International Men’s Day 2026: Men’s Mental Health at Work

Last reviewed: November 2026

International Men’s Day 2026 takes place on Thursday, 19 November. In the UK, the theme is “Supporting Men and Boys”, with a focus on improving wellbeing, encouraging positive conversations about men and masculinity, and supporting organisations that make a difference to men’s lives.

For employers, this is a useful opportunity to do more than publish an awareness message.

It is a chance to ask a harder question:

If a male employee is struggling with stress, low mood, burnout or another mental health problem, would he feel safe asking for help here — and would his manager know what to do next?

This guide focuses on that practical question. It explains what managers may notice, how to start a conversation without making assumptions, why some men may hesitate to disclose mental health difficulties, which workplace factors employers should review and how International Men’s Day can lead to useful year-round action.

International Men’s Day 2026 at a Glance

International Men’s Day 2026 date	Thursday, 19 November 2026
UK theme	Supporting Men and Boys
Main UK focus	Supporting wellbeing, positive conversations and organisations helping men and boys
Why it matters at work	It gives employers a timely reason to review whether male employees know where to get support and feel able to use it
Best employer approach	Combine awareness with practical manager support, clear signposting and action on workplace causes of stress
Should it be a one-day campaign?	No. Use 19 November to start or strengthen support that remains useful throughout the year

What Is International Men’s Day 2026?

International Men’s Day is marked on 19 November every year. In 2026, it falls on a Thursday.

The UK theme is “Supporting Men and Boys”. International Men’s Day UK describes three broad pillars:

making a positive difference to the wellbeing and lives of men and boys;
raising awareness of or support for organisations working with men and boys; and
encouraging positive conversations about men, manhood and masculinity.

The event is deliberately broad and inclusive. It is not about suggesting that men’s wellbeing matters more than anybody else’s. For employers, it provides a useful point in the year to focus on issues that can otherwise remain difficult to discuss.

That can include stress, mental health, physical health, fatherhood, caring responsibilities, redundancy, financial pressure, isolation and whether men feel comfortable using the support already available to them.

Why Men’s Mental Health at Work Deserves Attention

Workplace mental health is not a small issue for UK employers.

Health and Safety Executive data for 2024/25 estimates that 964,000 workers in Great Britain were experiencing work-related stress, depression or anxiety. These conditions accounted for around 22.1 million working days lost.

Those figures cover workers of all genders, but there is also an important reason to give men’s mental health focused attention.

Office for National Statistics data for deaths registered in England and Wales in 2025 shows an age-standardised suicide rate of 17.5 per 100,000 males, compared with 5.5 per 100,000 females.

That statistic should be handled carefully. It does not tell us why an individual man is struggling, and it should not be used to stereotype every male employee as being at particular risk.

It does show why making support easier to access matters.

Employers also need to remember that serious mental health problems are only one end of a much wider spectrum. Long before somebody reaches a crisis, they may be sleeping badly, withdrawing from colleagues, feeling overwhelmed, losing confidence, working excessive hours or finding it increasingly difficult to concentrate.

Earlier support can start with something much simpler than a formal intervention:

Someone notices a change, asks a sensible question and takes the answer seriously.

Why Might Some Men Find It Difficult to Talk About Mental Health at Work?

There is no single “male way” of dealing with mental health. Men have different personalities, cultures, jobs, ages, experiences and support networks.

It is therefore unhelpful to assume that all men hide their feelings or that they simply need to “open up”.

However, there are practical reasons why an employee may hesitate to say that he is struggling.

He may worry:

that his manager will see him as less capable;
that colleagues will treat him differently;
that disclosure could affect promotion or future opportunities;
that the problem is not “serious enough” to justify asking for help;
that personal information will not remain private;
that he should be able to manage the problem himself;
that the manager will try to diagnose or fix him;
that speaking up will create additional paperwork or attention; or
that the actual cause of the problem is the workplace itself.

This changes the question employers should ask.

Instead of:

“Why don’t men talk about mental health?”

ask:

“What might make it difficult for somebody to talk about mental health in our workplace?”

That brings the conversation back to trust, management behaviour, confidentiality and how support is actually delivered.

What Can Poor Mental Health Look Like at Work?

Managers should not try to diagnose an employee.

What they can notice is a change from the person’s usual behaviour or functioning.

