The construction industry is tough - physically, mentally, and emotionally. Long hours, job insecurity, and a culture of “toughness” have contributed to mental health challenges that go far beyond suicide prevention. While suicide rates in construction remain alarmingly high - four times the national average - mental health isn't just about crisis intervention. It’s about creating a workplace where resilience, well-being, and proactive support are woven into the fabric of the job site.
Mental Health Can’t Be an Afterthought
Too often, discussions around mental health in construction are reactive - focused on what happens after a crisis. But mental well-being affects everything: employee experience, retention, safety, and productivity.
Consider this:
83% of construction workers report experiencing stress-related mental health challenges.
Depression and anxiety contribute to higher accident rates and lost productivity.
Substance abuse is disproportionately high in the industry due to the physical demands of the job.
The traditional “tough guy” culture discourages seeking support, making struggles even harder to address.
Mental health isn’t just a box to check during Construction Safety Week or Mental Health Awareness Month—it’s a critical part of building a strong workforce year-round. And that starts with how we talk about it.
Why Language Matters: Meeting People Where They Are
In construction, words matter. The way we communicate safety procedures, job expectations, and worksite culture determines how well teams function. The same applies to mental health.
Construction thrives on directness, action, and results. That means traditional mental health messaging - filled with corporate jargon and abstract wellness concepts - often doesn’t connect with the people who need it most. If we want to make an impact, we need to speak the language of the jobsite.
Instead of “mental health awareness,” talk about staying sharp and looking out for your crew
Rather than “seeking help,” frame it as getting the tools to do your job better
Swap “therapy” for coaching, training, or skills development—terms that emphasize growth, not weakness
Acknowledge the real-life stressors workers face—unstable work schedules, injuries, financial pressures, and the expectation to be "tough.
Shifting the language doesn’t water down the message; it makes it more relevant, accessible, and actionable.
Moving from Awareness to Action: Practical, Industry-Specific Solutions
Construction professionals are problem-solvers. They don’t just identify challenges - they fix them. That same mindset should apply to mental health. Beyond awareness, companies need practical, jobsite-ready strategies that workers can use today.
Normalize mental health conversations: Make mental health check-ins part of daily safety meetings, just like physical safety. Encourage peer support - workers are more likely to open up to someone who understands their job.
Train leaders to recognize early warning signs: Supervisors should know how to spot stress, burnout, or substance abuse in their teams. Provide them with simple scripts and approaches for opening conversations.
Reinforce mental health like physical safety: Just as companies enforce PPE rules, they should implement regular discussions on resilience and stress management. Lead by example - if leadership prioritizes mental health, the team will follow.
It’s Time to Rethink What “Tough” Means
For decades, toughness in construction has been defined by pushing through pain and never showing weakness. But real strength isn’t about pretending everything’s fine - it’s about having the tools to bounce back, support your crew, and build a sustainable career.
When companies invest in mental health the same way they invest in safety, they’re not just reducing risks—they’re building stronger, more resilient teams.
Construction is an industry of action. Let’s make mental health part of that action.