How Do We Balance Supporting Mental Health While Maintaining Performance Expectations?
Let’s be honest. Performance conversations can feel uncomfortable at the best of times. But when mental health is involved, a lot of leaders freeze up entirely.
I get it. No one wants to make things worse for an employee who’s struggling. There’s that fear of saying the wrong thing, coming across as insensitive, or adding more pressure to an already difficult situation. Some managers even feel guilty holding someone accountable when they know they’re having a tough time.
So what happens? The conversation just… doesn’t happen. The issue lingers, performance keeps slipping, and both the employee and the business suffer.
Avoiding performance conversations when mental health is a factor might feel like the kind thing to do, but in reality, it does more harm than good. Here’s why.
Avoiding the conversation doesn’t help anyone
A lot of managers think they’re showing compassion by avoiding a tough conversation, but really, they’re just leaving the employee in the dark.
If an employee’s performance has dropped and no one addresses it, they might assume:
No one has noticed (they have)
Their struggles aren’t impacting their work (they are)
Everything is fine (it’s not)
Meanwhile, managers start feeling frustrated, resentment builds, and by the time the conversation actually happens, it’s turned into a much bigger issue than it needed to be.
Employees deserve clarity. If their performance is slipping, they need to know. Not to be criticised, but so they can be supported in getting back on track.
Mental health and performance expectations can coexist
When mental health is a factor in performance, it’s important to approach conversations with understanding. That doesn’t mean lowering expectations or treating someone unfairly, it means making sure the right support is in place so they can meet those expectations in a sustainable way.
If performance expectations suddenly become inconsistent or one person’s workload isn’t managed in a way that works for them, it can create unnecessary pressure. Not just for that employee, but for the whole team.
The goal isn’t to overlook performance concerns. It’s to understand the full picture and work together to find solutions. That might mean adjusting deadlines, providing flexibility, or helping to prioritise tasks in a way that supports both wellbeing and productivity. But it still means having the conversation and ensuring employees feel valued, supported, and set up for success.
The longer you wait, the harder it gets
Everyone has put off a difficult conversation before, thinking it might just sort itself out. It never does.
When performance issues aren’t addressed early, they only get worse. By the time managers step in, what could have been a simple check-in has turned into a crisis conversation.
Talking about it early makes it easier for everyone. Instead of a high-stakes, uncomfortable discussion, it can be a supportive, solutions-focused chat that actually helps the employee improve.
Most employees want to do well—they just need support
No one wants to feel like they’re struggling at work. When performance dips because of mental health, employees often already know they’re not meeting expectations. They just might not know what to do about it.
A performance conversation isn’t about pointing out what’s going wrong. It’s about working together to figure out what needs to change and how to make it manageable.
Instead of saying, “You’re not hitting your targets,” try:
“I’ve noticed you’re struggling with [specific issue]. How can we make this more manageable?”
“I want to support you in meeting expectations. What adjustments would help?”
“Let’s talk about what’s realistic right now and put a plan in place.”
Shifting the focus from blame to support makes all the difference.
You can be compassionate and still be direct
The biggest fear leaders have is that bringing up performance will come across as harsh or unsympathetic.
But honesty and empathy aren’t opposites. It’s possible to care about someone’s wellbeing and still have an honest conversation about their work.
The key is balance. Acknowledge their challenges, be clear about expectations, and work with them to find a solution.
Instead of avoiding the conversation or being overly blunt, try something like:
“I know you’ve got a lot going on, and I want to support you. At the same time, we need to figure out how to get things back on track. Let’s work on a plan together.”
That way, they know you’re not just pointing out the issue, you’re also invested in helping them move forward.
Performance conversations should never be about punishment
Ignoring performance issues doesn’t help the employee, the team, or the business. But approaching them with the right mindset can make all the difference.
Supporting mental health and maintaining performance aren’t in conflict with each other. When employees feel safe to speak up, supported in tough times, and clear on expectations, they’re far more likely to do their best work.
So, if you’re hesitating to have a performance conversation because mental health is involved, ask yourself: Am I avoiding this because I don’t know how to approach it? If the answer is yes, focus on how to have the conversation, not whether to have it at all.
Because true support isn’t avoiding the tough stuff, it’s working through it together.
About Abbie Williams
Founder of Letters of Hope | Gold Coast Young Australian of the Year 2024 | Mental Health & Workplace Wellbeing Advocate | Lived Experience of Bipolar
I help organisations create mentally healthy workplaces through training, resources, and meaningful initiatives—all while funding Letters of Hope, a charity supporting those struggling with mental health. If you're looking for expert guidance on workplace mental health or want to collaborate, let’s connect!