Mental Health & Workplace Consultancy

Workplace consultancy meeting with organisational leaders

Practical Psychological Expertise for Organisations

Practical psychological expertise for organisations

KW Life Solutions provides bespoke mental health and workplace consultancy for organisations seeking practical solutions to psychological, behavioural and workplace wellbeing challenges.

We work with employers, education providers, public sector organisations and other organisations to identify psychological and workplace issues, develop practical strategies and support positive change.

Our consultancy can cover workplace mental health, psychological wellbeing, trauma awareness, stress, resilience, psychological safety and support for managers and employees.

We take a practical, collaborative approach, combining psychological expertise with an understanding of workplace environments. Our recommendations are tailored to the organisation, its people and its objectives.

Enquire About Consultancy

Recognising Warning Signs of Mental Health Difficulties in the Workplace

Recognising changes in an employee's behaviour, mood, attendance or performance can be an important first step in offering appropriate workplace support. Mental health difficulties can affect people in different ways. There is no single sign that can reliably indicate that someone is experiencing a mental health crisis.

The purpose of recognising warning signs is not to diagnose or label an individual, but to notice when something appears different from their usual behaviour and respond with appropriate care, sensitivity and support.

Where several changes occur together, persist over time or appear to be getting worse, it may be appropriate to have a supportive conversation and consider whether further professional or organisational support may be helpful.

🟢 LEVEL 1 – EARLY WARNING SIGNS

Notice changes early and consider a supportive conversation.

Possible signs include:

Sudden or unexpected changes in behaviour
Becoming unusually quiet, withdrawn or distant
Increased irritability or a short temper
Appearing anxious, worried or restless
Becoming unusually emotional or tearful
Reduced confidence or motivation
Loss of interest in normal workplace activities
Becoming unusually sensitive to criticism
Appearing overwhelmed by everyday tasks
Unusual patterns of absenteeism
Increasing sickness absence
Frequent lateness
Increased mistakes or errors
Difficulty concentrating or making decisions
Missing deadlines
Avoiding colleagues or team activities
Uncharacteristic disagreements or conflict
These signs do not necessarily indicate a mental health condition. They may have many different causes, including personal, health, financial or workplace circumstances. The important point is to notice significant changes and respond appropriately.

💡 Suggested actions

At this stage, early recognition and a supportive conversation may help prevent difficulties from becoming more difficult to manage.

Managers and colleagues could:

Arrange a private, informal conversation.
Ask how the person is doing rather than assuming what is wrong.
Listen without interrupting or immediately offering solutions.
Ask whether anything at work is affecting their wellbeing.
Ask what support they feel might be helpful.
Consider whether workload, working hours or workplace relationships may be contributing.
Remind them about available workplace wellbeing resources.
Where available, signpost the employee to an Employee Assistance Programme (EAP), occupational health or other appropriate professional support.
Consider whether reasonable adjustments may be appropriate.
Agree to check in with them again.

Suggested opening:

“I've noticed that things seem a little different for you recently. I wanted to check in and see how you're doing. Is there anything you'd like to talk about or anything we can do to support you?”

🟠 LEVEL 2 – SIGNIFICANT CONCERN

Multiple, persistent or escalating warning signs may indicate that additional support is needed.

Possible signs include:

Significant deterioration in work performance
Increasing or persistent absenteeism
Frequent unexplained lateness
Increasing withdrawal or isolation
Significant changes in mood or usual behaviour
Frequent emotional outbursts
Persistent anxiety or visible distress
Appearing unable to cope with normal responsibilities
Significant concentration or decision-making difficulties
Increasing conflict with colleagues or customers
Loss of interest in previously enjoyed activities
Working excessively long hours or being unable to switch off
Significant deterioration in appearance or self-care
Increased reliance on alcohol, drugs or other substances
Significant changes in eating or sleeping patterns
Expressing feelings of being overwhelmed
Saying they feel hopeless or that things will never improve

💡 Suggested actions

At this level, it may be appropriate to take a more proactive approach and consider what additional support may be helpful.

