If you’re an HR manager, business owner or senior leader considering Mental Health First Aid training, you might be asking yourself:

Do we really need Mental Health First Aiders?

It’s a fair question.

Mental Health First Aid can be a valuable part of a workplace wellbeing approach, but I don’t believe it’s something you should introduce simply because everyone else seems to be doing it.

What is the point of having MHFAiders?

Mental Health First Aiders® can provide an additional layer of support within an organisation.

They’re trained to recognise signs that someone may be experiencing poor mental health or mental ill health, listen non-judgementally, provide initial support and encourage appropriate professional or organisational support where needed.

They’re not counsellors, therapists or a replacement for your HR, Occupational Health or EAP provision.

And that’s important.

The role works best when everyone understands what an MHFAider can — and can’t — do.

The training is only the starting point

One of the things I often encourage organisations to think about is:

What happens after we’ve trained our MHFAiders?

Do they know how to signpost colleagues?

Are there clear boundaries around the role?

Do managers understand how MHFAiders fit alongside existing support?

Is there a clear pathway if someone needs more specialist help?

Are MHFAiders supported themselves?

And how will you know whether the network is actually working?

Training people and putting their names on a poster isn’t the same as creating an effective workplace mental health support network.

So, should your organisation train MHFAiders?

It depends on your organisation, your workforce and what you’re trying to achieve.

For some organisations, MHFA training can be a really useful part of a wider wellbeing strategy.

For others, the first step might be improving manager capability, addressing workplace stress risks or making sure existing support pathways are clear.

The important thing is to start with the need — not simply the course.

At Flourish in Mind, I provide MHFA England training in Yorkshire and online across the UK, alongside support to help organisations make the MHFAider role work in practice.

Because MHFA training shouldn’t be the end of the conversation.

It should be the beginning.

Thinking about MHFA training for your organisation?

Find out more about Mental Health First Aid training →

Or get in touch for an informal conversation about what might work for your organisation.

You’ll find our public courses here.

The post Do We Really Need Mental Health First Aiders in the Workplace? appeared first on Flourish in Mind.

In this article, I share 10 questions every employer should ask when choosing a Mental Health First Aid training provider.

If you’re looking into choosing a Mental Health First Aid training provider for your workplace, you’ll quickly discover that there are plenty of training providers to choose from.

Prices vary.

Delivery styles vary.

Experience varies.

And, perhaps most importantly, the level of support you receive before and after the training can vary significantly too.

So, how do you choose the right Mental Health First Aid training provider for your organisation?

Of course, the quality of the training itself matters. But if you’re investing in Mental Health First Aid as part of your workplace wellbeing strategy, there is another question worth asking:

What happens after the training is over?

Because training your Mental Health First Aiders or MHFAiders® should not be the end of the journey.

It should be the beginning.

A successful workplace approach to mental health requires more than sending people on a course and adding their names to a poster or intranet page.

It requires thought, planning, clear boundaries, appropriate support and a wider commitment to employee wellbeing.

1. Is the training provider appropriately qualified and licensed?

The first question is a simple but important one.

Who is actually delivering the training?

If you are specifically looking for MHFA England training, check that your provider is a licensed MHFA England Instructor Member.

MHFA England courses are delivered through its network of Instructor Members, and the organisation has quality-assurance processes around its training and delivery.

It is also worth looking beyond qualifications alone.

Ask about the trainer’s wider experience.

Do they understand the realities of working life?

Have they managed people?

Do they understand the pressures faced by managers and employees?

Do they have experience of supporting organisations beyond the training room?

Mental health knowledge is essential.

But understanding the workplace context matters too.

A good training provider should be able to bring the subject to life in a way that feels relevant to your people and your organisation.

2. Do they understand workplaces as well as mental health?

Mental health doesn’t exist in isolation from the workplace.

Workload.

Management.

Communication.

Relationships.

Organisational change.

Job security.

Working patterns.

All of these things can influence how people experience their work.

The Health and Safety Executive’s Management Standards highlight six key areas of work design associated with work-related stress: demands, control, support, relationships, role and change.

This is why I believe it is important to choose a provider who understands both mental health and the workplace.

A trainer can deliver excellent information about mental health conditions.

But can they also help you think about:

• How managers support their teams?
• How employees access help?
• What happens when someone discloses a mental health problem?
• How workplace pressures may be contributing?
• Where the boundaries of the MHFAider® role sit?
• How MHFAiders® work alongside HR, managers and other support services?

These are often the questions organisations are left with once the training is over.

A provider with workplace and leadership experience can bring a different perspective to those conversations.

3. What happens before the training begins?

This is a question that is often overlooked.

Many organisations focus on the course itself:

How many people can attend?

How long does it take?

What does it cost?

These are all important questions.

But I would also ask:

What support will we receive before the training begins?

