There’s no question in my mind: a direct connection can be drawn between how people feel at work and how businesses perform. Employees who feel supported tend to be more engaged, teams collaborate better and clients ultimately have better experiences.

I’m not suggesting companies become therapists’ offices. But creating a culture of support through resources, training and awareness is simply good leadership.

Historically, employers largely treated mental health as something outside the boundaries of work. People were expected to show up, perform, and leave whatever else they were dealing with at the door. I understand that mindset because I grew up in it. For a lot of us in Gen X, mental health simply wasn’t something people openly discussed. But the workplace has changed and so have the realities employees are navigating.

Whether employers are ready for it or not, mental health now shows up in the workplace every day. Ignoring it is no longer an option.

Workplace flexibility has blurred the lines

Remote and hybrid work have created meaningful flexibility for many employees. For some, especially those caring for children or aging parents, that flexibility has become essential. And, at the same time, it’s blurred the lines between work and home.

There used to be a natural separation between work and life. You got dressed, got on a train or drove to the office and spent time around coworkers. Today, working from home can create islands and lead to more loneliness than we’ve ever experienced.

We’re also leading across generations with very different perspectives on mental health. Younger employees are often more comfortable discussing stress, anxiety or burnout. Older generations frequently grew up believing those things stayed private. As business leaders, we must recognize that people come to work with very different expectations about support and communication.

Employers: Step into your responsibility

Some leaders still believe mental health falls outside the role of the employer. I see it differently. If we have an opportunity to positively impact the people we work with, why wouldn’t we?

We spend a significant portion of our lives at work, and I think there are some table-stakes areas companies should be thinking about when it comes to supporting employee mental health:

• Education
• Resources
• Training
• Awareness
• Empathy

Sometimes the challenge isn’t even the employee directly. It could be a spouse, a child or a parent at home. There are so many variables people are managing behind the scenes that leaders may never fully see. At a minimum, employees should know their employer cares and is trying to create an environment where support exists.

This is one reason Venbrook recently made mental health first aid training mandatory for company leadership — roughly 80 managers across the organization. My message to our leadership was: unless there is a death in the family or a new baby at home, change your schedule and make this training time work.

The goal isn’t to turn managers into counselors. It’s to help them better recognize warning signs, respond with empathy and know what resources are available to support their team. Some leaders are fluent in these conversations. Others are uncomfortable. That’s OK, because learning is part of the process. If this training helps even one person in our company, I consider that success.

Mental health is a long-term investment

Businesses spend a lot of time talking about healthcare costs and employee well-being, but too often, we approach mental health reactively. My view is that it deserves the same long-term thinking we apply to physical health: invest early, build awareness and create support before problems become more serious.

And yes, I believe healthier employees ultimately contribute to healthier businesses and stronger client experiences. But even beyond the business case, people want to know their employer cares.

Mental Health Awareness Month is a good reminder that support matters at every level. Employers have an opportunity to move beyond acknowledging the issue and actually invest in helping their team navigate it.

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