Managers should consider:

Arrange a private wellbeing conversation.
Allow sufficient time and privacy for the conversation.
Explain any relevant confidentiality limits, particularly where there may be concerns about immediate safety or safeguarding.
Listen carefully and avoid judgement.
Ask open questions such as:
- “How have things been for you recently?”
- “Is anything making work particularly difficult at the moment?”
- “What would make things more manageable?”
- “What support would be useful to you?”
Review workload, deadlines and working arrangements.
Consider temporary adjustments to workload or responsibilities where appropriate.
Discuss flexible working or other reasonable adjustments where appropriate.
Encourage the individual to seek professional support.
Signpost to occupational health, EAP, GP or appropriate specialist services.
Consult HR or the organisation's designated wellbeing/safeguarding lead where appropriate.
Agree a clear support and follow-up plan.
Document relevant workplace actions factually and confidentially.

⚠️ Avoid

Making a diagnosis.
Telling the person to “just get on with it”.
Minimising their concerns.
Making assumptions about their personal circumstances.
Sharing personal information unnecessarily with colleagues.
Promising absolute confidentiality where there may be a serious safety concern.

🔴 LEVEL 3 – IMMEDIATE CONCERN / POTENTIAL CRISIS

Immediate action may be required where there is evidence of significant risk to the individual or others.

Potential warning signs include:

Talking about suicide or wanting to die
Talking about self-harm
Expressing that they have no reason to live
Saying goodbye unexpectedly or suggesting they will not be around
Giving away important or valued possessions
Evidence or disclosure of recent self-harm
Threatening to harm themselves
Threatening to harm another person
Severe emotional distress
Extreme agitation, panic or loss of control
Severe confusion or disorientation
Behaviour presenting an immediate safety concern
Appearing unable to keep themselves or others safe
Serious intoxication or substance-related behaviour creating immediate risk

🚨 Suggested immediate actions

Stay calm → Listen → Stay safe → Escalate → Get help

If there is an immediate risk:

Take the concern seriously.
Where it is safe to do so, help the person move away from immediate hazards.
Remain calm, speak calmly and avoid confrontation or unnecessary escalation.
Ask directly about immediate safety where appropriate.
Follow your organisation's safeguarding, wellbeing and emergency procedures, including contacting the appropriate designated person where required.
Obtain urgent professional assistance appropriate to the situation.
If there is an immediate danger to life or serious injury, call 999.
Stay with the person where it is safe and appropriate to do so, while waiting for appropriate help.
Record relevant facts accurately and objectively once the immediate situation has been addressed, in accordance with your organisation's procedures.
Arrange appropriate follow-up and support in line with your organisation's procedures and the person's needs.

If you are unsure what to do, seek urgent professional advice rather than attempting to manage a mental health crisis yourself.

Do not attempt to provide emergency clinical treatment or act beyond your training and competence.

💬 Helpful Questions for Managers

When approaching someone who may be struggling, simple, open questions can be more helpful than trying to find the perfect thing to say.

Opening the conversation

“How are you doing?”
“I've noticed you've seemed different recently. Is everything okay?”
“Would you like to talk about what's been happening?”

Understanding the situation

“Is there anything at work that is making things particularly difficult?”
“How are you managing at the moment?”
“Is there anything affecting your ability to cope?”

Exploring support

“What would help you at the moment?”
“Is there anything we could change at work that might make things easier?”
“Would you like me to help you explore what support might be available?”

If you are concerned about immediate safety

If there are concerns about someone's immediate safety, a calm and direct question may be appropriate. This should be done within the person's role, training and organisational procedures.

“Are you feeling safe at the moment?”
“Are you thinking about harming yourself?”
“Are you thinking about harming anyone else?”

Asking directly about suicide or self-harm does not increase the risk of suicidal thoughts or behaviour. If someone indicates an immediate risk, follow the organisation's emergency and safeguarding procedures and obtain appropriate professional help.

🧭 KW Life Solutions Workplace Response Model

1. RECOGNISE

Notice significant or persistent changes from the person's usual behaviour, mood or performance.

2. RESPOND

Approach them privately, calmly and respectfully.

3. LISTEN

Give them time to talk without judgement.

4. SUPPORT

Identify appropriate workplace, organisational and professional support.

