Santé mentale au travail : 10 situations difficiles du quotidien et comment y répondre

Here are ten of these moments, described as they actually occur in a company, a school, an establishment, or a service. For each one: what is really happening behind the behavior, the spontaneous reaction that worsens the situation, and the step-by-step conduct to follow — with the exact words to say, the posture to adopt, and how to avoid the scene from repeating. The goal is not to turn you into a therapist: it is to know how to welcome, secure, and guide, without ever exceeding your role.

A word of warning, first. No behavior described here reads on its own as a certain sign of a disorder: it is the repetition, the change from the person's usual behavior, and the accumulation of several signals that should attract attention. Similarly, the same gesture — offering a coffee, asking a question — does not produce the same effect depending on the moment, the place, and the already established relationship. What follows provides guidelines, not recipes: it is up to you to adapt them to the real person standing in front of you, and to always refer to a health professional for anything related to diagnosis and care.

1. A colleague isolates themselves and drops out

Open space, a Tuesday. He used to arrive first and always crack a joke; for the past two weeks, he’s kept his headphones on all day, has lunch alone at his desk, and no longer responds to team messages. No one dares to ask him what’s going on.

What is happening: sudden social withdrawal is one of the most reliable signals of a growing discomfort — exhaustion, anxiety, depressive episode, or personal difficulties spilling over into work. The person is not “pouting”: they are conserving energy that they lack, or they are ashamed of what they are going through. Interpreted as a whim or disengagement, this withdrawal reinforces isolation and delays the moment when the person can ask for help.

1. Choose a discreet moment, away from the group and without witnesses: a coffee for two, a quiet hallway. This topic should never be addressed in front of colleagues.
2. Name a fact, not a judgment: “I’ve noticed you’ve been more withdrawn lately, I wanted to check in on you.” The fact opens; the label closes.
3. Leave the door open without forcing: “If one day you want to talk about it, I’m here.” Some people need several cues before they grasp the first one.
4. Recall existing resources without dramatizing: occupational medicine, workplace health services, listening cell if the organization has one.

❌ To avoid: “So, are you sulking?” or “Shake it off, it will pass.” Minimizing in front of others turns a discreet discomfort into humiliation, and the person will close off even more.

To prevent it from happening again: establish regular short and informal check-ins in the team, where checking in is not reserved for crisis moments. When talking about one’s state becomes commonplace, weak signals come up earlier.

2. Someone breaks down in tears at the office

End of the meeting. You ask a colleague where a file stands, and without warning, her voice breaks and she bursts into tears in front of everyone. An awkward silence settles. Some look away, another tries a joke to lighten the mood.

What is happening: the tears are not necessarily related to what you just said. They often signify an accumulated overflow — overload, exhaustion, grief, anxiety — that spills over due to a minor trigger. The person is not trying to put on a show: they are overwhelmed by their own reaction and, very often, they feel ashamed of it. What happens in the seconds that follow determines whether they will feel supported or exposed.

1. Preserve dignity first: calmly suggest stepping out for a moment. “Let’s take a breath for two minutes,” without commenting on the tears in front of the group.
2. Welcome the emotion without questioning: “Take your time, there’s no problem.” Do not ask “Why are you crying?” in the heat of the moment.
3. Stay present and sober: a calm posture, a glass of water, silence. Your calm is contagious and helps reduce tension.
4. Offer a follow-up, not a solution: “Do you want to talk about it later, or should I connect you with the workplace health service?”

❌ To avoid: joking to “lighten” the mood, which isolates the person, and the opposite — collective dramatization. Also avoid acting as if nothing happened and resuming the meeting: this signals to the person that their state is unimportant.

To prevent it from happening again: review the person’s workload and deadlines one-on-one a few days later. A public emotional overflow is almost always the culmination of long-standing tension that has not been heard.

3. “I can’t do it anymore”: the burnout that sets in

He slips you a note between two doors: “Honestly, I can’t do it anymore.” He works late, responds to emails on weekends, forgets things he used to manage, and always seems exhausted. Yet he follows up by saying “It’s going to be fine.”

What is happening: this phrase is a warning signal that should never be overlooked. Burnout sets in gradually, through a mix of fatigue that no longer recovers, disengagement, and a feeling of inefficacy. According to the INRS and the World Health Organization, burnout is not a disease diagnosed in a meeting: it is a work-related syndrome that requires health professionals. Your role is to hear the signal and act on what depends on you.

1. Take the phrase seriously, right away: “What you’re telling me is important, let’s take the time to talk about it.” Do not defer to “later.”
2. Explore the concrete workload: what tasks, what deadlines, what possible support? Act on the organization, not on the person.
3. Guide towards care: suggest a visit to occupational medicine, which can be consulted at any time and confidentially.
4. Lighten what can be lightened immediately: postpone a non-critical deadline, redistribute a task. A concrete gesture is worth more than ten encouragements.

