Consultancy
Consultancy Services
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 solutions 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. Helping organisations create psychologically healthy, resilient workplaces through expert advice, evidence-based strategies, training and practical solutions. By improving wellbeing, reducing absence and strengthening leadership, consultancy enables people and organisations to thrive, perform effectively and sustain long-term success.
Recognising the Warning Signs of Mental Health Crisis at Work
Recognising changes in an employee's behaviour, mood, attendance or performance can be an important first step in providing appropriate workplace support. Mental health difficulties can affect people in different ways, and there is no single sign that indicates 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 signs occur together, persist over time or appear to be getting worse, it may be appropriate to have a supportive conversation and consider further professional or organisational support.
🟢 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Becoming unusually quiet, withdrawn or distant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
💡 Suggested actions
At this stage, early intervention and a supportive conversation may prevent difficulties from escalating.
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 would be helpful.
Consider whether workload, working hours or workplace relationships may be contributing.
Remind them about available workplace wellbeing resources.
Signpost to an Employee Assistance Programme (EAP), occupational health or appropriate professional support where available.
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 personality
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, don't simply wait and see if things improve.
Managers should consider:
Arrange a confidential wellbeing meeting.
Allow sufficient time and privacy for the conversation.
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.
Discussing their situation 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.
Stay with the person where it is safe and appropriate to do so.
Move away from immediate hazards where possible.
Speak calmly and avoid confrontation.
Ask directly about immediate safety where appropriate.
Contact the organisation's designated safeguarding, wellbeing or senior manager.
Obtain urgent professional assistance.
If there is an immediate danger to life or serious injury, call 999.
Do not leave the person alone if doing so could create an immediate safety risk and it is safe for you to remain with them.
Follow the organisation's safeguarding, emergency and risk-escalation procedures.
Record what happened accurately and objectively once the immediate situation has been addressed.
Arrange appropriate follow-up and support.
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 questions can be more effective than trying to find the “right” 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 find some additional support?”
If you are concerned about immediate safety
Where appropriate and within the person's role and training, it can be important to ask directly:
“Are you feeling safe at the moment?”
“Are you thinking about harming yourself?”
“Are you thinking about harming anyone else?”
Asking about suicide or self-harm does not put the idea into someone's head. If a person indicates immediate risk, follow the organisation's emergency and safeguarding procedures and obtain appropriate professional help.
🧭 A Simple Workplace Response Model
1. RECOGNISE
Notice significant changes from the person's usual behaviour.
2. RESPOND
Approach them privately, calmly and respectfully.
3. LISTEN
Give them time to talk without judgement.
4. SUPPORT
Identify practical workplace 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
LevelWhat you may noticeSuggested response🟢 Early WarningChanges in behaviour, mood, attendance or performanceCheck in, listen and offer support🟠 Significant ConcernMultiple, persistent or worsening signsHave a structured conversation, consider adjustments and signpost to professional support🔴 Immediate ConcernSelf-harm, suicidal thoughts, threats, severe distress or immediate riskEscalate immediately and obtain appropriate professional/emergency help
Remember: Notice, Don't Diagnose
A change in behaviour does not necessarily mean that someone has 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 concerns or incidents involving an employee's mental health or 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 completing the record: ____________________________
Job title / role: ________________________________________
Date and time recorded: _________________________________
Incident reference number: ______________________________
2. Person Involved
Name: _________________________________________________
Job title / department: __________________________________
Manager / supervisor: ___________________________________
Preferred 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 social interaction.
☐ 🟠 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
☐ Anxiety / visible distress
☐ Anger / aggression
☐ Withdrawal / isolation
☐ Attendance concerns
☐ Performance concerns
☐ Concentration / decision-making difficulties
☐ Physical signs of distress
☐ Changes in communication
☐ Substance-related concerns
☐ Self-harm concern
☐ Suicidal concern
☐ Concern about harm to another person
☐ Other
Detailed factual description:
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 indicate that they felt unsafe?
☐ No
☐ Yes
☐ Unclear
☐ Not asked
If yes, provide factual details:
6. Immediate Risk Assessment
Was there an immediate concern about the person's safety?
☐ No
☐ Yes
☐ Unclear
Was there a concern about the safety of another person?
☐ No
☐ Yes
☐ Unclear
Was there a disclosure or 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/private environment
☐ Manager / senior manager contacted
☐ HR contacted
☐ Mental Health First Aider contacted
☐ Safeguarding lead contacted
☐ Occupational Health referral considered/made
☐ Employee Assistance Programme information provided
☐ Employee encouraged to seek GP / 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 assistance required?
☐ No
☐ Yes
If yes:
Organisation / service contacted: _____________________________
Date & time: ________________________________________________
Reason for contact: _________________________________________
Advice / action received:
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 disclosed
☐ 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 considered:
Further referral / 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:
Has the situation improved?
☐ Yes
☐ Partially
☐ No
☐ Unclear
Further action required:
Next review date: ____________________________________________
13. Incident Closure
Date incident 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 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, workplace procedures should be followed and appropriate emergency assistance obtained.
In the UK, where there is an immediate danger to life or serious injury, call 999.
Do not attempt to manage an emergency situation beyond your level of training or competence.
KW Life Solutions – Good Practice Principle
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 care, safeguarding and organisational learning.
Our methods
Behaviour therapy
Behaviour Therapy is a type of therapy that focuses on how your actions and habits can affect how you feel and cope with everyday life. As a therapist, I help you understand behaviours that may be causing problems and explore healthier ways to respond. Together, we practise new skills and strategies, such as managing difficult situations, changing unhelpful habits, and building positive routines. The aim is to help you feel more in control and make lasting, positive changes.
Psychoanalysis
Psychoanalysis is a type of therapy that helps you understand how your past experiences, relationships, thoughts, and feelings may influence the way you think and behave today. As a therapist, I provide a safe, private space where you can talk openly about anything that is troubling you. Together, we explore patterns, worries, emotions, and memories, including things you may not fully understand. The aim is to develop greater self-awareness and make positive changes.
Cognitive therapy
Cognitive Therapy is a type of therapy that helps you understand how your thoughts can affect your feelings and behaviour. As a therapist, I help you notice unhelpful or negative thoughts and look at whether they are completely accurate or fair. Together, we learn healthier ways of thinking and responding to difficult situations. The goal is not to ignore problems, but to help you feel more confident, manage challenges better, and make positive changes.
Hypnotherapy
Hypnotherapy is a type of therapy that uses deep relaxation and focused attention to help you explore thoughts, feelings, and behaviours. As a therapist, I guide you into a calm, relaxed state where you remain awake, aware, and in control. We may use positive suggestions and techniques to help you manage worries, fears, confidence, habits, or difficult emotions. The aim is to help you develop healthier ways of thinking, feeling, and responding to everyday situations.
Eye Movement Desensitisation and Reprocessing (EMDR)
EMDR is a type of therapy that can help when difficult or traumatic experiences continue to affect you. As a therapist, I help you safely focus on upsetting memories while using gentle side-to-side eye movements or other forms of stimulation. This can help your brain process the memory in a healthier way. You do not have to forget what happened; instead, the memory can become less powerful, less distressing, and easier to cope with.
Director, Engineering Company, Norfolk
(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.
Director, Clothing Manufacturer, Lincolnshire
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.
TESTIMONIALS
Genuine Recommendations -Contact for additional information
Have any questions?
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.
Our Office
Based in Lowestoft, Suffolk
NR33 7QH
Company Number - 11084385
VAT Number - 382932375