Before training your MHFAiders®, it can be useful to think about:

• Why are we introducing MHFA?
• What do we want the programme to achieve?
• Who is best placed to take on the role?
• How will employees know who their MHFAiders® are?
• What other support is already available?
• Where will MHFAiders® signpost people?
• What happens if there is an immediate concern?
• How will managers and HR work alongside the MHFAider® network?

Having some of these foundations in place before training can help organisations avoid confusion later.

MHFA England itself recognises that workplace mental health support can involve a wider combination of training, consultancy and organisational support rather than training operating in isolation.

4. Will they help you understand what happens after the training?

This is one of the biggest questions I encourage organisations to ask.

You’ve trained your MHFAiders®. Now what?

A certificate is not a workplace mental health strategy.

Once people complete their training, they need to understand how their role works within your organisation.

For example:

• Who can approach them?
• How can people contact them?
• When are they available?
• What happens if they are on leave?
• What are the boundaries of confidentiality?
• When might confidentiality need to be broken?
• What happens when someone needs professional support?
• Who do they speak to if they need support themselves?

These are practical questions.

And without clear answers, even the most enthusiastic MHFAider® can be left feeling uncertain.

A good provider should be able to help you think beyond the training event and towards the practical implementation of your MHFAider® network.

5. Do they provide practical tools, templates and guidance?

This is where a provider can add real value.

Training gives people knowledge and skills.

But organisations often need practical support to turn that knowledge into action.

Depending on your organisation’s needs, useful resources may include:

• An MHFAider® policy
• A clear role description
• Confidentiality guidance
• An escalation flowchart
• Referral and signposting pathways
• Communication templates to introduce MHFAiders®
• Guidance for managers
• MHFAider® wellbeing check-ins
• Templates for recording network meetings
• A framework for reviewing and developing the programme

These resources can help create clarity and consistency.

They also help ensure that MHFAiders® aren’t left trying to work everything out for themselves.

Ask potential providers what practical resources they can provide beyond the course materials.

This can make a significant difference to how confident your organisation feels about implementing what has been learned.

6. How will your MHFAiders® be supported after training?

MHFAiders® are often people who care deeply about others.

That can be a strength.

But it can also mean they take on too much responsibility.

Supporting colleagues through difficult conversations can have an emotional impact.

That’s why MHFAiders® need support too.

Ask your provider:

• Do you offer ongoing support?
• Are there opportunities for MHFAiders® to connect?
• Do you provide refresher sessions?
• Are there resources available after the course?
• Can MHFAiders® access additional learning?
• Is there someone they can speak to for guidance about their role?

MHFA England’s own approach recognises that learning and support can continue after the course, with access to further resources, learning and development opportunities for MHFAiders®.

Within an organisation, it can also be helpful to create opportunities for MHFAiders® to come together.

A strong support network can help people:

• Share learning
• Discuss challenges appropriately
• Maintain boundaries
• Keep up to date with resources
• Feel less isolated in their role
• Look after their own wellbeing

Who supports the supporter?

It’s an important question.

7. Do they understand the importance of clear boundaries?

One of the biggest risks of introducing MHFA into the workplace is unintentionally creating confusion about what MHFAiders® are expected to do.

MHFAiders® are not therapists.

They are not counsellors.

They are not responsible for managing someone’s mental health.

And they should not be expected to be available at all times.

Clear boundaries protect both the person seeking support and the MHFAider®.

A good provider should help organisations think about questions such as:

• What is the purpose of the MHFAider® role?
• What isn’t part of the role?
• How should confidentiality be handled?
• When does a concern need to be escalated?
• When should HR, Occupational Health or another professional be involved?
• What happens in an emergency?
• How do MHFAiders® protect their own wellbeing?

The clearer the boundaries, the more confidently people can carry out their role.

8. Can they help you connect MHFA with your wider workplace wellbeing strategy?

This is perhaps my strongest belief about Mental Health First Aid.

MHFA is not a silver bullet.

Training Mental Health First Aiders can be a valuable part of a workplace wellbeing strategy.

But they cannot be expected to carry responsibility for the organisation’s mental health.

Workplace wellbeing needs to be supported by leadership, management practices, appropriate policies and systems.

The HSE states that employers have a legal duty to protect workers from work-related stress by carrying out a risk assessment and acting on the findings. Mental health and stress should be considered alongside other workplace health and safety risks.

The HSE’s guidance also highlights the importance of promoting effective people management, encouraging conversations about mental health and making support available.

Mental Health First Aid can complement this wider approach by helping to increase awareness, reduce stigma and give people confidence to recognise when someone may be struggling and start supportive conversations.

But training works best when it sits alongside things such as:

• Confident managers
• Clear policies
• Workplace stress risk assessment
• Referral pathways
• Appropriate support services
• Leadership commitment
• Regular communication
• Ongoing MHFAider® support

When choosing a provider, ask whether they understand this bigger picture.

