The what and how behind mental health practices as an S&C practitioner

1. What’s one practical way S&C coaches can build psychological safety into their training environment without compromising performance standards?

Psychological safety (PS) can and should exist in high performance sport. But first, we have to define psychological safety in a way that respects the competitive realities. Drawing on Vella et al., ^[1] I suggest reframing PS as “a group level perception that team interactions are safe for expressing vulnerability and seeking support, while recognising the performance driven nature of elite sport.”

In other words, PS shouldn’t mean removing all pressure or accountability. Instead, it’s about creating an environment where athletes can be honest, ask for help, and grow without fear of ridicule or disproportionate consequence.

Too often, PS gets misunderstood as being “soft” or incompatible with high standards. But the real risk lies in going too far the other way: where fear of judgement stifles communication and drives issues underground.

To strike the balance, S&C coaches can lead in small but meaningful ways: by modelling empathy, having regular one-on-one check-ins that go beyond sets and reps, and creating training environments where taking calculated risks is encouraged. Athletes should feel like they can stretch themselves without fear that every mistake is fatal. That’s how we grow both resilience and performance.

Some practical ways to achieve this include encouraging constructive risk taking in training and a “safe to fail” environment. This behaviour is much easier to train when it’s not tied to the sport itself, so the S&C coach can do a lot here with smart selection of games, drills, and exercises.

Another is to set clear expectations around performance standards and consequences. This is really important as transparency reduces anxiety.

Proactively support athletes through adversity. Use setbacks as chances to offer guidance and psychological tools, not just critique.

Ultimately, PS isn’t about being “nice”—it’s about building trust. And trust is performance enhancing.

2. You mention that check-ins are critical. What does a good daily check-in look like in a busy team setting?

Time is tight in sport. However, connection doesn’t need to be time consuming. A good daily check-in is more about consistency and intent than length. It’s about creating micro-moments where the athlete feels seen, heard, and respected as a whole person.

In the same way might we microdose training when time is at a premium, we need to think the same way about interpersonal interactions. This could be as simple as a meaningful “How are you today?” before a session, or a few seconds of eye contact and active listening during a warm-up. Psychological safety depends on relational trust, which we build over time with small, consistent signals of interest.

Many teams already use daily wellness surveys (tracking sleep, mood, stress, etc.), and these can be powerful tools if paired with human interaction. We can’t slip into collecting data for its own sake. If that happens, we stop noticing trends—a dip in energy, a change in tone, a pattern of missed sessions. If we don’t observe it, we can’t start a conversation in that direction.

Coaches are already expert observers. The key is connecting those observations with open and empathetic dialogue.

When needed, this can scale into a more formal one-on-one conversation, especially when stressors outside of sport (like exams, family issues, or burnout) are at play. These moments are an opportunity to co-create adjustments, aligning the training plan with the athlete’s context without sacrificing long term goals.

Ultimately, a good check-in is not a “mental health intervention.” It’s a practice of relationship, one that says: I see you. You matter. Let’s do this together.

3. How can coaches adjust training loads in response to mental health signs without undermining long term physical goals?

The same principles we apply to managing physical fatigue apply here. Athletes can thrive when we ride that edge just before overload. But step over it, and the risk of injury, burnout, or disengagement rises fast. Mental health is no different. If an athlete is physically or psychologically overloaded, continuing to push hard without support can undermine both well being and performance.

Strategic load adjustment means being smart, not going soft.

We already monitor markers like RSImod or movement quality, which may be sensitive enough to flag fatigue. When it comes to mental health, signs might show up as disengagement, irritability, changes in social behaviour, or self-reported stress. And we might actually be happy with reductions in some of the physical output metrics because they indicate that we are imposing stress on the athlete effectively, like during an overreaching phase. This is why context and conversation are so important. The athlete needs to know what’s expected in the current training phase, and whether struggling is normal (e.g., preseason grind) or an unexpected red flag. This clarity helps avoid misinterpretation on both sides.

