- Key Insight: Here's why employees are keeping their mental health struggles hidden despite increased workplace awareness.
- What's at Stake: Losing career opportunities and facing retaliation if employees disclose mental health struggles.
- Supporting Data: 48% of employees who worry about one specific reaction from their colleagues.
Source: Bullets generated by AI with editorial review
Despite increased awareness around mental health, stigma and fear of judgment are still preventing many workers from asking for help.
"They worry their manager will question their ability to do the job, co-workers will see them differently, or they will be passed over for a promotion," said Haydeé Acebo, a human resources leader at global Japanese manufacturer Horiba and two-time TEDx speaker. "Even when employers say, "It's OK not to be OK," employees are quietly asking themselves, "But is it really safe for me not to be OK here?"
A recent poll from the
Concerns about workplace consequences also remain widespread. Nearly one-quarter of employees (23%) said fear of losing opportunities or facing retaliation prevents them from confiding in someone at work about their mental health. Nearly half (48%) worry they would be judged by colleagues if they shared their experiences.
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Managers are not immune to those concerns. Forty-six percent of managers said they worry about the career impact of discussing
"I understand that fear personally," said Acebo, who is drawing from some of her own experiences in her upcoming book, "Asking for Help Is Not a Burden," scheduled for release this fall. "I know what it is like to be the person who is dependable, productive, and always helping everyone else while struggling behind the scenes. Sometimes the strongest looking person in the room is the one who needs someone to check on them."
Acebo recently spoke with Employee Benefit News about rising worker stress and how employers can create environments where employees feel more comfortable speaking up and seeking support. This interview has been edited for length and clarity.
What pressures are contributing most to today's workplace stress crisis?
People are carrying so much more than we can see. Employees are dealing with heavier workloads, financial pressure, caregiving responsibilities, health concerns, workplace uncertainty, and the expectation that they should remain productive through all of it.
Technology has also blurred the line between work and home. An employee may leave the office, but the emails, messages and responsibilities continue. We are constantly connected, yet many people feel more isolated than ever.
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We also live in a culture that celebrates resilience but does not always make room for recovery. Employees are praised for pushing through, staying late, and getting the job done. Over time, people can become very good at looking fine while falling apart privately. The workplace must move beyond asking, "Is the work getting done?" and begin asking, "What is it costing this person to keep getting the work done?"
How can managers tell the difference between someone who's struggling and someone who's just having a bad week?
Managers should look for patterns and changes, not one difficult day or one missed deadline. Everyone has bad weeks. However, when a dependable employee begins withdrawing, missing meetings, making unusual mistakes, becoming more emotional or irritable, calling out frequently, or no longer engaging in the way they normally would, those changes may indicate that something deeper is happening.
This is where awareness becomes important for managers. Awareness means knowing your employees well enough to notice when they are not acting like themselves. Managers do not need to become therapists, and they should not try to diagnose anyone. Their job is to notice, approach the employee with compassion, and connect them with appropriate support.
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They might say, "I've noticed you've seemed quieter than usual, and I wanted to check in. You do not have to share anything you are uncomfortable sharing, but I want you to know that support is available." Sometimes that simple, human conversation can make a tremendous difference.
What's one thing employers can do tomorrow to make it easier for people to speak up?
Encourage every manager to have one genuine check-in with an employee. The conversation should not be about a project, deadline or performance goal. It should be about the person. Instead of asking, "Are you OK?" ask, "How are you really doing?" or "What would make your workload feel more manageable right now?" Then pause long enough to hear the answer.
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This reflects "share," the second step of my ASK Code (which builds on the first step, awareness, and leads into the final step: keep asking). People need an opportunity to share what they are experiencing without feeling pressured to disclose personal or medical details. They also need to believe that what they share will be treated with respect.
The way a manager responds in that first moment matters. If the response is dismissive, rushed or judgmental, the employee may never bring it up again. However, if the manager listens and says, "Thank you for trusting me. Let's talk about what support might help," that employee learns that asking for help can lead to connection rather than consequences.
You say mental health benefits often go unused. What's the biggest reason employees don't take advantage of them?
The biggest reason is
There is also a practical barrier. When someone is already overwhelmed, asking them to search through a benefits portal, call several providers, and figure everything out alone can feel impossible. We sometimes give people a phone number and call that support, but real support requires making the path clear and accessible.
Employers must repeatedly explain what the benefit provides, how to use it, what confidentiality means, and where employees can go if the first resource does not work for them. An unused benefit does not necessarily mean employees do not need it. It may mean they do not trust it, understand it, or know how to access it.