9. Can they tailor their approach to your organisation and industry?

Every workplace is different.

A manufacturing business may have different challenges to a professional services organisation.

A construction company may need to consider dispersed teams, site-based workers and different patterns of communication.

A care organisation may face emotionally demanding work and shift patterns.

A business with remote employees may need to think differently about visibility and accessibility.

The core principles of Mental Health First Aid remain consistent.

But the conversations around implementation need to reflect your workplace.

This is where experience of different working environments can be valuable.

Ask your provider:

Do you understand the reality of our workplace?

Can you adapt examples and discussions so they feel relevant to our people?

Can you help us think about how MHFA will work in practice in our organisation?

The best training is not simply information delivered to a room.

It should help people make sense of the learning within their own working environment.

10. Will they still be there once the training is over?

This may be the most important question of all.

What happens after the certificates have been issued?

Some organisations are looking for a provider to deliver an excellent course.

And that may be exactly what they need.

But if your organisation is investing in Mental Health First Aid as part of a wider wellbeing strategy, you may benefit from a longer-term relationship.

Consider whether your provider can support you with:

• Planning your MHFA approach
• Developing policies and guidance
• Creating escalation pathways
• Supporting your MHFAider® network
• Providing resources and templates
• Delivering refresher training
• Supporting managers
• Reviewing what is working
• Identifying gaps in your wider wellbeing strategy

The value of training should not be measured solely by what happens in the training room.

It should also be measured by what happens afterwards.

My Perspective: Experience Matters

When I work with organisations, I bring more than Mental Health First Aid training.

I bring my experience of working with and leading teams and the understanding that managers are balancing competing priorities.

I understand the pressure of targets, workloads and organisational change, and that good intentions can sometimes be difficult to turn into practical action.

That experience shapes the way I work with organisations.

My approach is practical, supportive and focused on helping organisations think about what will actually work in their workplace.

Because I don’t believe organisations need more documents that sit in a folder.

They need practical tools that people understand and use.

Clarity about roles and responsibilities.

Managers who feel confident having conversations.

And they need MHFAiders® who feel supported rather than left to carry the responsibility for workplace mental health alone.

Choosing the Right Provider Is About More Than the Course

When choosing a Mental Health First Aid training provider, the course itself is obviously important.

But don’t stop there.

Ask about the experience,  the support, and the practical resources.

Understand what happens after the training.

And ask whether the provider understands how MHFA fits into the wider workplace.

Because Mental Health First Aid is not a tick-box exercise.

It can be a valuable part of creating a healthier, more supportive workplace.

But training is only the starting point.

What you put around your MHFAiders® is what helps them make a lasting difference.

Looking for a Mental Health First Aid Training Provider for Your Workplace?

If you’re looking for Mental Health First Aid training for your workplace, I can support you before, during and after the training.

Alongside delivering MHFA England training, I can help organisations think about how Mental Health First Aid fits into their wider workplace wellbeing approach.

This can include support with:

✓ Planning your MHFAider® network

✓ Clarifying roles and boundaries

✓ Developing an MHFAider® policy

✓ Creating escalation and referral pathways

✓ Providing practical templates and guidance

✓ Supporting MHFAiders® after training

✓ Refresher and ongoing development

✓ Training managers to have confident mental health conversations

My aim is simple:

To help organisations move beyond the tick-box and build workplace mental health support that works in practice.

If you’d like to discuss MHFA training in Yorkshire or across the UK, or find out more about how I can support your organisation, Jennifer.rawlinson@flourishinmind.co.uk.

The post 10 Questions to Ask when Choosing a Mental Health First Aid Training Provider appeared first on Flourish in Mind.

They’re balancing performance targets, supporting hybrid teams, managing difficult conversations, handling sickness absence, and trying to look after their own wellbeing at the same time.

Yet many managers tell me the same thing:

“I’m not a mental health expert. I just don’t want to say the wrong thing.”

The good news is, you don’t need to be a counsellor or psychologist to support your team well.

You simply need the confidence, knowledge and practical skills to recognise when someone might be struggling and know how to respond appropriately.

Mental health training for managers is essential. That’s exactly what the Mental Health Skills for Managers course from MHFA England® is designed to do.

Why managers matter

Research consistently shows that a manager can have a significant impact on an employee’s wellbeing.

A supportive manager can help people feel psychologically safe, engaged and motivated. On the other hand, poor management can increase stress, reduce morale and contribute to sickness absence and staff turnover.

Managers are often the first people to notice when something isn’t quite right. They don’t need to diagnose a mental health condition, but they do need the confidence to start supportive conversations and know where to signpost people for further help.

Five practical things every manager can do today

Whether you’re leading a team of five or five hundred, these simple actions can make a real difference.

1. Notice changes, not just performance

Most people don’t suddenly announce they’re struggling.

