Time to Talk: How to Build Cultures that Support Honest Conversations

Author: Peter Bray, Programme Manager

Time to Talk Day, on Thursday 5 February 2026, encourages all of us to be more open about the importance of mental health. It is a reminder to talk, to listen, and to create moments where people feel heard. 

This blog is for everyone working in construction, transport, logistics, engineering, manufacturing, agriculture, fire and other higher-risk sectors. Most of what I say applies to all genders. At the same time, it is important to recognise that the majority of workers in these sectors are men, and the suicide statistics reflect that reality. Acknowledging this does not exclude women. It highlights where some of the greatest risk lies and why inclusion means taking everyone's mental health seriously.

It is also important to recognise something positive. The sectors we support are not defined only by pressure or risk. They are also places of teamwork, humour, pride, skill, craft and connection. Many people love the camaraderie of their work life, the shared satisfaction of building something real, the sense of belonging in a team that problem solves together, and the joy found in a job done well. To be able to walk past a building, bridge, or road and be able to say, ‘I helped to make that’. These industries can be exciting, meaningful and rewarding. They bring people together in ways that many office-based roles simply do not.

We want to protect that.

We want to celebrate it.

And we want to make sure the next generation sees these industries as places they can thrive, not burn out.

A mentally healthy culture is not only about preventing harm. It is also about strengthening what already works well: connection, support, laughter, trust and pride.

Across these sectors, the pressures can also be intense. Long hours, back-to-back deadlines, job insecurity, extended time away from family and a culture of keeping your head down, can overshadow the positives. 

Many organisations genuinely care about their people, but good intentions alone are not enough. Mental health is often treated as something we respond to once a person is already struggling. Someone reaches breaking point, and support is offered only then. Crisis response will always be needed, but we must ask a better question:

Why are so many people reaching crisis in the first place?

This is why Time to Talk Day matters. It is not just about encouraging conversations. It is about creating workplaces where conversations feel natural, safe and possible every day. More importantly, it is about designing environments where fewer people reach crisis at all. It is about going upstream.

Why workplaces need to step forward in terms of mental health

In the sectors that Mates in Mind supports, physical safety is taken seriously. PPE, inductions, safe systems of work and risk assessments are built into everyday tasks. Physical hazards cannot be ignored. Yet mental health hazards can be just as damaging and are rarely planned for with the same confidence.

The law already requires employers to treat mental health with the same seriousness as physical health. ACAS sets this out clearly in their webpage: 'Supporting mental health at work: Mental health and the law'.

If someone experiences a physical injury, we investigate. If someone experiences burnout, depression or overwhelming stress, it is often seen as a personal matter. But mental health is shaped by the systems people work in. It is linked to workload, deadlines, leadership, communication, job design, living conditions and culture.

Putting people before profit is not sentimental. It is practical. When workers feel supported, everything improves: safety, quality, performance, morale, retention, trust and pride in the job. It is also inconsistent for an organisation to say that wellbeing is central to its values if preventative measures are not in place.

Why many workers find it hard to ask for help

There is a belief that men do not talk. That is not completely true. People talk when they trust the person in front of them and feel safe to share what is going on. Many workplaces do not create that level of safety or trust.

In subcontracted environments, job security can feel uncertain. If you slow down or speak honestly about pressure, you may worry that you will not be hired again. Many workers believe they must push on regardless of how they feel. The result is silence. People focus on the job while their wellbeing slips further down the list.

Women in these sectors often tell me they sometimes find it easier to connect with others and spot early signs of struggle. This is valuable, but women should never be expected to carry the emotional work of the whole workforce or to fix cultural problems that belong to leadership. They are part of the solution, not the solution in themselves.

The issue is not the individual. It is the environment.

The importance of connection in the workplace

Connection is one of the strongest protectors of mental wellbeing. In my own life, spending time outdoors with friends, camping and tennis have helped me feel grounded. I also attend and occasionally facilitate a men's peer support group in my community. Every week I see the difference it makes when people have a safe space to speak honestly. Many of the men I meet tell me they wish they had found support sooner. I found it at exactly the right time, and many of those men are now close friends.

Most people do not begin with a GP or counsellor. They begin with someone they trust. A friend, a colleague or a family member. This is why basic mental health awareness training matters. You do not have to be an expert to make a difference. You only need to be prepared to listen and willing to support. You could save a life simply by asking someone how they are and meaning it. It’s great to talk and even better to truly listen. 

Workplaces influence this more than they realise. They either make connection easier, or they make it harder. A culture of pressure and silence makes it difficult for anyone to ask for help, no matter how strong or skilled they are.

The reality in high pressure industries

A colleague in the building services sector once described the industry in a way that resonated with many people.

Deadlines come first. Subcontractors move from site to site without ever setting roots. Pressure flows from the client to the main contractor, then to project managers who are stuck in the middle, and finally down to the workforce. Everyone is trying to avoid blame. The work gets done, but often at a personal cost.

In these environments:

• If you are not talking about football, you are not talking.
  
  
• If you slow down, you risk being seen as a problem.
  
  
• If you ask for help, you worry you will not be hired again.

Many people work late into the night to get jobs over the line. They take their stress home with them and carry it into their relationships, sleep, health and wellbeing. Because mental health challenges are not visible, they often go unnoticed until they become unmanageable.

It is important to repeat that this is not a failure of individuals.

It is a failure of systems that were not designed with wellbeing in mind.

These industries can be brilliant places to work. They can also unintentionally push people to breaking point. Recognising both truths is the only way forward.

Why we must go upstream

Desmond Tutu once said:

"There comes a point where we need to stop just pulling people out of the river. We need to go upstream and find out why they are falling in."

