It starts small. A dependable operator snaps at a coworker. A normally upbeat laborer goes quiet. Someone who never misses a shift suddenly calls out twice in one week.
Most contractors notice these moments, but they often chalk them up to stress, long hours or a rough morning.
According to the American Foundation for Suicide Prevention (AFSP), these subtle changes are often the earliest warning signs that a worker may be struggling. In construction, where suicide rates are among the highest of any industry, noticing those signs early can save a life.
Contractors do not need to be mental health experts. They only need to recognize when something feels off and take simple steps to check in.
Contractors are already skilled observers. The key is to know what to look for.
WHY THESE SIGNS GET OVERLOOKED
A 2025 global review published in the International Journal of Environmental Research and Public Health found that construction workers face dozens of mental health risk factors, including work overload, poor work-life balance and lack of social support.
Layer in chronic pain, cyclical employment and a culture that values toughness, and warning signs can slip by. Workers assume they should push through. Supervisors often do the same thing.
Valerie Moyer, Senior Manager, Construction Initiatives at AFSP, explains that people in crisis often feel overwhelmed and trapped, their thinking narrowed by intense emotional pain. Many experience a sense of ambivalence, wanting relief from pain yet wanting to stay alive. Because that state is temporary, timely intervention can make a critical difference.
WHAT WARNING SIGNS LOOK LIKE ON A JOBSITE
Contractors are already skilled observers. The key is to know what to look for. Early warning signs show up in three key areas.
Talk. Workers may mention feeling trapped, hopeless or like a burden. Even joking comments about “not wanting to be here anymore” warrant attention.
Behavior. Look for withdrawing from coworkers, increased substance use, reckless actions, sleep changes or giving away possessions. If a worker’s behavior shifts in a way that feels out of character, that is the moment to check in.
Mood. Irritability, anger, anxiety, apathy or sudden calmness after distress can signal a problem. If something feels off, trust that instinct.
HOW TO START THE CONVERSATION
Starting a conversation with a struggling worker is often the hardest step. Keep it simple, direct and focused on support.
Find a private moment. A short walk or drive across the jobsite for a quiet conversation can make a big difference. Avoid bringing concerns up in front of the crew, where the worker may feel embarrassed or defensive.
Start with what you’ve noticed. “You seem more frustrated lately.” “I’ve noticed you’ve been quieter than usual.” Focus on specific changes in behavior, attendance or attitude rather than assumptions. That helps the conversation feel supportive instead of disciplinary.
Ask open-ended questions. “How have you been feeling?” or “What’s been going on lately?” Give the person time to answer instead of rushing to fill the silence. Sometimes creating space for someone to talk is the most important first step.
Listen without trying to immediately fix the problem. Contractors are used to solving issues quickly, but workers often need support before solutions. Responses like “I’m glad you told me” or “That sounds difficult” help keep the conversation open.
Avoid minimizing the situation. Statements like “Everybody’s stressed” or “You just need to push through it” can shut the conversation down quickly. Workers are more likely to open up when they feel heard instead of dismissed.
Ask directly if needed. If the situation feels serious, it is okay to ask: “Are you thinking about suicide?” Asking directly does not increase risk. It gives the person permission to be honest and helps determine whether immediate support is needed.
Know where to direct someone for help. Supervisors should already know what resources are available, whether that is an employee assistance program, union support service, local provider or the 988 Lifeline. In a serious moment, leaders may not have time to search for information. Have further help readily available.
Stay connected afterward. One conversation is not the finish line. Check back in during the following days and continue looking for changes in behavior, mood or engagement on the jobsite. Even small follow-ups can help someone feel less isolated.
TAKING ACTION EARLY
If someone is in immediate danger or has a plan to harm themselves, act right away.
- Call or text 988, the Suicide and Crisis Lifeline.
- Stay with the person until help is available.
- Create time and distance from lethal means.
- Go with them to an emergency department if needed.
For non-crisis situations, connect workers to:
- Employee assistance programs (EAPs)
- Local mental health providers
- Union or trade support services
- Hard Hat Courage, AFSP’s construction-focused initiative
Early conversations create time, space and support before a crisis develops. In a high-risk industry like construction, that simple step can make a life-saving difference.
“We believe that everyone has a role to play in reducing the risk of suicide,” Valerie shares.
Editor’s Note: This article concludes our Mental Health series. Read part one, part two and part three for more strategies to support construction workers and strengthen jobsite wellbeing.
If something feels off for you or someone on your crew, it’s worth reaching out. The 988 Suicide and Crisis Lifeline offers 24/7, free and confidential support. Dial or text 988 to connect with a trained crisis counselor.
PHOTO COURTESY CONEXPO-CON/AGG