❌ To avoid: “We’re all overwhelmed” or “Make lists, organize yourself better.” Shifting the overload to a lack of individual organization makes the person feel guilty and masks the real cause.

To prevent it from happening again: examine the distribution of workload and the respect for the right to disconnect as a team. One person’s exhaustion often reveals a collective functioning that pushes everyone to do too much.

4. Short absences multiply

Over the last two months, a colleague has taken several short absences of one or two days, often at the beginning of the week. Nothing serious each time, but the repetition is concerning. Around her, comments start: “Absent again.”

What is happening: repeated short-term absenteeism is often an indicator of suffering at work before it becomes a motivation problem. The person holds on as long as they can, then needs to “catch their breath” to recover; sometimes, the anxiety of coming becomes the problem itself. Viewed solely as a lack of seriousness, this signal transforms into a spiral: increased pressure, guilt, longer absences.

1. Receive the person without a controlling posture: the return interview is not a disciplinary summons. “I wanted us to check in, how are you feeling right now?”
2. Look for conditions, not excuses: is there a task, a schedule, a relationship that weighs on them? Act on what is modifiable.
3. Recall the confidentiality of resources: occupational medicine can see the person without you being informed of the reason.
4. Cut short team comments: protecting the person from judgment is part of the support role.

❌ To avoid: letting comments run, or starting directly on the ground of sanction. Stigmatization almost always worsens the situation it claims to correct.

To prevent it from happening again: establish a systematic and kind return interview after each absence, for the whole team. Systematized, this meeting ceases to be experienced as suspicion and becomes a space where one can talk.

5. An employee becomes irritable or explodes

Normally calm, he raises his voice over a trivial remark, slams a door, sends a harsh email to the whole team. The next day, he apologizes, embarrassed. The atmosphere becomes tense: some start to avoid him.

What is happening: sudden and disproportionate irritability is often the visible face of distress — chronic stress, exhaustion, anxiety — much more than a character trait. When psychological resources are saturated, tolerance for frustration collapses. Responding to annoyance with annoyance escalates the conflict and traps the person in a “difficult” role that further isolates them from the collective.

1. Do not respond in the heat of the moment: lower your tone, slow down, defer if necessary. “I see that it’s tense; let’s talk about it calmly later.”
2. Address the behavior, protect the person: one can reframe unacceptable remarks for the team without humiliating the person who made them.
3. In a one-on-one, describe without accusing: “In recent days, you seem on edge; is there something weighing on you?”
4. Guide if the discomfort is confirmed: occupational medicine, listening line, management. Do not make the diagnosis for them.

❌ To avoid: public reframing in the heat of the moment, which humiliates and entrenches the conflict, and the label “difficult” that follows the person and wrongly directs all subsequent exchanges.

To prevent it from happening again: establish clear communication rules within the team and check the person’s workload. Ongoing irritability calls for support, not just a reminder of the rules.

6. Someone shares dark thoughts

At the end of the day, a colleague lowers their voice : « sometimes I think everyone would be better off without me ». They say it almost apologetically, then continue as if nothing happened. You are alone with them, and a wave of panic grips you.

What is happening : a person who expresses this type of statement gives you a rare trust and makes a call for help. This should never be trivialized, and never handled alone. Contrary to a stubborn idea, talking about it openly does not “ give the idea ” : naming the suffering relieves and allows for guidance. Your role is not to assess suicidal risk — that is for professionals — but to remain present and make the connection without delay.

1. Stay, listen, do not judge : « I’m here, I’m listening, thank you for telling me ». Simply not fleeing is very important.
2. Dare to name it : « are you thinking about hurting yourself ? » Asking the question clearly does not rush anything : it shows that the subject can be addressed.
3. Do not remain the only holder : suggest contacting a professional together, occupational medicine, or a national suicide prevention hotline.
4. Do not abandon the person until a resource is in place, and ensure follow-up in the days that follow.

❌ To avoid : minimizing (“ but no, you have everything to be happy ”), moralizing, or promising absolute secrecy. Confidentiality is secondary to the person's safety.

To prevent it from happening again : after going through such a moment, do not forget to take care of yourself. Listening to intense distress is exhausting : debriefing with a professional or a resource person from the organization is part of a healthy approach, not an admission of weakness. Knowing in advance the numbers and contacts to direct towards avoids searching in an emergency, at the moment when it is most needed.

7. The return after a long absence

After several months of absence, she returns on Monday. The team hesitates : should they talk about it or act as if nothing happened ? Some prepare a warm welcome, while others fear to overwhelm her. She herself is apprehensive about others' gaze.

What is at stake : returning after a long absence related to mental health is a pivotal moment, where the fear of judgment and doubt about one's own abilities are at their peak. A poorly prepared return — immediate overload, awkward silence, or on the contrary, excessive attention — can weaken the reintegration. The follow-up visit with occupational health exists precisely to organize this moment : it can propose adjustments.