5. ESCALATE

Take appropriate action where there is significant or immediate risk.

6. FOLLOW UP

Check in appropriately and review agreed support.

🟢🟠🔴 Quick Reference for Managers

Level - What you may notice - Suggested response

🟢 Early Warning - Changes in behaviour, mood, attendance or performance. Check in, listen and offer support

🟠 Significant Concern - Multiple, persistent or worsening signs. Have a structured conversation, consider adjustments and signpost to professional support

🔴 Immediate Concern - Self-harm, suicidal thoughts, threats, severe distress or immediate risk. Escalate immediately and obtain appropriate professional/emergency help

Remember: Notice, Don't Diagnose

Managers and colleagues are not expected to diagnose mental health conditions. Their role is to notice significant changes, respond appropriately, listen, provide or signpost support, and escalate concerns where necessary.

A change in behaviour does not necessarily mean that someone is experiencing a mental health condition. There may be many reasons why an individual is struggling, including bereavement, relationship difficulties, financial pressures, physical illness, caring responsibilities, workplace conflict or other personal circumstances.

The role of a manager or colleague is not to diagnose.

It is to:

Notice the change. Start the conversation. Listen without judgement. Offer appropriate support. Escalate concerns when necessary.

At KW Life Solutions, we believe that creating a workplace where people feel safe to talk about their wellbeing can help organisations identify difficulties earlier, provide appropriate support and build healthier, safer and more resilient working environments.

Sometimes, simply noticing that someone is struggling and asking “Are you okay?” can be the first step towards getting them the right support.

Workplace Mental Health Incident Documentation Template

Purpose:
This template is designed to help managers, supervisors, Mental Health First Aiders and designated workplace contacts record factual observations, concerns or workplace incidents relating to an employee's wellbeing.

The purpose of documentation is to provide an accurate, factual record of what was observed, what was reported, what action was taken and what further support may be required.

Important

Record facts, not assumptions or diagnoses.
Use the employee's own words where relevant and, where possible, indicate that these are their words.
Avoid judgemental language such as “attention seeking”, “unstable”, “difficult” or “not coping” unless directly quoting the individual.
Record only information that is necessary and relevant.
Store the completed document securely and in accordance with the organisation's confidentiality, data protection and safeguarding procedures.
This form does not replace emergency, safeguarding, HR, occupational health or clinical procedures.

1. Incident Details

Date of incident:

________________________________________

Time:

________________________________________

Location:

________________________________________

Person involved:

________________________________________

Department/team:

________________________________________

Person completing the record:

________________________________________

Job title / role:

________________________________________

Date and time recorded:

________________________________________

Incident reference number:

________________________________________

2. Person Involved

Name:

________________________________________

Job title / department:

________________________________________

Manager / supervisor:

________________________________________

Preferred work contact details:

3. Level of Concern

Please select the level that best reflects the situation at the time of the incident:

☐ 🟢 Level 1 – Early Warning Signs
Changes in behaviour, mood, attendance, performance or workplace interactions.

☐ 🟠 Level 2 – Significant Concern
Multiple, persistent or escalating concerns requiring additional support.

☐ 🔴 Level 3 – Immediate Concern / Potential Crisis
Concern regarding immediate safety, self-harm, suicide, harm to others, severe distress or significant loss of control.

Reason for level selected:

________________________________________

4. What Was Observed?

Record specific, observable facts rather than interpretations.

For example:

Better:
"The employee was visibly tearful during the meeting and remained quiet for approximately 20 minutes."

Avoid:
"The employee was having a breakdown."

Observations

☐ Change in behaviour
☐ Change in mood
☐ Visible distress
☐ Anger / aggression
☐ Withdrawal / isolation
☐ Attendance concerns
☐ Performance concerns
☐ Concentration / decision-making difficulties
☐ Physical signs of distress
☐ Changes in communication
☐ Possible substance-related concerns
☐ Self-harm concern
☐ Suicidal concern
☐ Concern about harm to another person
☐ Other

Detailed factual description of what was observed:

________________________________________

5. What Did the Individual Say?

Record relevant statements as accurately as possible.

Where appropriate, use quotation marks for the individual's exact words.

