Walk through any dealership, indie shop, or parts store and just ask, “How has your job affected your mental health?” I’m sure most people would have an answer for you if the question ever came up. Some might say they love the challenge and satisfaction of fixing problems. Others may admit that the pressure, long hours, financial stress, and constant demand have slowly eaten away at them like corrosion on body panels. The shocking reality is that we never have those uncomfortable conversations, and yet it affects the majority of us! For generations, we’ve been taught to push through. Finish the job. Beat the clock. Grow thicker skin. But eventually, we all need maintenance—just like the cars that we keep on the road. How long has your personal check engine light been on?

Mental health has frequently been treated like something to hide. In this industry, it’s understandable why a lot of people don’t admit that they’re struggling because we’ve been conditioned to think that we can’t show weakness, or people won’t think we are capable of doing the job anymore. Will I lose my job? Will my teammates think differently of me? Am I good enough? Will my manager stop sending me to training? But even if we aren’t speaking up—the data doesn’t lie. Research from the Institute of the Motor Industry found that more than one in four automotive professionals struggle to manage their mental health. 99.6% of the test group reported a health or wellbeing issue within the last year. Financial pressure was cited as the main contributor, with 87% saying their pay negatively affected both their quality of life and mental wellbeing. Even worse, one in seven workers said they were considering leaving the industry altogether.

At a time when our industry is already facing a technician shortage estimated between 700,000 and 800,000 positions, ignoring mental health is a problem that we can’t sweep under the toolbox anymore. How many people will we lose before we stop the leak? There’s plenty of publications out there that stick to the data and never go underneath the skin. Caring about mental health and creating positive change starts with our people—so I asked them. The question was, “What does mental health mean to you in the automotive industry?” Reading their stories made me realize that everyone is carrying something, no matter how important their role is, or how seemingly perfect their appearance. We’re all just struggling in silence instead of buddying up like battle buddies and getting through each day together.

The Heart of the Matter

Marcus, an automotive painter, described how difficult it can be (particularly for men) to admit when they’re struggling. “I came to realize that one of the most masculine things you can do is to acknowledge your feelings and address them if they bother you. Go to the gym, write, hit a heavy bag, go to therapy. Find something that works for you specifically. I know not everyone likes talking about their feelings because I don’t. But once I was really forced to sit with my feelings and past traumas, I began to heal. It’s important for men and women to realize that running from your past traumas and not dealing with your feelings is the equivalent of trying to swim with an anchor tied to your ankles. Eventually, that emotional bill comes due and it doesn’t matter if you wanna pay it or not, it’s going to cost you the most when you least expect it.” Reading Marcus’ story drove the point home that we need to reject the outdated belief that strength means staying silent.

For Sarah, a parts manager, the challenges she and her two female coworkers face is constantly having to prove themselves. “Some people look at females in the shop as a burden, and they do everything they can to sabotage our progress. That takes a huge toll on our mental health, so much so, that we’ve broken down crying on break. But we wipe our faces and we get back to work. It’s mentally exhausting.” Unfortunately, more women shared a similar perspective. Valerie, a technician, described workplaces where subtle bullying goes unchecked, especially when high performers receive protection despite toxic behavior. “Toxic environments can absolutely break you.”

Megan, a general manager, shared how living with ADHD and anxiety has become more manageable because she’s surrounded by a team that understands her. Instead of hiding her challenges, she openly asks for reminders when needed and has built a workplace where asking for help is encouraged and not seen as weakness. “The support I’ve been given has made me want to create that same kind of environment for everyone else.” Megan’s story reiterated that if we could use anything in the shop these days, it’s support.

Take Time to Notice 

For techs especially, stress comes with a financial consequences. Most of us are paid based on productivity. Every comeback, backordered part, or difficult diag can directly affect a paycheck. Those things may seem like small problems, but they can seriously hurt a family’s finances. For working parents, the pressure is even heavier. A call from the school nurse doesn’t just interrupt the workday. It triggers anxiety about leaving early, not finishing the car on your rack, or appearing less committed than other coworkers. PTO is often consumed by sick children and family obligations, leaving almost no opportunity (if any) for an employee to have time to genuinely rest and recover. Burnout doesn’t just happen overnight, it creeps up after months or even years of unrealistic expectations, financial stress, long hours, and feeling like there’s never enough time to come up for air.

While you’re walking through the service department, you’ll notice that the customer area usually offers comfortable chairs, coffee, premium snacks, and entertainment. We have to make sure that our customers are satisfied with their services and leave an outstanding review. Meanwhile, the people generating the revenue often celebrate record-breaking months with a pizza party and another busy week ahead. I promise I’m not comparing snacks for the sake of complaining; it’s about realizing what’s actually important right now. The auto industry has become exceptional at taking care of our customers, but we need to shift gears and become just as intentional about taking care of our teams. Some employers already understand this. They invest in supportive leadership, healthier work environments, flexibility, and employee wellbeing and they’re seeing the ROI stronger than ever. If your employees feel valued, they perform better. They feel like they are set up for success and can reach their goals.

Mental health awareness has never been more visible and invisible at the same time. Breakrooms display hotline posters. Companies recognize Mental Health Awareness Month. Emails remind employees to seek help if they need it. Those efforts matter, but awareness without meaningful action isn’t going to change workplace culture. Creating psychologically safe environments mean having supervisors that actively listen. Teammates that check on one another. Managers who can recognize burnout before someone reaches a breaking point. Policies that support employees as people instead of measuring productivity. We talk about leadership skills quite often in this market, but I don’t think we ever mention how kindness is a leadership skill, too. We have to choose people first.

Stay Long Enough to Hear the Answer

Out of all the interviews I conducted, there was one story that resonated with me long after our conversation was over. Samantha, a parts manager, shared that after years of exceptional performance, increasing responsibilities, and constant pressure, she realized that her job had eventually become her identity. When her work environment changed in a negative way, so did her confidence. Eventually, she left. Looking back, she said something our entire industry should hear: “Your job is something you do, not who you are.” That quote hits home because our trade is filled with hardworking people who take so much pride in what they do. We solve problems, we help customers, we keep people safe. But even the best of us have our limits.

If we want to recruit the next generation of technicians, advisors, managers, painters, and parts professionals, we have to build workplaces where they want to stay. Not just because the work is rewarding, but because they feel seen, respected, supported, and valued. Mental health isn’t separate from productivity. We can’t be productive unless our check engine light is out and we’re firing on all cylinders. We expect that of a car, why not ourselves? We need to be willing to come into work and ask a simple question and stay long enough to hear the answer: “How are you, really?”