Instead, look for changes.

Has someone become quieter than usual?

Are they missing deadlines when they’re normally organised?

Have they stopped contributing in meetings or become unusually irritable?

Looking for changes in behaviour rather than making assumptions helps you respond with curiosity rather than judgement.

Ask yourself:

“What has changed?”

Not:

“What’s wrong with them?”

2. Ask open questions

Many managers worry they’ll make things worse by asking about mental health.

In reality, a genuine conversation can often be the first step towards someone getting the support they need.

Instead of asking:

“You’re okay, aren’t you?”

Try:

• “How have things been for you recently?”
• “I’ve noticed you seem a little quieter than usual. How are things?”
• “Is there anything affecting work that you’d like to talk about?”

The goal isn’t to fix the problem.

It’s to create a safe space for someone to talk.

3. Listen to understand

When someone shares that they’re struggling, our instinct is often to jump straight into problem-solving.

Sometimes the most helpful thing you can do is simply listen.

Avoid interrupting.

Don’t comparing their experience with someone else’s.

Refrain from immediately offering solutions.

Instead:

• Give them your full attention.
• Acknowledge how they’re feeling.
• Ask what support would be helpful.

People often remember how you made them feel long after they’ve forgotten exactly what you said.

4. Know your role

Managers play an important role, but it’s equally important to recognise the boundaries of that role.

You’re there to:

• Notice.
• Start a conversation.
• Offer support.
• Signpost to appropriate help.

You’re not expected to diagnose mental health conditions or become someone’s therapist.

Having clear workplace policies, referral pathways and access to occupational health or employee assistance programmes helps managers feel confident about what happens next.

5. Make wellbeing part of everyday conversations

Mental health shouldn’t only be discussed when someone reaches crisis point.

Regular one-to-ones are a great opportunity to check in.

Simple questions such as:

• “How’s your workload feeling?”
• “What’s energising you at work at the moment?”
• “Is there anything making work more difficult?”

help normalise conversations about wellbeing before problems escalate.

What managers tell me after training

One of the biggest pieces of feedback I hear is:

“I finally feel confident having these conversations.”

Managers leave with practical tools they can use immediately, including how to:

• recognise early signs of poor mental health
• have supportive conversations with confidence
• respond appropriately without overstepping professional boundaries
• understand reasonable adjustments
• support psychologically safe teams
• reduce stigma within the workplace

The training is practical, interactive and designed around real workplace scenarios, so managers leave feeling equipped rather than overwhelmed.

Investing in managers is investing in your people

When managers feel confident, employees are more likely to seek support early, difficult conversations become easier, and workplaces become healthier, more productive and more compassionate.

Mental health is no longer just an HR issue—it’s a leadership skill.

Developing confident, compassionate managers benefits individuals, teams and the organisation as a whole.

Looking for Mental Health Skills for Managers training in Yorkshire?

Based in Yorkshire, I deliver MHFA England® Mental Health Skills for Managers training for organisations across Leeds, Bradford, Huddersfield, Halifax, Sheffield, York and throughout the UK.

Whether you’re looking to develop new managers or strengthen the confidence of experienced leaders, I’d be happy to discuss how the training can support your organisation.

Ready to invest in your managers?

Get in touch to discuss your training needs or explore how Mental Health Skills for Managers can help create healthier, more confident workplaces.

The post Why Every Manager Needs Mental Health Skills (And 5 Things You Can Do Today) appeared first on Flourish in Mind.

If your organisation has invested in Mental Health First Aid (MHFA) training, you may be asking yourself:

“Do we need a Mental Health First Aider policy?”

My answer is almost always yes.

Whilst there is no legal requirement to have a dedicated Mental Health First Aider policy, having one is considered good practice. A clear policy helps everyone understand the purpose of the role, sets appropriate expectations and provides reassurance for both Mental Health First Aiders and the colleagues they support.

Perhaps most importantly, a policy helps create consistency. Every Mental Health First Aider should understand what is expected of them and where the boundaries of the role begin and end.

Why is a Mental Health First Aider Policy Important?

1. It keeps everyone safe and promotes transparency

A Mental Health First Aider is there to listen, support and signpost—they are not counsellors, therapists or clinicians.

A policy clearly explains the purpose of the role, helping employees understand what support they can expect and what falls outside the remit of a Mental Health First Aider.

Setting these expectations from the outset helps protect both the individual seeking support and the Mental Health First Aider.

2. It sets clear communication expectations

How can someone contact a Mental Health First Aider?

Should conversations take place during working hours?

What happens if the First Aider is on annual leave or unavailable?

By outlining preferred methods of communication, expected response times and availability, you reduce uncertainty and help manage expectations for everyone involved.

3. It explains when confidentiality may need to be broken

One of the biggest concerns employees have is:

“Will this conversation remain confidential?”