Employee's comments:

Did the individual say that they felt unsafe?

☐ No
☐ Yes
☐ Unclear
☐ Not asked

If yes, record what the individual said as accurately as possible:

________________________________________

6. Immediate Safety Concerns

Was there an immediate concern about the person's safety or wellbeing?

☐ No
☐ Yes
☐ Unclear

Was there an immediate concern about the safety of another person?

☐ No
☐ Yes
☐ Unclear

Was there a disclosure, statement or other indication of:

☐ Self-harm
☐ Suicidal thoughts
☐ Intent to harm themselves
☐ Threat to harm another person
☐ Severe distress
☐ Severe confusion / disorientation
☐ Other immediate safety concern

Details:

________________________________________

7. Action Taken

Record what was actually done.

☐ Supportive conversation held

☐ Employee moved to a quieter or private environment

☐ Manager / senior manager contacted

☐ HR contacted

☐ Mental Health First Aider contacted

☐ Safeguarding lead contacted

☐ Occupational Health referral considered or made

☐ Employee Assistance Programme information provided

☐ Employee encouraged to seek appropriate professional support

☐ Emergency services contacted

☐ Family / emergency contact contacted in accordance with organisational procedure

☐ Employee accompanied home / alternative safe arrangements made

☐ Workplace risk assessment reviewed

☐ Reasonable adjustments discussed

☐ Other action

Details of action taken:

________________________________________

Date/time action taken:

________________________________________

8. People Informed

Record only those who needed to know in accordance with organisational policy.

Name / RoleDate & TimeReason for ContactAction / Advice

________________________________________

9. External Support / Emergency Response

Was external support or emergency assistance required?

☐ No
☐ Yes

If yes, record the organisation or service contacted and the reason for contact:

Organisation / service contacted:

________________________________________

Date & time:

________________________________________

Reason for contact:

________________________________________

Advice / action received:

If yes, record the organisation or service contacted and the reason for contact:

________________________________________

Emergency situations should always be managed in accordance with the organisation's emergency, safeguarding and escalation procedures. This template does not replace those procedures.

10. Workplace Factors

Consider whether there may be workplace factors contributing to the situation.

☐ Workload
☐ Working hours
☐ Work-related stress
☐ Staffing levels
☐ Workplace conflict
☐ Bullying / harassment concern
☐ Organisational change
☐ Performance pressures
☐ Management / supervision
☐ Role clarity
☐ Work environment
☐ Recent workplace incident
☐ Bereavement / personal circumstances mentioned
☐ Other

Relevant information:

________________________________________

Important: Do not assume that a workplace factor caused the individual's mental health difficulty unless this has been established through an appropriate process.

11. Agreed Support / Next Steps

Support agreed with the employee:

Workplace adjustments discussed or considered:

Further referral or signposting:

________________________________________

Person responsible for follow-up:

________________________________________

Follow-up date:

________________________________________

12. Follow-Up Record

Date of follow-up:

________________________________________

Who conducted the follow-up: _________________________________

Employee's reported wellbeing / circumstances:

Record the employee's comments factually and, where appropriate, using their own words.

________________________________________

Has the situation improved since the previous record?

☐ Yes
☐ Partially
☐ No
☐ Unclear

Further action required:

________________________________________

Next review date:

________________________________________

13. Incident Closure

Date record considered closed:

________________________________________

Reason for closure / current position:

________________________________________

Outstanding actions:

________________________________________

Manager / responsible person's name:

________________________________________

Signature:

________________________________________

Date:

________________________________________

Confidentiality & Data Protection

This document may contain sensitive personal information and should be treated as confidential.

It should:

Be stored securely.
Only be accessible to individuals with a legitimate need to know.
Be handled in accordance with the organisation's data protection and information governance policies.
Not be circulated informally among colleagues.
Not be used by managers or colleagues to make a clinical diagnosis.
Be retained only for the appropriate period in accordance with organisational policy and applicable legal requirements.

🚨 Immediate Safety Reminder

If someone appears to be at immediate risk of serious harm to themselves or another person, follow the organisation's emergency and safeguarding procedures and obtain appropriate professional or emergency assistance.

