By Gilly Freedman, Senior Career Coach, Tutor & Supervisor
Sir Charlie Mayfield, former John Lewis leader, is producing a report which warns that too many employees slide into long-term sickness. He argues that GPs are called on to produce sick notes but it is often too late to address the underlying causes of anxiety and depression leading to absenteeism.
“Prevention is better than cure” says Mayfield
He argues it is in businesses’ interests to have more support in place to prevent people falling out of work when they first develop mental health issues, managers could play a pivotal part here.
As careers and mental health are inextricably linked, the quality of their career conversations can make the difference between an employee silently struggling and one who feels supported, valued and able to thrive.
Taking a holistic approach with employees can lead to an understanding of what they might be experiencing outside work and the impact that is having on their mental health and can invite discussion around questions.
Such as:
- How can I balance the different demands of my family and work?
- How can I bring my best self to work?
- How do I manage challenging relationships at work?
- How can I ensure a healthy balance between home and office working?
- How can I develop my career in line with my personal aspirations?
Managers don’t need to be therapists, but they do need the confidence to ask open, empathic questions and create a safe place for employees to talk.
A case study relating to the chapter: ‘Later Career’ in our book: ‘A Holistic Handbook of Career Coaching for Managers’(Routledge, 2025) illustrates the powerful impact of a manager taking a holistic approach.
Case Study: Rediscovering Confidence
Aisha, a 56-year-old project coordinator, began to lose confidence as her younger, tech-savvy team took the spotlight. She worried she no longer belonged and started to hold back in meetings. Her ideas stayed unspoken and she gradually began to withdraw. At the same time, supporting her elderly father with frequent hospital visits. Her manager noticed the change and rather than ignoring it or jumping to conclusions, took the time to set up a career conversation.
Using career coaching-style questions to open the conversation, she asked:
- How are you feeling about your work and life at the moment?
- What’s been on your mind?
- What feels different for you in the team at the moment?
- What support would help you feel at your best?
This opened the door for Aisha to share her fears of being ‘the odd one out’ and her need for flexibility around her caring responsibilities.
Together they agreed on a practical plan:
- Aisha could adjust her hours when needed making up the time later.
- She would share her expertise by mentoring junior colleagues drawing from her wealth of experience
- In return, she would receive digital skills training to build her IT skills.
The impact was transformative. Aisha’s sense of value returned, her confidence grew and she re-engaged with the role. This restored her sense of value, rebuilt her confidence, and re-engaged her with her role.
This case shows the power of a simple career coaching conversation. By treating employees as whole people, acknowledging both professional and personal realities, organisations can prevent disengagement, ease anxiety and unlock hidden strengths.
The Holistic Career Coaching Handbook for Managers
With plenty of tools, tips and case studies for managers, our book provides research underpinning chapters on life stages, maternity and career returners, neurodiversity and menopause and we draw the following simple but vital conclusions:
- Holistic treatment – see the whole person, not just the role.
- Career coaching conversations – open safe dialogue early.
- Trust – make it possible for employees to be honest about struggles.
- Flexibility – adjust roles and expectations so people can thrive.