1. Prepare the return in advance : plan, when possible, a pre-return visit and a lighter workload at first.
2. Ask the person what they want : “ how do you prefer we manage your return to the team ? ” They decide what is said or not.
3. Welcome simply : “ happy to see you, we are here if you need ”, without interrogation or pity.
4. Readjust gradually : short and regular check-ins are better than a big one-time meeting on the day.

❌ To avoid : the workload “ as before ” from day one, indiscreet questions about the reasons for the absence, and total silence that leaves the person alone with their apprehension.

To prevent it from happening again : formalize a shared return protocol, involving occupational health, management, and the person. A well-prepared return reduces the risk of relapse and new absence.

8. “I'm fine, I can handle it”: the person who minimizes

You can see she is not doing well : tired complexion, tension, unusual mistakes. But as soon as you bring up the subject, the response is clear : “ I'm fine, I can handle it, don't worry ”. The door closes immediately.

What is at stake : minimizing is a common protective mechanism — fear of being judged incompetent, concern for one's job, difficulty in recognizing what is wrong. The person is not acting in bad faith : they are not ready, or they do not feel safe to talk. Insisting directly puts them on the defensive ; doing nothing leaves them alone. It is necessary to hold both : respect their pace and remain a available presence.

1. Do not force the confidence : “ I respect that, I won't insist. Just know that my door is always open. ”
2. Anchor on concrete facts, without diagnosis : “ I've noticed that you seem very tired, that's the only thing that worries me ”.
3. Drop repeated hints, without pressure : trust is built over time, often through several exchanges.
4. Make the resources visible to everyone : displaying the contact details of occupational health and helplines allows access without having to declare oneself.

❌ To avoid : saying “ I know you're not doing well, stop lying ”, which breaks the relationship, and pure and simple abandonment on the grounds that “ she said she was fine ”.

To prevent it from happening again : work on the psychological safety climate of the team, where one can say they are not well without fearing for their position. It is this climate, more than individual insistence, that frees speech.

9. The whole team is under tension

This is not one person, it's the atmosphere : constant tension, sharp remarks, meetings that turn into confrontations, several close absences. Everyone seems at their wit's end, and the team fragments into cliques.

What is at stake : when suffering becomes collective, it is no longer an individual problem but an issue of psychosocial risks (PSR). The INRS distinguishes several families of factors : intensity and workload, emotional demands, lack of autonomy, degraded social relations, value conflicts, insecurity of the situation. Looking for an individual “ troublemaker ” in this context misses the real cause and exacerbates divisions.

1. Name the problem as collective : “ I notice that the atmosphere is very tense, and I think this is a subject that concerns us all ”.
2. Create a structured space for dialogue : a dedicated time, with clear rules, distinct from production meetings.
3. Engage dedicated resources : the CSE, occupational health, a professional risk prevention consultant can help objectify the situation.
4. Act on the organization, not just on individuals : workload, priorities, clarity of roles. PSR should first be addressed at this level.

❌ To avoid : designating a scapegoat, letting things fester “ hoping it will settle down ”, or multiplying team-building seminars without addressing organizational causes.

To prevent it from happening again : integrate the assessment of PSR into the single document and make it a point of ongoing follow-up. Collective prevention is the best safeguard against the accumulation of individual situations.

10. Addressing the subject without feeling legitimate

You see the signals, you want to help — but a little voice holds you back : “ I'm not a psychologist, I'm going to say something stupid, it's not my place ”. So you push the conversation back a little longer, and the discomfort grows on both sides.

What is at stake : the fear of doing it wrong is one of the biggest barriers to mental health support at work. However, no clinical expertise is expected of you : what is expected is human listening and guidance. You do not have to find a solution or make a diagnosis. This clarity about your role is liberating : it allows you to act without overstepping your limits and avoids the two pitfalls of silence and over-commitment.

1. Distinguish between listening and healing : your mission is to welcome and guide. Healing is the domain of health professionals.
2. Use simple and confident phrases : “ I am not an expert, but I am here to listen to you and help you find the right contact ”.
3. Know your resources in advance : occupational health, HR, listening units, national helplines. The better you know where to direct, the better you can guide.
4. Set your own limits : listening is not bearing it alone. You too can seek support and debrief a heavy situation.

❌ To avoid : playing therapist and giving clinical advice, or conversely, avoiding the conversation for fear of doing it wrong. Awkward silence often causes more damage than imperfect but sincere words.

To prevent it from happening again : get trained. Knowing what to say, what not to say, and whom to direct to transforms apprehension into the ability to act, for you as well as for the entire team.

Mental health at work, what to do: summary table

To quickly regain the right reflex, here are the ten situations summarized : what is most often at stake, the appropriate conduct, and the most common mistake to avoid.

To go further

These situations also benefit from relying on concrete resources. The 3-column table helps structure a conversation (what is going well / what is weighing / what we decide), and the visual timer makes exchange times more serene. The complete catalog of free tools and the cognitive tests DYNSEO complement this approach. For ongoing support of well-being and cognition, the application CLINT offers playful exercises designed for adults.

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