Across the organisations we work with, there’s a growing focus on helping leaders recognise psychosocial risks early. Policies, EAPs and awareness training all have their place. But supervisors also need to notice when something isn’t quite right in their team, and feel comfortable doing something about it.

The Signs Are Usually There

Often, there are early signs that something has changed. Someone who usually contributes becomes quieter. Small mistakes start creeping in. There’s more tension in team meetings, sick days become more frequent, or people are staying late but still struggling to keep up.

Any one of these things might have a simple explanation. But when they continue, or several start appearing together, it’s worth taking a closer look.

Supervisors are often in a good position to notice these changes because they work with their teams every day. Knowing how to respond can be the harder part. Some worry about saying the wrong thing, while others aren’t sure whether it’s their place to get involved. And when everyone is busy, it’s easy to put off checking in.

Looking at the Work Too

Recognising a change in someone is one part of the picture. It’s also important to look at what might be contributing to it.

If a whole team is working longer hours, the same concerns keep coming up, or people aren’t clear about what’s expected of them, there may be something about the way the work is organised that needs attention.

Asking someone how they’re going is a good starting point. So is looking at the work itself. Are workloads manageable? Are priorities clear? Do people have the support they need?

These questions help leaders look beyond the individual and identify workplace issues they may be able to address. Sometimes, a change to the way work is managed can make a real difference, alongside any individual support that might be needed.

Practising the First Conversation

Starting that first conversation doesn’t always come naturally, particularly if a supervisor hasn’t had much experience with it.

This is where realistic workplace scenarios can help. Seeing a situation play out on screen can make the signs easier to recognise. It can also show how a supervisor might approach the conversation, giving people a practical example to draw on.

Often, it starts with a simple check-in, an open question about how things are going, and taking the time to listen. Supervisors don’t need to have all the answers or resolve everything in one conversation.

It’s also important that training makes their role clear. They aren’t expected to be counsellors. Their role is to notice changes, check in, address issues they can influence and help people access further support when needed. If something needs to be addressed beyond their authority, they should know how to raise it.

Policies and support services matter, but leaders also need the skills and confidence to act. The aim is to help supervisors act earlier, have better conversations and address workplace issues before they become bigger problems.