A change a manager might notice	What to remember
Becoming unusually quiet or withdrawn	This may have many causes. Notice it without assuming why.
Reduced concentration or more mistakes	Do not immediately treat a change in performance as lack of effort.
Irritability or shorter responses	This can accompany pressure, poor sleep or other personal and health problems.
Working much longer hours than usual	Long hours can sometimes hide an unsustainable workload rather than demonstrate resilience.
Loss of motivation or confidence	A private check-in may be more useful than waiting for performance to deteriorate further.
More sickness absence or lateness	Look for context and follow normal support procedures rather than making assumptions.
Reduced interaction with colleagues	A change may be worth noticing even if the person has not asked for help.
Appearing persistently tired	Poor sleep, stress, health problems and personal pressures can all contribute.

The principle is simple:

Notice a change. Don’t diagnose it.

If you want to understand stress-related symptoms in more detail, read our guide to the physical signs of stress.

Is It Stress, Burnout or Something Else?

Managers do not need to decide whether somebody has stress, burnout, anxiety, depression or another condition. That is not their role.

Stress can happen when pressures feel difficult to cope with. Burnout is usually discussed in relation to prolonged workplace stress and can involve exhaustion, growing mental distance from work and reduced professional effectiveness. Mental health conditions can involve different symptoms and may require professional assessment or treatment.

What matters at work is recognising when somebody’s wellbeing or ability to function appears to have changed and responding appropriately.

Employees who feel exhausted, detached from work or unable to recover may find our guide to the signs of burnout at work useful.

If work pressure is becoming difficult to manage, our practical guide to reducing everyday stress also explains how to combine short-term coping tools with action on the underlying cause.

How Should a Manager Start a Mental Health Conversation With a Male Employee?

Managers do not need a perfect script. They need a simple way to open the door without making an accusation or diagnosis.

A useful framework is:

Notice → Ask → Listen → Explore → Agree → Review

1. Notice

Start with something you have genuinely observed.

“I’ve noticed you’ve seemed quieter than usual over the last couple of weeks.”

This is better than:

“You look depressed.”

2. Ask

Use an open question.

“How are things going?”

or:

“You seem to have a lot on at the moment. How are you managing?”

3. Listen

Give the employee time to answer.

Do not immediately tell them what you think they should do. Do not compare their experience with your own. Do not turn the conversation into a performance meeting unless performance genuinely needs to be discussed separately.

4. Explore

If the employee is comfortable talking, explore whether anything at work is contributing.

“Is there anything about work that’s making things harder at the moment?”

This can reveal practical problems such as workload, unclear priorities, conflict, lack of support or organisational change.

5. Agree

Ask what would be useful.

“What would help over the next few days or weeks?”

The answer may be a workload review, time for an appointment, clearer priorities, an EAP referral route, occupational health input or simply another conversation.

6. Review

Do not treat the first conversation as the end of the process.

“Let’s check in again next week and see how things are going.”

Acas recommends that managers discussing work-related stress make time for a private conversation, keep an open mind, ask open questions, listen, explore causes and work together on possible solutions.

Managers do not need to become therapists. They need to know how to listen, respond appropriately and signpost.

What If He Says “I’m Fine”?

Do not force somebody to disclose personal information simply because you have noticed a change.

An employee may genuinely be fine. They may not be ready to talk. They may prefer to speak to someone else. Or the issue may have nothing to do with mental health.

A useful response is:

“That’s fine. I just wanted to check in because you seemed a little quieter than usual. If anything changes, or if something at work is making things difficult, the door is open.”

Then continue treating the person normally.

Supportive management is not about repeatedly asking someone to disclose. It is about making it believable that support will still be there if they choose to use it later.

What Should Managers Avoid Saying?

Good intentions can still produce an unhelpful conversation.

Avoid	Why it can be unhelpful
“Everyone is stressed.”	It can make the employee feel that their difficulty is being minimised.
“You just need to switch off.”	It assumes the problem can be solved through willpower.
“You don’t look depressed.”	Managers should not diagnose or rule out mental health problems based on appearance.
“Just take a few days off.”	Time away may help some people, but it does not necessarily address the cause.
“Tell me exactly what’s wrong.”	An employee does not have to share every private detail in order to discuss workplace support.
“You need to toughen up.”	This reinforces stigma and can make future help-seeking less likely.

