behaviours, which means workplaces need to get better at noticing distress, responding with compassion, and making support easier to access.

Too often, stress, anxiety, low mood or burnout are hidden behind phrases like “I’m fine”, staying busy, or simply carrying on. In the workplace, this can mean someone’s mental health struggles are missed or misunderstood.

Creating a culture where people feel able to talk openly matters. When conversations around mental health are normal, supportive and free from judgement, it becomes much easier for people to ask for help early, before things build up.

The workplace cannot solve everything, but it can make a meaningful difference. A supportive manager, regular check-ins, psychologically safe conversations and clear routes to help can all reduce stigma and help people feel less alone.

So, what does this mean for HR, Health & Safety and people managers?

It means mental health support cannot sit with one person or one team alone. HR shapes culture and policy. Health & Safety helps identify and reduce workplace risks. Line managers often have the most day-to-day contact and are usually the first to notice when something has changed.

When these roles work together, workplaces are much better placed to respond early, reduce stigma and create environments where people feel safe to speak.

A neuroaffirming approach is an important part of this. That means recognising that neurodivergent colleagues do not need to be “fixed”. Instead, the focus should be on understanding each person’s experience, reducing unnecessary barriers, and offering support in ways that are respectful, flexible and practical.

Starting conversations in a neuroaffirming way

Starting the conversation does not mean having the perfect words. It means creating enough safety for someone to feel heard.

A good starting point is to notice, not assume. Rather than jumping to conclusions, focus on what you have observed:

• “I’ve noticed you seem under a lot of pressure lately. How are things?”
• “You don’t seem quite yourself at the moment. Is there anything that would help?”
• “I just wanted to check in. How are you doing?”

This works better than making assumptions about attitude, motivation or performance.

It also helps to keep language clear, calm and non-judgemental. Avoid phrases that can sound dismissive, such as “everyone feels stressed” or “you just need to be more resilient.” Instead, aim for language that shows curiosity and care.

For neurodivergent colleagues, it is also helpful to reduce pressure in how the conversation happens. For example:

• offer a private and quiet space
• give notice rather than calling a surprise meeting
• allow time to think before responding
• be open to follow-up by email or message
• do not expect eye contact or a particular communication style

Not everyone finds speaking on the spot easy. Giving people options can make a big difference.

Practical strategies

1. Make regular check-ins part of everyday practice Support is most effective when it happens early. Regular, informal check-ins help build trust and make it more likely that someone will speak before things reach crisis point.

2. Focus on what might help, not just what is wrong A neuroaffirming conversation asks, “What would make work feel more manageable?” This could lead to practical changes such as clearer priorities, adjusted deadlines, quieter workspaces, flexibility, written instructions, or protected break times.

3. Treat mental health as part of workplace wellbeing and safety Stress, overload, unclear expectations and poor communication can all affect wellbeing. Looking at mental health through a Health & Safety lens helps organisations think about prevention, not just response.

4. Train managers to respond with confidence Many managers worry about saying the wrong thing, so they say nothing. Basic training on mental health conversations, active listening, reasonable adjustments and neurodiversity can help managers feel more confident and supportive.

5. Make support visible and easy to access People are more likely to seek help when they know where to go. Make sure employees understand what support is available, whether that is HR, EAP services, Occupational Health, mental health first aiders, or external support.

A simple reminder

People do not always say “I’m struggling.” Sometimes it shows up as withdrawal, irritability, missed deadlines, masking, overworking, or seeming unusually quiet. A thoughtful check-in, handled with care, can help someone feel seen rather than judged.

This Men’s Mental Health Week, the message for workplaces is simple:

We do not need to have all the answers, but we do need to make it easier for people to talk, ask for help and feel supported in ways that work for them.

How would you make sure people feel safe to open up about mental health struggles in your workplace?

References

• Autism and Suicide – American Foundation for Suicide Prevention
• The global burden of suicide mortality among people on the autism spectrum (2024 meta-analysis)
• A systematic review and meta-analysis of suicidality in autistic and possibly autistic people without co-occurring intellectual disability (2023)
• Assessing suicidality in adult ADHD patients: prevalence and related factors (2024)
• Attention-deficit/hyperactivity disorder and suicide: A systematic review
• Talking About Mental Health at Work – CDC
• Organizational Best Practices Supporting Mental Health in the Workplace