In most cases, conversations should remain confidential. However, there are circumstances where confidentiality cannot be guaranteed—for example, where there is a concern that someone may be at immediate risk of harm to themselves or others, or where there are safeguarding responsibilities.

A policy should explain these circumstances clearly and reassure employees that information will only be shared when it is necessary to protect someone’s safety and wellbeing.

Having this written down removes uncertainty and gives Mental Health First Aiders confidence when navigating difficult situations.

4. It identifies who Mental Health First Aiders can turn to

Supporting others can sometimes feel emotionally demanding.

Your policy should identify a named point of contact—such as HR, a Wellbeing Lead or another designated manager—who Mental Health First Aiders can approach for guidance when they are unsure how to manage a situation.

Knowing where to seek advice helps ensure Mental Health First Aiders are supported and never feel they have to deal with difficult situations alone.

5. It explains what to do if someone needs to step away from the role

Life changes.

Sometimes a Mental Health First Aider may experience their own health challenges, changes in personal circumstances or increased work pressures that make it difficult to continue in the role.

A good policy should make it clear that it is perfectly acceptable to step back temporarily or permanently without judgement.

Looking after the wellbeing of your Mental Health First Aiders is just as important as supporting the wider workforce.

6. It signposts support for everyone

Mental Health First Aiders should never feel they are expected to “fix” problems.

Your policy should include details of the support available, such as:

• Employee Assistance Programmes (EAPs)
• Occupational Health
• GP services
• NHS Talking Therapies
• Crisis support services
• Local wellbeing services
• The Hub of Hope directory

Equally, Mental Health First Aiders should know what support is available for them, recognising that supporting colleagues can sometimes have an emotional impact.

A Policy Helps Maintain Healthy Boundaries

One of the most overlooked benefits of a Mental Health First Aider policy is that it helps maintain professional boundaries.

Without a policy, Mental Health First Aiders may feel under pressure to respond to messages outside working hours, become involved in situations beyond their competence or worry about disappointing colleagues.

A policy provides something neutral to refer to.

Instead of saying:

“I can’t do that.”

A Mental Health First Aider can confidently say:

“Our Mental Health First Aider policy explains how we provide support and the limits of the role.”

That subtle difference helps conversations feel less personal while protecting everyone’s wellbeing.

Healthy boundaries aren’t barriers—they help ensure Mental Health First Aiders can continue supporting colleagues safely and sustainably.

Other Areas to Consider Including

Every organisation is different, but your policy may also include:

• The purpose and objectives of your Mental Health First Aider network.
• The responsibilities of managers alongside Mental Health First Aiders.
• Record keeping and data protection arrangements (where appropriate).
• How employees can access support if a Mental Health First Aider is unavailable.
• Arrangements for refresher training and continuing professional development.
• How the organisation will review and evaluate the effectiveness of the Mental Health First Aider programme.

Final Thoughts

Introducing Mental Health First Aiders is a positive step towards creating a healthier workplace, but training alone is only part of the picture.

A well-written Mental Health First Aider policy provides clarity, consistency and confidence. It helps employees understand the support available, protects the wellbeing of Mental Health First Aiders and ensures everyone understands the boundaries of the role.

Ultimately, a policy isn’t about creating bureaucracy—it’s about creating a safe, supportive and sustainable approach to workplace mental health.

If your organisation has Mental Health First Aiders but doesn’t yet have a policy, now is a great time to put one in place. It’s one of the simplest ways to strengthen your wellbeing strategy and ensure your Mental Health First Aiders have the guidance and support they need to thrive. As always if you need support with this get in touch, we’d love to help! 

The post Do I need a Mental Health First Aider Policy? appeared first on Flourish in Mind.

For many people, summer is something to look forward to. Longer days, holidays and time with family can all have a positive impact on wellbeing. However, it’s important to remember that summer can also bring additional pressures for many employees.

As employers, taking a proactive approach to workplace wellbeing isn’t just good practice – it supports your legal duties under the Health and Safety at Work etc. Act 1974 to protect employees’ health, including their mental health. It also aligns with the HSE’s Management Standards for work-related stress, the government’s Thriving at Work Review, and the growing focus on managing psychosocial risks in the workplace.

Here are three areas worth thinking about before the summer holidays begin.

Financial Concerns

Summer can place significant financial pressure on families. Holidays, days out and increased food costs can quickly add up, while childcare during the school holidays is often expensive. Many families who rely on free school meals may also find it difficult to access local Holiday Activities and Food (HAF) programmes.

A simple wellbeing check-in before the school holidays can provide an opportunity to understand whether someone is feeling under pressure and whether there is any support your organisation can offer. Sometimes, simply having the conversation early can make all the difference.

It is a great opportunity to be proactive and remind your people of any support they may get access to through work for instance as part of your Employee Assistance Programme if you have one. A search of summer activities and camps in your local area may also identify some options for working parents they had not considered or realised were in existence.