This perfectly captures what Mates in Mind aims to do. For too long, mental health at work has relied on crisis response. Someone struggles and we try to rescue them. These interventions matter and save lives. But the more important question is: what caused people to fall into the river to begin with?

Our work is about prevention, culture and designing systems that protect people. One of the tools we use is the 10 Standards of Workplace Wellbeing (Supporters please visit the Portal to find out more), based on the Thriving at Work framework. These standards help organisations:

• Strengthen leadership.
  
  
• Improve role clarity.
  
  
• Build psychological safety.
  
  
• Equip managers with supportive communication skills.
  
  
• Create policies that work in practice.
  
  
• Make support visible.
  
  
• Embed wellbeing into daily work.

When organisations follow these standards, they move from reacting to preventing. They reduce the need for rescue by building support into the system from the start.

How to mitigate mental health risks at planning stage

Mitigation is already part of physical safety. It should also be part of psychosocial safety. Some examples include:

• Agreeing on clear payment terms, interim payment plans and prompt payment processes, and sticking to them. Financial uncertainty is a major source of stress, particularly for subcontractors, self-employed workers and those paid by results. Providing financial clarity and reliability creates a sense of stability and trust that directly supports mental wellbeing.
  
  
• Shared accommodation rather than isolating hotel rooms.
  
  
• Shift rotation that allows for daylight and proper sleep.
  
  
• Realistic programmes that reduce pressure on leaders and teams.
  
  
• Contingency built into plans based on lessons learned.
  
  
• Access to wellbeing professionals on site.
  
  
• Peer support and buddy systems.
  
  
• Involving subcontractors early to understand their needs.
  
  
• Recognising stress, isolation and low control as genuine hazards.
  
  
• Including mental health in site inductions and risk assessments.

If we know what repeatedly causes harm, we can plan to prevent it. Hard work is part of these industries, but hard work should not come with constant worry about pay, security or survival. Good planning protects both people and projects.

Leadership matters: male CEOs and site leaders stepping up makes a difference

More male leaders are beginning to speak openly about their own mental health. This includes CEOs, managing directors, senior engineers, project leaders and site managers. When those in positions of authority talk honestly about pressure, stress or difficult periods in their lives, it helps others feel more comfortable doing the same.

In male dominated environments, this leadership is powerful. Posters alone do not change culture. Leaders do. When senior figures show that mental health conversations are normal and safe, everyone else feels more able to speak up.

What organisations can do now to optimise mental wellbeing

Organisations do not need to overhaul everything immediately to make a difference. They can begin with:

• Integrating mental health into risk assessments.
  
  
• Using the 10 Standards as a prevention framework.
  
  
• Involving contractors and subcontractors early.
  
  
• Building realistic contingency into programmes.
  
  
• Training managers in confident, compassionate conversations.
  
  
• Creating buddy systems and peer networks.
  
  
• Offering opportunities for connection, such as sports, social activities or shared breaks.
  
  
• Making support visible using posters, QR codes and toolbox talks.
  
  
• Directing workers to our Need Help page, stress resources and videos.
  
  
• Partnering with Mates in Mind for a whole organisation approach.

Progress is not about perfection. It is about consistent action.

What individuals can do, together

If you are struggling, you are not weak. You are human.

There are many ways to take the first step:

• Reach out to a friend or colleague.
  
  
• Speak to someone you trust at work.
  
  
• Join a peer support group such as Andy's Man Club.
  
  
• Text BEAMATE to 85258 and trained volunteers can help with issues including anxiety, stress, loneliness or depression and are available 24/7.  
  
  
• Try counselling and keep looking until you find the right approach.
  
  
• In crisis, contact NHS 111, emergency services or Samaritans 116 123.
  
  
• Find a list of support services on our Need Help page.

You do not need to start with a professional. You only need to start with someone. If a colleague or friend is hesitant, offer to take that step with them. Make that call or walk through that door with them. 

Why people before profit is good business

Some leaders worry that focusing on mental health will reduce productivity. In reality, supported people:

• Work safer.
  
  
• Stay longer.
  
  
• Make fewer mistakes.
  
  
• Look out for each other.
  
  
• Build stronger teams.
  
  
• Produce higher quality work.

Protecting people is not an expense. It is an investment with a strong return. In fact, a report from Deloitte found that mental health initiatives by employers returned £4.70 for every £1 spent through reduced absenteeism and higher productivity.

How Mates in Mind can help

Mates in Mind supports organisations to:

• Understand psychosocial risks.
  
  
• Use the 10 Standards to guide prevention.
  
  
• Design mental health into project planning.
  
  
• Train leaders and managers.
  
  
• Strengthen peer support structures.
  
  
• Provide tools, resources and guidance.

When organisations involve us early, we help build systems that protect people long term.

Final message

Time to Talk Day is for everyone. Talking helps but talking alone is not enough. We must redesign how work is planned, how people are treated and how support is delivered. These industries can be places of pride, joy, humour and achievement. They can also be environments that push people too far. Our job is to strengthen the former and reduce the latter.

Connection matters.

Accountability matters.

Mitigation matters.

Compassion matters.

People matter.

Hard work will always be part of these sectors. But hard work should never cost someone their health or their life. Let us build workplaces where people can do their best work without breaking. Let us go upstream together.

If you or someone you know is struggling, you are not alone. Help is available. Maybe it’s Time to Talk?

Conclusion

If this blog has resonated with you, please remember you are not alone. Reach out to a colleague, family member, your GP, call NHS 111, or the Samaritans on 116 123. You can also find further support through our support services page.

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Remember, you are not alone — there is always someone to talk to or somewhere to find additional help.