Suicide remains a taboo topic in many workplaces, yet managers are often the first line of support. Joseph Conway shares why it’s vital we break the silence, and how organisations can foster safer, more compassionate environments where people feel heard, supported and able to seek help before it’s too late.
Whether it’s remote or in-person, work is where most people dedicate the majority of their time. This makes managers and leaders not only highly influential in shaping the employee experience, but also uniquely positioned to notice when something isn’t right. Their response can determine whether someone feels safe enough to speak up about how they feel, or stays silent.
Every 90 minutes, someone in the UK or Ireland dies by suicide
When we talk about creating a workplace where people feel comfortable speaking up, the focus is often on topics like stress management, work-life balance and overall wellbeing. While these conversations are vital, they can leave more uncomfortable topics, including suicide, pushed aside. Not deliberately, but more likely because of the deep-rooted stigma that surrounds them.
Suicide may not always be front and centre in conversation, but it remains a growing crisis with devastating stakes. Every 90 minutes, someone in the UK or Ireland dies by suicide, and one in four people have experienced suicidal thoughts.
Research from Hazards suggests that up to 650 suicides in the UK each year may be work-related, accounting for around 10% of the national total. Employers cannot ignore the reality that suicide is a workplace issue and addressing it is not optional.
What are the barriers to suicide support at work?
Despite growing awareness around mental health, suicide is still a subject shrouded in misunderstanding. Stigma remains one of the biggest barriers, particularly in male-dominated industries where “just get on with it” cultures still dominate and make it hard for people to admit they’re under pressure. For employees who are struggling in silence, that kind of environment can be devastating.
Language plays a surprisingly powerful role in this. Outdated terms like “committed suicide” carry connotations of crime, adding a layer of shame to what is already an incredibly painful subject. A survey of UK employees by Mental Health First Aid England (MHFA) found that two-thirds of employees used harmful language, while nearly a quarter responded with unhelpful phrases like “please don’t do anything stupid” when colleagues disclosed suicidal thoughts.
These responses aren’t malicious, they often come from discomfort or lack of awareness, but they can leave someone feeling more isolated at the very moment they most need connection.
Nine in ten people did not know that the best way to save the life of someone considering suicide
Another barrier is fear. Many managers worry that talking about suicide might “put the idea in someone’s head.” But the truth is the opposite: asking directly, “Are you thinking about suicide?” can be lifesaving. When it comes to suicide, ambiguity is dangerous, but clarity can open the door to honesty and support.
Despite the power of conversations in suicide prevention, research shows that knowledge in the workplace is lacking. The same survey by MHFA found that nine in ten people did not know that the best way to save the life of someone considering suicide is to ask them directly if they have a plan to end their life.
How can we build knowledge in the workplace?
Every year, September 10th marks World Suicide Prevention Day. It’s a time to raise awareness and take action to prevent suicide, and workplaces are a critical part of that safety net.
Employers do not need to have all the answers, but by engaging with suicide and taking action, employers can create conditions that make it more likely for someone to speak up and more likely for them to get the help they need.
Four priorities for organisations serious about suicide prevention
1. Train managers to spot warning signs and start conversations: Managers don’t need to be mental health experts, but they do need confidence to speak to their team. The right training can help them to spot changes in behaviour, such as withdrawal, irritability, dips in performance. It will also help them to know how to respond with empathy rather than avoidance. One well-timed, open conversation can change the course of someone’s life.
2. Use language carefully to reduce stigma: The words we use really matter. Normalising compassionate, non-judgmental language sends a signal that it’s safe to talk about difficult things. Leaders should model this in their communication, and organisations should embed it in policies, training, and everyday dialogue. Small shifts in language to make the conversation around suicide more accurate and compassionate, such as “died by suicide”, can help remove stigma and enable safer conversations.
3. Make pathways to support clear: Employers should ensure that all employees, not just managers, know exactly where to access mental health support, whether that’s in-house, an Employee Assistance Programme (EAP), external helplines like Samaritans or NHS services. Nearly half of employees in a survey said that their company had not proactively shared mental health resources with them. Clarity saves valuable time when someone is in crisis. It really is no exaggeration to say that making this information widely accessible and keeping it up-to-date could be lifesaving.
4. Lead by example: Culture change starts at the top. When leaders share their own experiences, where appropriate, they help break down stigma and show that vulnerability is not weakness, but a strength. Employees notice when leaders walk the talk.
You don’t need to be a therapist to save a life
At its core, suicide prevention in the workplace is about supporting people. Cultivating the kind of leadership that sees the person behind the job title, and values humanity as much as performance is essential.
No employer can prevent every tragedy. But every employer and workplace can and should create the conditions where people feel safer to speak, supported when they do, and guided towards help that could save their lives.
Joseph Conway is a mental health trainer and psychotherapist at Vita Health Group