In the UK: Where there is immediate danger to life or serious injury - Call 999

Call NHS 111, including the mental-health option, for urgent mental-health support that isn't an emergency.
or Samaritans — 116 123

Do not attempt to manage an emergency situation beyond your level of training or competence.

KW Life Solutions – Good Practice Principles

Observe → Record → Respond → Support → Escalate → Follow Up

Good documentation should answer six simple questions:

What happened?
What was observed?
What did the person say?
What action was taken?
Who was informed?
What happens next?

The objective is not to create a medical record. It is to create a clear, factual and proportionate workplace record that supports appropriate support, safeguarding and organisational learning.

This template is intended to support factual workplace documentation. It does not replace an organisation's safeguarding, emergency, HR, occupational health, clinical or risk-management procedures.

Where an organisation has an approved system for recording workplace incidents or employee wellbeing concerns, that system should be used in accordance with the organisation's policies and procedures.

Our Therapeutic Expertise

Behaviour therapy

Usually combned with Cognitive therapy and called CBT. Behavioural therapy focuses on how patterns of behaviour can affect thoughts, feelings and everyday life. It can help you understand unhelpful behaviours and develop practical strategies for managing difficulties and making positive changes.

Psychoanalysis

Psychoanalysis explores how past experiences, relationships and patterns of thinking may influence emotions, relationships and behaviour in the present. It can support greater self-awareness and understanding of longstanding difficulties.

Cognitive therapy

This therapy focuses on how thoughts, feelings and behaviours can influence one another. It can help you recognise unhelpful patterns of thinking and develop more balanced and practical ways of responding to difficult situations.

Hypnotherapy

Hypnotherapy uses guided relaxation and focused attention to help people explore thoughts, feelings and behaviours. It may be used alongside other approaches to support people with specific difficulties and personal goals.

Eye Movement Desensitisation and Reprocessing (EMDR)

EMDR is a psychological therapy that can help people who have experienced trauma or distressing events. It uses structured techniques to help process difficult memories and reduce the emotional distress associated with them. EMDR may be particularly helpful for people experiencing PTSD and trauma-related difficulties.

KW Life Solutions works with a range of qualified therapists and psychological practitioners, providing access to different therapeutic approaches according to the needs of the individual or organisation.

Our network includes practitioners specialising in CBT, EMDR, trauma-focused therapy, hypnotherapy and psychoanalysis.

The therapeutic approach used will depend on the individual's circumstances, needs and agreed treatment plan.

What Our Clients Say

(KW Life Solutions) provided dedicated counselling and support over a period of five months, which ultimately led to the employee’s full recovery and successful return to work. I firmly believe that without their intervention, this individual would not have been able to regain a normal life or reengage with their professional role.

The positive impact (KW Life Solutions) has had on this employee has also extended to me personally and the wider team at Power Mechanical. We are deeply grateful for their support, and our awareness and appreciation of mental health have grown significantly as a result.

I have worked with many neurodiverse professionals over the years, but I can honestly say that nobody has come close to Kim. His combination of expertise, empathy, and adaptability is unparalleled. He does not simply provide strategies; he teaches you to understand yourself, leverage your strengths, and navigate challenges in ways that are practical, realistic, and sustainable.

I would wholeheartedly recommend Kim to anyone who is autistic, has ADHD, or has struggled to find approaches that genuinely understand and support their unique needs. Whether you are newly exploring neurodiversity or have been navigating it for years, Kim’s approach is transformative, empowering, and deeply respectful of individual differences.

Working with him has been life-changing, and the insights and tools I gained continue to benefit me every day.

Director, Engineering Company, Norfolk

Director, Clothing Manufacturer, Lincolnshire

Genuine feedback from organisations and professionals we have supported.

Laptop and workspace used for workplace wellbeing planning and consultancy

Let's Improve Workforce Wellbeing Together

Whether you're seeking strategic consultancy, specialist workshops or clinical support, we'd welcome the opportunity to discuss how we can help your organisation.

How Can We Help?

Our Office

Based in Lowestoft, Suffolk
NR33 7QH

Contacts

info@kwlifesolutions.com

0800 0096 904

Company Number - 11084385

VAT Number - 382932375