I’ve worked in construction safety for most of my adult life. Before I became the Director of Risk and Safety at a traffic control company, I spent years overseeing safety for numerous trades in the field. Construction is what I know. My father and three brothers were plumbers. I grew up around crews, tools, and a culture that teaches you to be tough, to push through and to get the job done no matter what.
In 2009, I lost my brother Kevin to suicide. He was the very picture of that culture: stoic and taught to keep his struggles inside. One day it became too much for him. At the time, I had no idea about suicide prevention education or what tools might have helped. Losing him changed everything for me. It’s the reason I got involved in suicide prevention work; I wanted to be the person who could step in and be a lifeline for somebody else.
What I learned in the years after Kevin died and through my time partnering with the American Foundation for Suicide Prevention on the Hard Hat Courage initiative is simple but profound: psychological safety matters just as much as physical safety. If you think about the way we manage hazards, identify the risk, train people, provide controls, and follow up, that is exactly the approach we need for mental health safety on our sites. And unlike some safety conditions, the interventions can be straightforward, low‑cost and immediately effective.
Through my work with Hard Hat Courage, I bring mental health conversations into spaces where they haven’t normally been discussed, offering support, training, resources and a shared sense of responsibility to look after each other.
Why Mental and Physical Health Should Be Treated Equally
Construction work combines physical stress, disrupted sleep, chronic pain and periods of unemployment or financial pressure. Heavy workloads and tight schedules add to the strain. On top of that, our culture often rewards never showing weakness. All of that helps explain why construction has some of the highest suicide rates among industries. That’s not an abstract statistic; it’s a reality that affects our crews and our families.
Treating mental health as part of our safety program does three things. First, it reduces harm; workers get help before a crisis escalates. Second, it improves performance; people who feel supported are safer and more productive. Third, it saves lives. Those are outcomes every safety professional can and should prioritize.
Actions That Make a Difference
When I talk to safety managers and crew leaders, they say they want to help but worry about saying the wrong thing. The good news is there are concrete steps any supervisor, foreman or site leader can take to be a lifeline.
1. Normalize conversations about how people are doing.
Embed a short mental health check into existing safety routines, morning briefings or toolbox talks. It doesn’t have to be long. A simple, “How’s everyone doing today?” or a brief reminder that resources are available opens the door. When workers hear the same message regularly from trusted leaders, it becomes acceptable to speak up.
2. Train supervisors in practical conversation skills.
Brief, scenario-based training helps supervisors know what to say and do. Roleplaying a short script builds confidence. For example:
- Check-in: “I’ve noticed you seem quieter the last few days. I’m checking in because I care—how are you doing?”
- If concern is present: “I want to ask something important—are you thinking about hurting yourself?”
Asking directly does not put the idea in someone’s head; it creates a chance for honesty. Supervisors should listen without judgment, validate the person’s feelings, and move to a next step, calling a crisis line together, contacting an employee assistance program, arranging transport to care or staying with the person until help arrives. Training should also make clear that supervisors are connectors, not therapists: document observations factually and involve professionals when needed.
3. Make resources visible and accessible.
Many supports are free or low cost, Hard Hat Courage support materials, national crisis lines, text/chat services, EAPs and telehealth. These are only useful if workers know where to find them. Keep laminated resource cards in lunch areas, site offices and sign‑in points. Post the number for your local crisis line and the national lifeline where it’s easy to see. Digital copies placed in crew messaging threads are also helpful when crews are dispersed.
4. Reduce access to lethal means temporarily and respectfully.
When someone is in crisis, time and distance from a lethal method save lives. Develop voluntary, nonpunitive options, after consultation with HR and legal, for temporary secure storage or trusted third‑party holding of items. Emphasize confidentiality and that the measure is temporary. Workers are more likely to use options framed as support rather than punishment.
5. Integrate mental health into case management.
The systems we use to manage physical injury, case managers, light‑duty plans, phased returns, can and should be adapted for behavioral health recovery. A single case manager who can coordinate clinical referrals, workplace accommodations and follow‑up reduces the administrative load on supervisors and helps workers re‑engage safely.
6. Follow up and stay connected.
Follow‑up matters. Check back with the worker, coordinate support, and maintain contact. Peer check‑ins and scheduled supervisor follow-ups help keep people connected until they regain stability.
Why These Steps Work
At the core of these actions are three principles: be present, be direct and be practical. Presence means showing up and really listening. Directness means asking the necessary questions about self‑harm when you’re genuinely concerned. Practical action means helping the person access support and clearing whatever stands in the way of them getting help.
That approach mirrors how we manage physical risks: we spot hazards, equip crews with the right tools, put controls in place and verify they’re working. Bring that same diligence and humility to mental health work.
A Personal Note to Others in Construction
If you’re reading this and you’ve lost someone, or you’re worried about a coworker, know this: you are not alone and there are actionable things you can do.
If you are a supervisor, your willingness to ask and to listen can be the difference between life and death.
If you are an owner or manager, making mental health a visible part of your safety program tells your crews they are valued.
I joined suicide prevention efforts with Hard Hat Courage because I wanted to be the person who could provide hope when things are dark, someone who could say, “This is temporary, and help is available.” We have more resources and training options now than we did when I lost my brother. That progress gives me hope, and it can give others hope too.
If you are ever concerned someone is in immediate danger, call emergency services or your local crisis line right away. If you or someone you know needs someone to talk to now, the national Suicide & Crisis Lifeline can be reached by dialing or texting 988 in the United States; other countries have similar crisis supports.
In the end, treating mental health as equal to physical safety is not a slogan; it’s practical, lifesaving work. Bring it into your safety meetings, train your leaders, make resources visible, and be ready to be that lifeline. It’s what we would want for our own families, and it’s what the job demands.