Loneliness

While many colleagues are away on annual leave, workplaces can become quieter. For employees with smaller support networks, this can increase feelings of loneliness and isolation.

Consider refreshing your wellbeing board or internal communications with details of local events, community groups and activities taking place over the summer. Encouraging connection, even in small ways, can have a positive impact on wellbeing.

Encourage managers to check in on the team, particularly where individuals are taking on additional duties to support when colleagues are away from the workplace. It isn’t just the workload itself, doing tasks where the person feels less confident can also lead to feelings of stress.

Childcare Pressures

Summer childcare isn’t only expensive—it can also be difficult to coordinate. Holiday clubs often operate within school hours, leaving parents and carers trying to juggle work commitments alongside childcare arrangements.

A proactive wellbeing conversation gives managers the opportunity to understand any challenges early and, where possible, explore practical support such as flexibility, adjusted working patterns or signposting to available resources before pressures escalate.

Six Simple Ways to Promote Wellbeing This Summer

Summer presents a great opportunity to encourage healthy habits and meaningful conversations. Here are six simple actions organisations can take:

1. Encourage outdoor lunch breaks.
Spending even 20 minutes outdoors can help employees recharge, reduce stress and return to work feeling more refreshed.

2. Make the most of the longer daylight hours.
Whether it’s a walking meeting, an end-of-day team catch-up or a lunchtime social, longer evenings can help boost mood, strengthen relationships and improve team connection.

3. Reshare your wellbeing resources.
Don’t assume people know what’s available. Remind employees about your Employee Assistance Programme (EAP), the Hub of Hope, mental health champions and any internal wellbeing support.

4. Encourage healthy boundaries around annual leave.
Annual leave should be a chance to rest, recover and enjoy the time off. Encourage employees to switch off from work, avoid checking emails and support a culture where taking a proper break is valued.

5. Get moving during the working day.
Encourage colleagues to take a short walk during their breaks. Gentle movement and fresh air can improve concentration, reduce stress and boost overall wellbeing.

6. Check in regularly—especially with colleagues covering extra work.
Summer often means teams are working with reduced staffing levels. Employees covering colleagues’ workloads may experience increased pressure. Regular check-ins help managers identify concerns early, prioritise work and ensure people feel supported.

Signpost to Support

Remember that you don’t have to have all the answers. Signposting can make a real difference.

The Hub of Hope is an excellent resource for identifying mental health and wellbeing support available in local communities. It’s also worth checking your local authority and government websites to understand what support, activities and childcare provision may be available in your area over the summer.

Sometimes the most effective wellbeing intervention is simply asking, “How are you doing?” before someone reaches crisis point. A short conversation today could prevent a much bigger challenge tomorrow—and help create a healthier, happier workplace throughout the summer.

The post Summer Wellbeing in the Workplace: Small Conversations Can Make a Big Difference appeared first on Flourish in Mind.

In a world that increasingly recognises the importance of looking after our mental health, the role of mental health first aiders has never been more important. MHFAs are not a ‘silver bullet’, but implemented within a complete workplace wellbeing strategy can really make a difference in terms of culture change, people feeling accepted and supported and also leading to numerous benefits to the organisation from a business perspective too.

The real danger in today’s world is of MHFAiders® becoming a ‘tick box exercise.’ This is why I work with my clients to ensure that mental health first aiders are implemented with care and attention.

This blog looks at the importance of not just ‘encouraging’ self-care of MHFAs, but actually making it happen.

Being deeply involved in mental health first aid training as well as being an active mental health first aider myself, I understand the emotional toll this responsibility can take. We may not wear capes, but we are superheroes in our own right, quietly offering a lifeline to those in mental distress.

But here’s the thing: To be effective in helping others, we must first take care of ourselves. It’s like the pre-flight safety announcement – put on your oxygen mask before assisting others. In the realm of mental health first aid, self-care is our oxygen mask.

The Emotional Toll of Mental Health First Aid

Mental health first aiders are often the first line of support for individuals grappling with mental health crises. Our hearts and minds are constantly engaged, empathising with their pain, offering guidance, and trying to make a difference. This can be emotionally draining, and if we neglect self-care, we risk burnout and compassion fatigue.

Setting Boundaries: Your Shield of Protection

One of the key self-care strategies is setting boundaries. Boundaries are like shields that protect your emotional well-being. It’s essential to recognise your limits and communicate them clearly to those you’re assisting. Understand that it’s perfectly okay to say no or take a step back when you need to recharge.

This is also an important point that should be made clear within the Mental Health First Aid Policy and Guidance. That the role is voluntary, and guidance of who to inform should someone need to step back from the role, particularly if their wellbeing isn’t in a great place.

Managing Stress: Your resilience building tool

Stress is an inevitable part of mental health first aid. Listening to another person often means we will take on some of that stress and worry. It is therefore important that we are proactively managing our own stress levels.

