If you’re leading a team, you’ve probably sensed it: someone’s quiet, withdrawn, not quite themselves. Maybe it’s a one-off. Maybe it’s something deeper.

Many employees might be navigating loneliness, anxiety, and depression. These experiences are more common, and more present at work, than we often realize and can show up quietly: a drop in energy, changes in behavior, or a shift in tone. Without the right support, the effects can be profound. We’ve heard from clients who’ve faced the deep heartbreak of losing team members to suicide, a painful reminder of what’s at stake here. Creating a culture of care begins with awareness. When we observe with empathy and act with intention, we open the door to meaningful support—and potentially life-saving connection.

Managers can’t solve everything, nor should they be expected to, but they are in a unique position to notice when something’s off and create space for support.

This second blog in our three-part series is about helping leaders recognize what might be going on beneath the surface and respond in ways that are supportive and foster psychological safety. 

Here are a few common experiences and what they could look like at work, along with some ways managers can help.

Loneliness

One-third of adults (33%) report that they experienced feelings of loneliness at least once a week over the past 12 months (APA, 2025)

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Loneliness is more common than most realize, especially during major life transitions—like relocating, starting a new role, or coping with personal loss. It doesn’t always look like someone asking for connection. More often, it shows up quietly: the colleague who keeps their camera off, skips informal check-ins, or stays heads-down in tasks. These behaviors aren’t always signs of disengagement. Sometimes, they’re signs of someone feeling isolated. And if you manage a virtual team, they’re especially important to notice.

Tip: Managers can make a difference by fostering connection. Try inviting people into conversations, checking in more intentionally, and making space for informal moments of belonging either virtually or in-person. 

Anxiety

‍Anxiety can sometimes be easier to spot than to truly understand. It might show up as perfectionism, over-preparing, or repeatedly seeking reassurance—behaviors I recognize in myself when I’m feeling anxious. While a certain level of anxiety can help me stay sharp and prepared at work, it’s a fine balance. Mindfulness has been a valuable tool in helping me notice when I’m tipping out of balance, and in creating space to respond with more intention. 

While some worry might be some part of any job, persistent anxiety can create barriers to participating fully, especially in meetings, with shifting deadlines, or during team changes. 

Tip: Managers can support team members experiencing chronic worry by reducing ambiguity. Setting clear agendas, defining roles, allowing extra lead time, and offering constructive feedback are all practical ways to create a greater sense of clarity and psychological safety.

Depression‍

Depression often arrives with a change in energy or mood. Teammates might begin missing deadlines, responding with less enthusiasm, or stepping back from team dynamics. These shifts are easy to misread as disengagement, but they often signal someone trying to manage something bigger beneath the surface. 

Tip: Thoughtful support might look like breaking tasks into manageable steps, checking in without pressure, or helping rebalance priorities when someone’s overwhelmed.

The truth is: people managers don’t need to have clinical expertise to make a meaningful difference. By creating space for real conversations, normalizing mental health check-ins, and promoting mental health resources, managers can help teammates feel more seen, supported, and able to thrive.

Supporting in a Crisis

Most managers aren’t trained clinicians, and that’s okay. But in moments of crisis, it’s important to recognize when someone might be struggling and know how to respond. Signs can include expressions of hopelessness, sudden withdrawal, shifts in mood, or talk of self-harm or substance misuse. If you notice these red flags, your role isn’t to diagnose or solve; it’s to stay calm, listen with empathy, and connect the person to immediate support, such as HR, your organization’s EAP, or emergency services. The most important thing you can do is take the concern seriously and do your best to ensure the individual isn’t navigating it alone.

Psychologically safe and resilient cultures starts with noticing

You can’t support what you don’t see. When leaders know what to look for, they’re in a better position to create a culture where mental health is respected and supported—not sidelined.

Join us back here for the third and final post in this series where we’ll be offering guidance on how to have supportive mental health conversations. 

At Headspace, we partner with organizations to train managers, offer 24/7 access to evidence-based care, and build the systems that support well-being from the ground up.

Want to learn more about how to support your team? Let’s talk.

You can also find content on these topics in our Thrive as a Leader content collection.

This content has been reviewed by one of our Headspace clinical staff, Dr Cindy Manzano. This blog is intended for informational purposes only. It is not a substitute for professional medical advice, diagnosis, or treatment and is not intended to replace care provided by a mental or physical health professional. We disclaim all liability that may result either directly or indirectly from this blog post.

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