A manager’s job is not to extract a diagnosis. It is to understand whether support is needed and whether something about work needs attention.

Should You Tell Your Manager You’re Struggling With Your Mental Health?

If you are an employee reading this, it is generally up to you whether and when you disclose a mental health problem to your manager.

Acas notes that talking earlier can sometimes make it easier for an employer to provide support before the problem becomes more difficult.

You also do not have to arrive with a diagnosis or a detailed personal history.

A simple conversation can focus on three things:

What is happening?

“I’m finding things harder than usual at the moment.”

How is it affecting work?

“My concentration and sleep have been affected and I’m struggling to keep up with the current workload.”

What might help?

“Could we review my priorities for the next couple of weeks and agree what needs to be done first?”

You can share more if you want to, but a useful workplace conversation can start with functional impact and practical support.

If stress has already reached the point where you are struggling to work, our guide explains how stress-related sickness absence and fit notes work in the UK.

What If Your Manager Is Part of the Problem?

Telling someone to “speak to your manager” is not useful if the manager is contributing to the pressure.

Depending on your organisation and circumstances, another route may include:

another manager;
HR or People team;
a trade union or employee representative;
an Employee Assistance Programme;
occupational health;
a formal grievance or workplace process where appropriate; or
external professional or healthcare support.

The right route depends on the problem.

The important point is that workplace mental health support should not depend entirely on one line manager. Organisations need more than one safe route for employees to raise concerns.

Look Beyond the Individual: Is Work Contributing to the Problem?

This is one of the most important questions employers can ask.

Breathing exercises, mindfulness apps and resilience training may help some employees manage pressure. They cannot make an impossible workload reasonable, stop bullying, fix unclear roles or compensate for poor management.

The Health and Safety Executive identifies six areas of work design that can contribute to work-related stress when poorly managed:

HSE area	A practical employer question
Demands	Are workload, deadlines, hours and expectations realistically manageable?
Control	Do employees have an appropriate level of say in how they organise and carry out their work?
Support	Do people receive useful information, resources and support from managers and colleagues?
Relationships	Are conflict, bullying, poor behaviour or isolation being addressed?
Role	Do employees understand what is expected of them, or are priorities conflicting?
Change	Are organisational changes being explained and managed properly?

UK employers have a duty to assess and manage risks from work-related stress.

If employee feedback suggests that work design itself is creating pressure, use our workplace stress risk assessment example or the more detailed psychosocial risk assessment guide for UK employers.

What Mental Health Support Should Employers Actually Offer?

The answer is rarely one service.

Different problems need different types of support. Employees also need to understand what each route is for.

Situation	Possible support route
Everyday wellbeing, habits and early stress management	Digital wellbeing tools, practical resources and healthy routines
An employee needs a supportive workplace conversation	Line manager or another appropriate manager
Someone wants confidential emotional or practical support	Employee Assistance Programme or other confidential support service
A health problem is affecting work, attendance or adjustments	Occupational health may be appropriate
Work itself appears to be causing harmful stress	Manager/HR action plus individual or organisational stress risk assessment where appropriate
Symptoms are persistent or affecting everyday functioning	GP, NHS or another appropriate healthcare professional
There is an immediate risk to someone’s safety	Urgent NHS or emergency support

Spark’s Employee Mental Health Resources UK guide explains these support routes in more detail and can help employers build a clearer pathway for staff.

Why Having an EAP Is Not Enough if Employees Don’t Use It

Many organisations already have an Employee Assistance Programme.

That does not necessarily mean employees know:

what it offers;
who can use it;
whether it is confidential;
whether they need a “serious” problem before contacting it;
how to access it;
whether their manager will know they used it; or
whether the service is independent from their employer.

If men in your organisation rarely use an EAP, do not immediately conclude that they do not need support.

Ask whether the service is visible, clearly explained, trusted and easy to access.

A practical International Men’s Day action could be as simple as explaining:

“Here is what our EAP can help with, here is how you contact it, and here is what remains confidential.”

For a deeper explanation of what these services can and cannot do, see our Employee Assistance Programme UK guide.

When Is Occupational Health More Appropriate?

Occupational health has a different role from an EAP.

It may be useful when an employee’s health is affecting work and the organisation needs work-focused advice on issues such as:

workplace adjustments;
fitness for work;
return-to-work planning;
long-term or repeated sickness absence;
health-related limitations; or
how work may need to be temporarily modified.

