Guest authored by Brett Lovins of Sober Curious Consulting.
Substance use issues, mental health challenges, and suicide risk exist in every workplace. Industry does not change that. Company size does not change that. What varies widely is how prepared leaders feel when these issues surface.
Most organizations offer an Employee Assistance Program. EAPs matter. They provide confidential, professional support that employers often lean on when the right situations arise. But EAPs are designed for employees who are ready to ask for help. In practice, that often means they’re used later in the process.
What often gets missed is the long stretch of time before that point —when leaders notice something is wrong, but aren’t sure what to do next.
Where Leaders Get Stuck
But leaders are often unsure what they are allowed to say, when to act, or where the line is between support and overstepping. Fear of doing the wrong thing leads many to delay, avoid, or pass the issue along without clarity.
This is not a failure of care. It is a gap in readiness, and an opportunity to level up.
Closing the Readiness Gap at Work
When this uncertainty goes unaddressed, organizations rely heavily on EAPs to absorb situations that could have been handled earlier, more clearly, and with less disruption.
A Recovery Friendly Workplace approach helps address that gap—when it is understood correctly. Not as a badge or a program, but as a way of thinking more clearly about how substance use issues and recovery show up at work, long before a crisis.
At its core, this approach is about helping organizations feel steadier. People know what’s expected of them and what is not. Leaders hesitate less. Coworkers are more willing to speak up appropriately. Fewer conversations get avoided, and fewer situations are left to quietly escalate.
Over time, everyday responses start to feel more consistent, more human, and more aligned with the kind of workplace culture most organizations say they want but struggle to create. This kind of readiness doesn’t compete with existing benefits. In fact, it makes them more effective.
How This Supports and Strengthens EAPs
Rather than relying on a long list of policies or hypotheticals, many employers focus on a few core practices.
None of this replaces EAPs. Instead, it strengthens how and when they are used. When leaders and coworkers know what to do earlier in the process, employees are more likely to hear about EAPs before a problem becomes a crisis, trust what they are for, and actually use them.
Just as importantly, this approach encourages people to care without overstepping. Employers are not responsible for treatment. Leaders and peers are not expected to be therapists. The value is in noticing changes, responding at the right level, and knowing what to do next. Many organizations simplify this into three actions: recognize, react and recommend.
One Realistic Step to Take This Quarter
When organizations invest in this kind of readiness, here is what that tends to look like in practice:
Most Employee Assistance Programs are used by fewer than 4 percent of employees in a given year. One high impact, low effort step most organizations can take this quarter is to do a communication reset:
EAPs work best when they’re not the first line of response—but a trusted resource people already understand and feel comfortable using.
If you’d like to continue the conversation or explore what readiness can look like in your organization you can connect with Brett Lovins at http://www.sobercuriousconsulting.com or brett@sobercuriousconsulting.com.