How we manage it makes all the difference. Exercise, meditation, and deep breathing can help alleviate stress. Remember, taking care of your body is taking care of your mind. From an employer’s perspective it is good practice to have proactive conversations with the MHFA team about their stress levels, as well as ensuring their knowledge of effective stress management techniques.

Seeking Support: You’re not alone

Being a mental health first aider doesn’t mean you have to bear the emotional burden alone. Seek support from fellow first aiders, supervisors, or mental health professionals. Talking about your experiences and feelings can provide much-needed relief. When you train with MHFA England, as part of the benefits and support package MHFAiders receive 24/7 support through SHOUT. SHOUT understand the role of the MHFA and so makes those conversations a little bit easier.

Personal Stories of Self-Care

Here are some brilliant examples of self-care practices from a combination of mental health first aiders, MHFA Instructors and other wellbeing professionals with who I have had the pleasure to work with in recent weeks:

• “I have started to put my phone away and pick up a book when I take a break. I thought I was having a break but realised mindless scrolling, or worse, checking my emails wasn’t actually giving me the break I needed!”
• “I’ve believed for a long time that with two young children there’s barely time for me. Changing my mindset around the little ‘moments’ of unused time- such as the 10 minutes sat in the car picking my children up from school or one of their after school activities. It’s amazing how these 10 minutes add up and I can choose to listen to a podcast, read, do some breathing, or sometimes I just sit.”
• “Bringing mindfulness into the day to day has made a difference for me whether it be mindful walking, mindful eating or mindfully pegging out the washing! I genuinely feel so much calmer and ‘present.’
• “A good sort out of my garage helps me to have a clear mind!”
• “I set boundaries but I now communicate these with my family. I work on the phone most of the day talking to people. When I get home I just sometimes need some quiet time to reset. Rather than getting frustrated at my family needing me, I let them know I am taking 20 minutes and then I will be with them. It works a treat.”

Mental health first aid can make a real difference on both an individual level and to support a great workplace culture , but it’s not without its demands. Self-care is not a luxury; it’s a necessity. By setting boundaries, managing stress, and seeking support, we ensure that MHFAs can continue to be the empathetic and effective mental health first aiders our communities rely on. So, take a moment to prioritise yourself; it’s not just a gift to you but to all those you aim to help.

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It’s great that organisations are no longer wanting to just tick a box (you may as well not bother!) and instead are focussed on how to implement MHFAiders® well so that they have a positive impact in the workplace.

One of the benefits of working with many organisations is I have seen both sides, and everything in between. From those who have done it well, through to those who jumped in, did the training and then having to go back in retrospect and put the support structure in place.

I thought it apt to share some of the guidance I have been providing, and from experience what I have found works well in practice.

1. Communicating the role.

Communicating to the rest of the business the role of an MHFA and just as importantly how you contact them is important to ensure people are able to confidently and discreetly reach out for help. It is also important that everyone understands the role and the boundaries too. Such as and MHFAider® doesn’t provide advice, or counselling or therapy.

Get into the practicalities with those communications. Posters detailing who your MHFAiders® are, are great. But don’t forget the practicalities around how someone would go about having a chat with one.

It can be particularly daunting for someone who is struggling with their mental health to just walk over to someone and approach them. Thinking about confidentiality how can you make this easy?

Would it be an email for instance and is this readily available to all members within a company, or only those who are office based for instance? Or are there set days and times perhaps where an MHFAider® would be available?

2. Support for MHFAiders®.

With the recent update to the MHFA England training programme, MHFAiders® now have access to a support app for 3 years. Not only are there exclusive resources and signposting tools, 24/7 support is included via SHOUT.

Support shouldn’t stop there.

Regular check-ins are important. The role is a voluntary role for most people and the mental health of those needs to be considered.

There may be times when a MHFAider® needs to step away from the role due to things they are currently going through personally. Consider how this is made clear and how they would go about taking that step away.

It could be a MHFAider® has had a particularly difficult interaction. Who can they offload to?

Another scenario could be when a MHFAider® believes a person is at risk. What is the escalation process? Who would they contact?

An MHFA policy can be helpful for all of these circumstances. Setting out the process and steps clearly in a document makes it much easier in the scenario that any of these things could happen.

3. Regular review.

Key things to consider reviewing are utilisation of the MHFAiders®. If they aren’t being approached is there a reason why? Could the process to access the support of an MHFAider® be made simpler?

If they are being approached, are there any trends or themes in the nature of what individuals may be struggling with.

While the specific details would be confidential, trends are a great way to provide direction for any future initiatives or to further develop your wellbeing strategy.

4. Data is important to help you understand the effectiveness of your MHFA initiative.

There is so much data that you could review as a result. I wouldn’t suggest all of these but perhaps identify 1 or 2 key areas you are looking initially to improve. (It’s also not an exhaustive list but can give you some inspiration.) Identify your key measures and take it from there.