Occupational health is not there to “prove” whether an employee has a genuine mental health problem.

Our Occupational Health Assessment UK guide explains the process for both employers and employees.

8 International Men’s Day Workplace Activities That Can Actually Help

International Men’s Day workplace activities do not have to be expensive or elaborate.

The most useful ideas leave something better in place after 19 November.

1. Run an anonymous men’s wellbeing pulse check

Ask a small number of practical questions.

Do you know where to go if you need mental health support?
Would you feel comfortable raising a wellbeing concern at work?
What makes it difficult to use existing support?
What workplace pressure would you most like the organisation to address?

Do not ask employees to disclose diagnoses. Look for themes that can guide action.

2. Give managers a one-page conversation guide

Use the Notice → Ask → Listen → Explore → Agree → Review structure from this article.

Managers are more likely to start a useful conversation when they are not trying to invent the wording in the moment.

3. Reintroduce your support services clearly

Do not send a list of ten links.

Explain:

what each service is for;
how to access it;
whether it is confidential; and
when an employee might choose one route rather than another.

4. Review whether male employees are actually using wellbeing support

Where privacy rules and available data allow, look at broad engagement patterns rather than individual usage.

Low engagement can be a sign that employees do not understand or trust the service.

5. Hold a conversation about work pressure

Instead of asking employees only about their personal resilience, ask:

“What is making work harder than it needs to be?”

The answer may highlight workload, meetings, staffing, unclear priorities, poor communication or other practical problems.

6. Invite a credible men’s health or wellbeing speaker

A useful session should give employees something practical to take away and signpost appropriate support.

Avoid making attendance or personal disclosure compulsory.

7. Explore a men’s network or peer-support space

This can work well in some organisations if employees actually want it.

It should not become a replacement for professional support, management responsibility or organisation-wide wellbeing.

8. Commit to one action after 19 November

This may be the most valuable activity of all.

For example:

improve EAP signposting;
train line managers;
review workload in one high-pressure team;
introduce more regular wellbeing check-ins;
address a recurring organisational stressor; or
review whether occupational health referrals are being used appropriately.

International Men’s Day UK specifically encourages employers to use the event for wellbeing activities, positive conversations, signposting and support for male employees.

If You’re Struggling but Don’t Know Where to Start

You do not need to wait until things feel unbearable before doing something.

Start by asking yourself:

What has changed recently?
Is work part of the pressure?
Is this affecting my sleep, concentration, mood or relationships?
Is there something practical that needs to change?
Who could I speak to without having to explain everything at once?

Depending on your situation, the next step might be:

talking with someone you trust;
having a conversation with your manager;
using an EAP if your employer provides one;
speaking with your GP or another healthcare professional;
requesting occupational health support where work is being affected; or
making a practical change to the pressure you are dealing with.

Small daily check-ins can help you notice patterns earlier

If you tend to notice stress only after it has built up, a short regular wellbeing check-in can help you become more aware of what is affecting you.

You might record:

what happened;
how you felt;
what seemed to increase pressure; and
what helped.

My Spark brings together everyday wellbeing tools including breathing, mindfulness, mood awareness, journalling and habit support.

Explore My Spark and Other Stress-Relief Tools

My Spark is designed for everyday wellbeing and healthy habits. It does not diagnose or treat depression, anxiety or another mental health condition and should not replace professional support where that is needed.

What If Someone Needs Urgent Mental Health Support?

International Men’s Day can start useful conversations, but employers and employees also need to know what to do when the situation is more urgent.

In England, if someone needs urgent help for their mental health, NHS guidance advises using NHS 111 online or calling 111 and selecting the mental health option.

If someone’s life is at risk, they have seriously harmed themselves or they cannot keep themselves or someone else safe, call 999 or go to A&E.

Samaritans can also be contacted free on 116 123, day or night.

For UK-wide information and nation-specific routes, see Spark’s suicide prevention and urgent mental health support guide.

Managers should not try to assess suicide risk as though they were clinicians. If you are worried about someone’s immediate safety, seek appropriate urgent professional help.

From International Men’s Day to Year-Round Workplace Support

A good International Men’s Day campaign can start a conversation.

It cannot create a healthy workplace by itself.

