From “Are you OK?” to defensible action: how managers should respond when someone isn’t coping at work
When someone’s behaviour, attendance, or performance shifts, most managers default to one of two patterns:
they avoid the conversation until things escalate, or
they try to support the person, but do it informally — and nothing gets documented, reviewed, or followed through.
Neither is ideal.
A practical approach is to treat these situations as workplace risk management: notice changes early, respond proportionately, and escalate when risk increases. This is exactly why we developed the Winnchester Risk Triage — a Green / Amber / Red decision aid that helps leaders take consistent action without trying to diagnose or counsel.
What managers should focus on (and what they shouldn’t)
A manager’s job is not to determine what’s happening medically. A manager’s job is to manage:
the work impact (attendance, output, errors, safety, conflict),
the risk level (low / elevated / urgent), and
the support and expectations required to keep the workplace safe and functioning.
That distinction matters because it keeps the conversation respectful, role-appropriate, and legally defensible.
The pattern we see in SMEs (and how to fix it)
In small to medium businesses, issues often escalate because leaders don’t have a shared method. The common gaps are:
No shared language for risk
One supervisor calls it “a bad week”, another calls it “misconduct”, and HR gets involved too late.Support without structure
Leaders offer flexibility, but there’s no clear timeframe, review point, or expectation setting.Documentation is inconsistent
Notes are vague (“seems stressed”), impacts aren’t captured, and decisions can’t be explained later.Escalation triggers are unclear
Everyone hopes the situation will resolve — until it becomes safety-related or formal.
The fix isn’t bureaucracy. It’s a repeatable leader process.
A practical leader process that works
When a concern arises, the most effective response is consistent, simple, and time-bound:
1) Describe the facts (not the story)
Use neutral observations:
“You’ve been late three times this week”
“There have been more errors in orders than usual”
“You left site abruptly after the toolbox talk”
“There’s been increased conflict with colleagues”
Avoid assumptions (“You’re burnt out”, “You’re anxious”, “You’re depressed”).
2) Check in with care and clarity
Your tone should be supportive, but your language should be specific.
acknowledge what you’ve observed
invite the person to share what would help at work
confirm available supports (EAP/GP/internal)
3) Match the response to risk (Green / Amber / Red)
This is where triage matters.
Green: early concern — monitor and support
Amber: elevated concern — add structure, involve HR/WHS, formalise adjustments, and review
Red: urgent — prioritise safety and immediate escalation procedures
The key is proportionality: not every issue is Red, but ignoring Amber is how businesses end up in Red.
4) Agree actions, expectations, and a review date
Support is not “set and forget”. Agree:
what will change (temporary adjustments / supports),
what success looks like (work expectations), and
when you’ll review (a clear date/time).
5) Document the essentials
Documentation doesn’t need to be heavy. It needs to be usable:
what was observed (facts)
what was discussed (high level, respectful)
what was agreed (actions + timeframe)
what the next review point is
who else was involved (if escalated)
This protects the employee and the business, and it improves follow-through.
Where psychosocial safety and performance management intersect
A common misconception is that “mental health” and “performance management” are mutually exclusive. They’re not.
You can be supportive and clear on expectations. In fact, clarity and predictability often reduce stress and improve outcomes. Where risk is elevated, the best practice response is usually:
supportive check-ins plus structure
reasonable adjustments plus accountability
timely escalation plus documented decisions
How Winnchester can help
If you want leaders to act earlier — and act consistently — the leverage point is your manager system:
escalation triggers and roles (who does what, when)
check-in scripts and prompt cards
documentation standards that are simple and defensible
alignment between HR, WHS, and operational leaders
If you’d like a tailored implementation for your business, book a short call and we’ll map a practical approach that fits your team size and risk profile.
