We have made important progress in recognising the health and wellbeing challenges people experience at work.
Conversations about mental health are more open. Women’s health, including menopause, has received much-needed attention. Employers increasingly recognise that people bring their health, relationships and personal circumstances into the workplace.
All of this is welcome. But next week’s International Men’s Day provides an opportunity to consider another important question. How well do we really understand the health and wellbeing of the men we work alongside, employ and lead?
Not simply whether support is available, but whether men feel able to acknowledge when they need it. Because sometimes the people who appear most capable of coping are the ones we forget to ask.
The expectation to be strong
For generations, many men have grown up with expectations about what it means to be strong. Be dependable. Provide for your family. Solve problems. Keep going. Don’t complain.
Of course, attitudes have changed, and we should avoid suggesting that all men think or behave in the same way.
Many men are comfortable discussing their health and emotions, and many workplaces actively encourage those conversations. But expectations of self-reliance can still influence whether someone acknowledges a difficulty, seeks medical advice or admits they are struggling.
And those expectations can be reinforced at work. A manager who has always been regarded as capable may find it difficult to admit that the pressure has become too much.
An employee may hesitate to request time off for a health concern because he does not want to appear unreliable. A senior leader may worry that showing vulnerability could undermine confidence in his ability to lead.
Sometimes these hesitations reflect what people have learned is expected of them.
Men’s health is more than mental health
Mental health rightly features prominently in conversations about men’s wellbeing. The latest Office for National Statistics figures show that in England and Wales, the age-standardised male suicide rate for deaths registered in 2025 was 17.5 per 100,000 compared with 5.5 for females.
These figures are deeply concerning, although the circumstances surrounding suicide are complex and cannot be attributed to workplace culture alone.
But men’s health deserves attention far beyond mental health. Heart disease, cancer, diabetes, musculoskeletal conditions and other long-term health concerns can affect men throughout their working lives.
Some may be managing conditions that are not immediately visible to colleagues. Others may be recovering from surgery, undergoing treatment or adjusting to medication that affects their energy, concentration, or confidence.
And there are aspects of men’s health that may be particularly difficult to discuss. Prostate cancer and its treatment, for example, can affect physical wellbeing, energy, sexual health and emotional confidence. A man may return to work while experiencing changes that have a considerable impact on everyday life.
We should not assume that because someone has returned to work, their recovery is complete.
The pressures we don’t always see
Men also experience the full range of challenges that life brings. Relationship breakdown. Bereavement. Financial uncertainty. Loneliness. Caring responsibilities. Anxiety about employment or retirement.
A man supporting a partner through serious illness may be managing appointments, household responsibilities, and his own fears while continuing to meet professional expectations.
A father may be struggling to balance work with the needs of young children. Someone approaching retirement may be concerned about financial security, changing identity, or the loss of professional purpose.
None of these experiences is exclusive to men. But recognising that men experience them too is an important part of genuinely inclusive workplace wellbeing.
There is a particular challenge when someone’s professional identity becomes closely connected to being dependable. The person who always delivers. The manager who never appears overwhelmed. The colleague who takes responsibility whenever something needs doing.
Someone experiencing illness or emotional distress may continue meeting expectations long after doing so has become exhausting. And because their performance remains satisfactory, colleagues and leaders may assume everything is fine.
We should be careful not to confuse outward capability with personal wellbeing. Nor should we wait for someone’s performance to deteriorate before recognising that support might be needed.
What does a supportive workplace look like?
In May 2026, NHS Employers published guidance encouraging organisations to take practical, preventative action on men’s physical and mental health. It highlights the importance of reducing stigma, encouraging early intervention and recognising that men’s experiences and needs differ.
These are important considerations. But I believe the most meaningful progress begins with everyday leadership behaviour.
Do managers create opportunities for conversations about health without making people feel uncomfortable or exposed? Can employees attend medical appointments without unnecessary difficulty? Are people supported when returning from illness, particularly when recovery is gradual or treatment has ongoing effects?
Do men feel able to discuss caring responsibilities or personal difficulties without fearing that their professional standing will suffer? And are managers themselves supported, rather than simply being expected to provide support for everyone else?
These questions matter more than the number of awareness campaigns an organisation delivers. There is no single approach that will meet every man’s needs. Some welcome open conversations. Others prefer private discussions or confidential professional support. Age, background, occupation, family circumstances, and individual personality can all influence what feels comfortable.
The objective should not be to persuade every man to discuss his feelings publicly. It should be to ensure that support is accessible, confidential where appropriate, and available without judgement.
Managers do not need to become medical experts or counsellors. They need to listen, respond sensitively, recognise when adjustments may be appropriate and know how to signpost professional help.
And organisations must examine whether their working practices make seeking that help reasonably possible. Encouraging someone to prioritise their health means little if workloads, expectations or attitudes make taking time for medical care unnecessarily difficult.
Wellbeing should include everyone
I would not want a greater focus on men’s health to diminish the important progress made in supporting women. Nor should wellbeing become a competition between different groups, each having to demonstrate whose needs are greatest.
Inclusive wellbeing must recognise the different experiences and challenges people face. Some health concerns are specific to men or women. Others are shared but may be experienced, expressed or addressed differently. A thoughtful approach recognises those differences without relying on stereotypes.
It also recognises that employees should not have to reveal deeply personal information to be treated with understanding and respect. Good leadership creates conditions in which people can access appropriate support while retaining their dignity and privacy.
Beyond International Men’s Day
International Men’s Day, marked on 19th November, offers a valuable opportunity to celebrate men’s contributions and draw attention to issues affecting their health and wellbeing. The UK’s 2026 theme, Supporting Men and Boys, reminds us that these conversations matter.
But one day of awareness cannot substitute for the conditions people experience throughout the year. The real test is whether men feel able to seek help when they need it, whether physical and mental health concerns are taken seriously, and whether workplace expectations allow people to look after themselves without feeling they are letting others down.
We cannot prevent every illness, personal difficulty or unexpected life event. But we can create workplaces where people are treated with compassion when those experiences arise.
And perhaps we can begin by recognising that the men who seem strong, capable and dependable are human beings too.
Because sometimes the most important question we can ask someone who always appears to be coping is simply: How are you, really?
