Supporting Staff Mental Health During Busy Periods

Spotting the early signs of strain

Every small business has busy periods, whether that is a seasonal rush, the end of the financial year or a sudden spike in orders. A certain amount of pressure can be motivating, but when it is sustained without support, it starts to erode mental health. As an employer, you do not need to be a mental health expert to make a difference. You just need to notice when things are changing and respond early.

Signs that a team member might be struggling include:

• Withdrawing from conversations they would normally join in with
• Irritability, tearfulness or uncharacteristic sharpness
• Arriving late, taking more sickness absence or working through breaks
• Struggling to concentrate or making more mistakes than usual
• Looking exhausted, even at the start of a shift

None of these are proof of a mental health problem, but they are signals worth exploring gently. A simple “I have noticed you seem a bit stretched lately — how are you doing?” can open the door to a useful conversation.

The power of regular catch-ups

You do not need a formal wellbeing programme to support your team. Short, regular catch-ups are one of the most effective tools you have. Aim for a fifteen-minute one-to-one every week or fortnight, even during the busiest weeks. Keep it separate from task-focused updates so there is space for the human side of work.

Ask open questions such as:

• “How are you finding things at the moment?”
• “What is feeling manageable, and what is not?”
• “What would make the next few weeks easier for you?”

Listen without jumping straight to solutions. Sometimes people just need to be heard. Afterwards, note down any agreed actions and follow them up. Nothing undermines trust faster than a promised change that never happens.

Making workloads realistic and manageable

During busy periods, it is tempting to pile on more and hope for the best. That approach backfires. Instead, sit down with each person and review priorities together. Use a simple traffic-light system: what absolutely must happen, what could be delayed, and what can be dropped altogether. Be honest about what is non-negotiable and what is not.

Practical steps that help include:

• Pausing non-essential projects so people can focus on core work
• Sharing out tasks rather than leaving everything to the same few people
• Encouraging proper breaks — a lunch break away from the desk is not a luxury
• Approving annual leave wherever possible, even in peak times, so people get real rest
• Offering temporary flexibility such as adjusted start times or one day working from home

Watch out for presenteeism, where people work while unwell because they feel they cannot stop. This reduces productivity and increases the risk of longer-term absence. A gentle reminder to go home when someone is clearly struggling can prevent a bigger problem later.

Creating a culture where people can speak up

Your team will only tell you what is really going on if they feel safe. That starts with you. Managers who share their own appropriate challenges — “I found last week full-on too, and I made sure I took my breaks” — normalise the conversation. Avoid making mental health a taboo or a joke.

Consider training a mental health first aider or champion, even in a small team. This gives people a named person to approach if they do not feel comfortable talking to their line manager. Make sure any discussions are kept confidential and that no one is penalised for speaking up. If someone discloses a mental health condition, treat it with the same seriousness as a physical injury.

Signposting to professional support

You do not have to fix everything yourself. Know what is available and share it clearly. If you have an Employee Assistance Programme, remind people it exists and that it is confidential. If not, there are still plenty of routes:

• NHS talking therapies — people can self-refer through their GP or directly in many areas
• Mental health charities — text and phone helplines offer immediate, anonymous support
• Occupational health — useful for advice on adjustments and return-to-work plans
• Financial wellbeing support — money worries are a major stressor, so point people towards debt advice services

Display contact details in staff areas, include them in inductions and mention them in team meetings. A poster in the kitchen might be the only prompt someone needs to reach out.

Small steps that make a real difference

Supporting mental health during busy periods does not require a big budget or a grand strategy. Consistency matters far more than occasional grand gestures. Keep holding those catch-ups, keep reviewing workloads honestly, and keep reminding people that support is available.

After the rush is over, take time to review what happened. Ask the team what worked, what did not, and what you should change before the next peak. Thank people genuinely for their efforts — specific praise goes a long way. By making small, practical adjustments now, you protect your team’s wellbeing and your business’s long-term performance.