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Popping the Hood: A Leader’s Guide to Balancing Job Performance and Support
- Elizabeth Eldridge
- Jul 2
- 4 min read
We’ve all been there as leaders.
An employee starts missing deadlines, their work quality slips or they seem disconnected from the team. Our first instinct might be to assume they’re checked out, disengaged or just not trying hard enough. But what if we’re looking at the wrong problem?
Oftentimes when you “pop the hood” on a performance issue, what’s underneath isn’t laziness or apathy — it’s a mental health struggle that’s quietly taking its toll. And if we miss it, we risk making things worse for both the employee and the organization.
Let’s break this down, and look at how leaders can balance guiding performance expectations while offering the right kind of support when it’s needed most.
How Mental Health Challenges Can Show Up as Performance Issues
Mental health concerns don’t always look the way we expect. In fact, they often show up as what we’re quick to label as a “performance problem.” Here’s what that might look like:
Deadlines that keep slipping
Work that’s not up to their usual standard
Withdrawing from meetings or team chats
Seeming distracted, indecisive or forgetful
Mood shifts that affect how they interact with others
And the tricky part? The person might not even realize how much their mental health is affecting their work, or they might be trying their best to hide it.
Why Leaders Often Miss the Signs
If you’ve missed these white flags before, you’re not alone. Here’s why it happens:
We assume the problem is about effort, not well-being
We don’t always feel equipped to talk about mental health at work
We’re focused on the bottom line, especially in high-pressure environments
And let’s be honest: when you’re juggling a million priorities, it’s easy to zero in on results instead of asking why those results have changed.
Pop the Hood: What to Look For
Before you jump straight to a performance improvement plan or a tough conversation, pause and ask yourself:
Has this person’s performance changed suddenly, or has it been a slow shift?
Have there been any big life changes I know about (e.g. a loss, a breakup, a new baby, caregiving stress)?
Are they acting differently outside of work tasks, like pulling back socially?
What’s my gut telling me — is this out of character?
This quick check-in with yourself can help you approach the situation with curiosity instead of assumptions.
The Leader’s Duty
Finding that balance between performance expectations and offering support isn’t always easy. It can feel tricky to navigate when you’re trying to do right by both your employee and the organization. But here’s the key:
As a leader in Canada, you have a Duty to Inquire.
That means if you notice signs that an employee may be struggling with a mental health issue — things like big changes in behaviour or performance — you must take reasonable steps to check in and offer support before jumping straight into performance management.
This doesn’t mean diagnosing or prying into personal details. It means having a caring, respectful conversation to say, “I’ve noticed some changes. How are you doing? Is there anything you need?”
Now, if your employee chooses not to take you up on that offer for help (which is absolutely their right, as long as there aren’t safety concerns for your team or organization), that’s the point when you do have to shift into managing performance.
But even then, you can continue to give gentle reminders along the way:
“Remember, we have resources like our EAP if you ever feel like that might be helpful.”
“There’s no expiration date on my offer of support. I’m here if you need anything.”
It’s about striking the balance between accountability and compassion, and of course meeting your legal and ethical responsibilities as a leader.
Balancing Accountability with Support: Tips for Leaders
Here’s the good news: you can address performance concerns while being compassionate. Here’s how:
Lead with curiosity. Instead of jumping to conclusions, start the conversation with something open-ended and relaxed like, “How are you doing?” Ask this in a way that invites an honest response.
Foster psychological safety. Make it clear that your goal is to understand and support, not to judge or punish.
Know your role. You don’t need to diagnose or have all the answers. Your job is to listen, give them empathy and validation, and connect them with the right supports, like your EAP (Employee Assistance Program).
Offer reasonable flexibility. Small accommodations (like adjusted deadlines or temporary workload tweaks) can make a big difference.
Document thoughtfully. Keep a record of your conversations and steps taken, but do so with respectful, supportive language that reflects your approach.
Final Thoughts
When someone’s performance changes, don’t just look at what’s happening — take a moment to consider why. Sometimes, popping the hood reveals an opportunity to be the kind of leader who not only holds people accountable but also helps them get back on track.
Remember, the best teams aren’t built on perfection. They’re built on trust and a shared commitment to supporting one another.
Elizabeth Eldridge is a Psychological Health & Safety Consultant based in southern New Brunswick, Canada. In addition to keynote speaking and corporate training on mental health in the workplace, she supports organizations across the country on the adoption of Canada's best practice guidelines on psychological health and safety management. She is the Founder & President of Arpeggio Health Services which provides standardized education programs like Mental Health First Aid, The Working Mind, QPR Suicide Prevention and more.
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