Year-round support needs several things working together:

managers who know how to have a basic wellbeing conversation;
clear and trusted routes to support;
realistic workloads and expectations;
appropriate workplace adjustments;
occupational health and EAP services used for the right purpose;
employee feedback that leads to action; and
ongoing attention to stress risks rather than one-off awareness campaigns.

That principle applies to men and to the wider workforce.

Spark’s employee mental health resources guide, workplace stress guidance and World Mental Health Day employer guide provide further practical routes for building a stronger workplace mental health approach.

Want to Move From Awareness Campaigns to Ongoing Employee Wellbeing?

One-off events can increase awareness. The harder job is helping employees stay engaged with wellbeing throughout the rest of the year.

Spark Your Health supports UK employers with a prevention-first wellbeing platform covering mental, physical, social and financial wellbeing. Employees can access practical wellbeing tools, while organisations can use anonymised trends and engagement insight to understand where support may be needed without accessing employees’ private notes.

Explore Spark for UK Employers

Digital wellbeing tools should complement — not replace — good management, appropriate healthcare, occupational health, EAP support or action on workplace risks.

Frequently Asked Questions About International Men’s Day and Mental Health at Work

When is International Men’s Day 2026?

International Men’s Day 2026 is on Thursday, 19 November 2026. The event is held on 19 November every year.

What is the International Men’s Day 2026 UK theme?

The UK theme for International Men’s Day 2026 is “Supporting Men and Boys”. The UK campaign also focuses on improving wellbeing, supporting relevant organisations and encouraging positive conversations about men and masculinity.

Why is men’s mental health important in the workplace?

Mental health problems can affect concentration, attendance, relationships, confidence and the ability to work safely or effectively. Men may also face barriers to asking for help, so employers should make support easy to understand and safe to access.

What are signs that a male employee may be struggling?

Possible changes include withdrawal, tiredness, irritability, reduced concentration, more mistakes, loss of motivation, increased absence or working unusually long hours. These signs can have many causes and should not be treated as a diagnosis.

How can managers support men’s mental health at work?

Start with a private, respectful conversation. Notice changes, ask open questions, listen, explore whether work is contributing, agree practical next steps and follow up. Managers should also know how to signpost EAP, occupational health, HR or professional support where appropriate.

What should a manager say to an employee who seems withdrawn?

Keep it simple and factual. For example: “I’ve noticed you seem quieter than usual. How are things going?” Avoid diagnosing the person or pressuring them to disclose private information.

What if an employee says he is fine?

Do not force the conversation. Let the employee know that support remains available and continue normal respectful contact. They may choose to talk later or may prefer another support route.

Should I tell my manager about my mental health?

It is generally your decision whether and when to disclose a mental health problem. Talking early may make it easier to discuss support or adjustments. You can start by explaining how you are being affected and what practical help may be useful without sharing every private detail.

What if my manager is causing my stress?

Consider another appropriate route such as HR, another manager, a trade union or employee representative, an EAP or occupational health. Workplace support should not depend entirely on the manager who may be contributing to the problem.

What can employers do for International Men’s Day?

Useful activities include employee wellbeing check-ins, practical manager guidance, clearer signposting to support, reviewing male engagement with existing wellbeing services, workplace discussions about stress, credible speakers and committing to at least one improvement after the event.

Is an Employee Assistance Programme enough to support men’s mental health?

Not on its own. An EAP can provide useful confidential support, but employees must understand and trust it. Employers also need capable managers, appropriate occupational health routes, healthy working conditions and action on organisational causes of stress.

Do employers have responsibilities for work-related stress?

Yes. The Health and Safety Executive states that employers have a legal duty to protect workers from work-related stress by assessing the risk and acting on it. HSE identifies demands, control, support, relationships, role and change as six important areas to consider.

International Men’s Day: The Most Useful Question for Employers

International Men’s Day 2026 is an opportunity to support male employees, but the real test is what happens when the awareness campaign finishes.

Instead of measuring success by how many people attended an event, ask:

Would somebody who is struggling know where to go, trust the support and believe that speaking up would lead to something useful?

If the answer is uncertain, start there.

Train managers to have a basic conversation. Make support routes easier to understand. Listen to employees. Review whether work is contributing to pressure. And take at least one practical action that remains in place after 19 November.

That is a more meaningful way to support men’s mental health at work than awareness alone.

Official Sources and Further Reading

Last factual review: November 2026.