Sometimes when an athlete is struggling, we just need to reshape the load. Reducing load is not our only option. 

For example, we can adjust the volume or intensity of a session while maintaining structure and connection to the group. Involving the athlete in that process—giving them a say—is crucial.

Autonomy can be protective when mental health is fragile, and collaborative planning helps preserve their sense of control and identity as an athlete.

4. What observable behaviours should raise red flags for S&C coaches when it comes to an athlete’s mental health?

There’s no one or two specific behaviours that we should keep an eye out for. We want to notice changes from the athlete’s normal baseline. Just as we probably wouldn’t worry about a movement pattern unless it deviates from an athlete’s normal, mental health concerns often show up as subtle shifts in attitude, energy, or engagement.

Changes to look for include:

• Mood shifts: increased irritability, flatness, or withdrawal.
• Training response: sudden drop in effort, performance, or focus.
• Social cues: isolating from teammates or avoiding usual interactions.
• Physical signs: disrupted sleep, appetite, or persistent fatigue.

Context matters, too. Big life transitions (e.g. injury, selection, personal losses) often amplify risk, as do unrelenting pressure and stigma. We should also be aware of perfectionism, neurodiversity, or self-worth tightly tied to performance. These can mask or intensify mental health challenges.

Importantly, some signs require immediate action: talk of self-harm, drastic behavioural changes, extreme weight loss, or panic-like episodes. These are beyond the boundaries of coaching—seek professional help immediately.

You don’t need to be a clinician to be observant. Regular contact, a solid relationship, and asking empathetic, open-ended questions are powerful tools. Just as we track training loads or movement quality over time, monitoring behaviour consistently helps us spot when something’s not right so we can step in early.

5. In the absence of access to a sport psychologist, how can coaches initiate an effective support plan for an athlete in need?

Coaches aren’t expected to treat mental health issues, but they are often in the position to be one of the first to notice when something isn’t right. That’s why having a clear, well-communicated referral pathway is essential.

If a psychologist isn’t available, the next best step is clarity. Who’s the point of contact: a mental health first responder? A general practitioner? A team doctor?

In urgent cases, it might mean contacting emergency services. In non-urgent ones, it’s about knowing who you can refer to, and how.

At the organisational level, a Mental Health Action Plan ensures everyone knows the process from escalation to safeguarding to follow-up. Coaches should understand if these are currently in place, and may encourage leaders to put these in place where they are not already.

On the individual level, coaches could also help athletes develop Wellness Action Plans. These are simple, collaborative documents that outline what helps someone stay mentally well, signs they might be struggling, and what support works best for them. Templates are freely available from organisations like MIND or the NHS, and they help place the athlete at the centre of their own care. These plans don’t replace professional help, but they foster autonomy, reduce stigma, and create a shared understanding between coach and athlete. That, in itself, can be protective.

Coaches can also consider upskilling with training in areas such as mental health first aid or counselling skills. Level 2 qualifications in these areas can often be taken for free in the UK.

Finally, coaches must always follow safeguarding procedures, particularly when working with minors or vulnerable adults. The role of the S&C coach is not to fix mental ill health—it’s to notice, support, and guide.

6. For coaches new to this area, what’s the most valuable first step they can take to become a stronger mental health ally?

Start by building relationships. You don’t need specialist training to be a good listener, ask how someone’s really doing, or create an environment where honesty is welcomed. Trust and open communication are the foundation for any effective support, and they start with everyday moments: warm-ups, side chats, small talk that builds connection.

Once that’s in place, the next step is to lead by example. Athletes are always watching, and coaches who visibly manage their own stress, set boundaries, and talk openly about the importance of rest, recovery, and well-being send a powerful message.

You don’t have to be perfect, just real. That’s what creates psychological safety.

From there, you can build your toolkit: learn about referral pathways, explore resources like Wellness Action Plans, or take a mental health first aid course. But the first and most valuable shift is cultural: from performance-only to person-first.