• Absence data
• Reasons for absence (this may increase for mental health related reasons which could be a positive sign demonstrating people feel comfortable in sharing the real reason for absence) It doesn’t necessarily mean the strategy is having an adverse effect in terms of wellbeing
• Interactions with MHFAiders®
• Employee Assistance Programme usage
• Signposting
• Qualitative data from exit interviews in relation to employee wellbeing
• Employee Engagement surveys
• Recruitment

While many of these may be helpful, you can’t track everything at once. Look at how you can have the biggest impact in terms of the key areas you are influencing.

5. Choosing the right team of Mental Health First Aiders.

Who your MHFAiders® will be is important in terms of an indicator of overall programme effectiveness. Try to have as many people represented at different levels within the organisation.

You don’t want only line managers for instance as people may find it quite daunting to open up to a manager, even if it isn’t their own.

It is also often not acknowledged the support for those much higher up in an organisation too. Is there someone trained who they could also have a chat with if they needed to as well?

Consider diversity and try to have as many people represented increases the likelihood of someone feeling more able to reach out for a chat.

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Stress Awareness month is just around the corner and so I decide to focus March’s blog on the topic of stress.

Rather than going into the detail of what stress is (I’ll be sharing a number of different resources for this in my community newsletter!) Or detail how to relieve stress, again there are very few people I come across who don’t understand what they need to do. The bigger challenge which I come across more and more frequently is overcoming the barriers to stress management.

“When I am stressed I just struggle to do anything for me, while I know it isn’t, it seems counter-productive to ticking off my ‘to do’ list”

“I just don’t have the time to manage stress. I work long hours and by the time I get home I’m exhausted. And that’s after making tea, putting the kids to bed and catching up on a few emails”

“stress management and self-care has become another item on my ‘to do ‘ list. It makes me feel stressed just thinking about it”

In the workshops I run about stress, and the management of stress I steer well clear of a ‘tell’ presentation. I avoid telling people what they need to do. In reality, many people already know what they should be doing.

I find it more productive to educate on what exactly stress is and how it happens. And then listen to the barriers which get in the way of people relieving stress. That is what we then work on, how to overcome the barriers. The emphasis on my workshops is the HOW. The small practical steps which we can take and implement. And from experience this is much more valued than the WHAT to do!

In this blog I wanted to share some insights which you may find useful.

1) Managing stress when your wellbeing is low

If you are struggling. You’re feeling stressed, or overwhelmed. When you’re experiencing low mood or low levels of motivation. Being proactive with your wellbeing can feel even more of a challenge. There are a number of ways this can be addressed:

• Amend your goals. For example exercise when you are feeling good may be something more strenuous. Perhaps a run or a jog. When you’re struggling look to replace with something a little more palatable. Perhaps some nice yoga stretches may feel more within your grasp. Review how you are, and amend your activities accordingly.

When the likelihood of you completing something strenuous is minimal, focus on something a little more achievable. This will help your mindset as you will have achieved the goal. And doing something is better than nothing.

• Understand your triggers and plan ahead. If for instance public speaking is a major stressor for you, and you have a presentation at the end of the week. The likelihood is you will feel more frazzled in the run up to that event. This is because your brain is sensing danger and trigger the fight flight or freeze response. Cortisol and adrenaline will be heightened. Therefore expecting to have the same energy that you usually would is a little more unrealistic.

Plan your activities according to the presence of triggers. And for this to work you will need a good understanding of, and acceptance of your triggers.

2) Stress management activities and self-care is yet another item on the to do list

When you work long hours, by the time you get home, you’ve done your chores. Perhaps all you want to do is relax in front of the TV.

Very often self care activities take a backseat in terms of priority when we are feeling busy. While we know they are important, it is often the discomfort of the to do list which takes priority. With self-care being a ‘nice to have’ rather than a ‘must have.’

While self care activities don’t immediately cross things off your to do list. They do energise us, make us even more productive and efficient at doing those other tasks.

Therefore consider:

• Bringing your self-care into your day to day. Perhaps park a little further away from work or school while doing the school run. Even if just a couple of times a week that could equate to at least 40 minutes of walking. Keeping active also is a great stress reliver
• Take a lunch break. It allows you time to recharge. Whether that be by preparing a nutritious lunch (rather than a quick Greggs pasty on the go) Or you take the time to get out in the fresh air and take a walk. Or spend some time reading a book or doing something that you enjoy. You’re entitled to your break, maximise its potential! You will also feel better in the afternoon and more focussed and productive.

Get in touch

If you would like an interactive stress management workshop for your team please do get in touch we would love to help. We can fit your time requirements, and sessions can be run either online or in person.

Jennifer.rawlinson@flourishinmind.co.uk

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