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Working in the deep foundation construction industry is not for the faint of heart. There can be intense demands and long hours, and balancing professional and personal lives can be challenging for men in these situations.

But Trevor Mayoh suggests that fostering a culture that supports work-life balance for men is being increasingly recognized as crucial for both well-being and productivity.

Mayoh is a principal consultant at Equity Leaders, the consulting arm of the not-for-profit organization Next Gen Men, which supports companies in building equitable workspaces. His experience working with firms of all sizes across male-dominant fields has shown that while the need for these initiatives is apparent, overcoming cultural and systemic barriers is essential.

One of the most significant barriers to achieving work-life balance is the deeply embedded notion of masculinity. There is often a “tough guy” culture in male-dominant industries, which promotes hard work with self-worth, pushing men to prioritize their jobs above personal well-being.

“There are these pressures to conform to traditional or really rigid ideas of what masculinity is,” Mayoh said. “These are norms that men have learned from various sources over the years, making it difficult for them to prioritize anything outside of work.”

This emphasis on traditional masculinity not only makes men reluctant to seek balance, but can also contribute to mental health struggles when they feel unable to meet these high, often unachievable standards. Mayoh says that while taking time off to recover from physical injuries is considered routine, men in construction jobs often face stigma around taking mental health or personal leave so they often don’t request it.

“If someone blows out their knee, we recognize they need time off. But when someone needs time for mental health, it’s often viewed as a vacation,” he said.

For many men in the industry, this stigma creates a significant hurdle to addressing personal well-being. Mental health leave or flexible working arrangements are often misunderstood or undervalued, leaving men to choose between appearing “weak” or pushing through challenges at the expense of their own health. Without role models who visibly balance work and personal life, men in junior positions often struggle to develop work-life balance in their careers. Senior leaders frequently model overwork, perpetuating a culture where long hours are seen as a badge of honor.

Although some leaders tell younger employees to “do what works best for you,” their own behaviour often contradicts this advice. When leaders fail to demonstrate balanced approaches, younger workers may feel pressure to mimic their habits, so the cycle continues. Many male-dominant industries also create the perception that self-care is selfish, so they tend to prioritize work over personal health and time with family. As the main wage-earner in their families, they can feel that they primary role is to be the provider and their own needs become less important.

“They feel it’s selfish to invest in their health or energy when their number one priority is providing for their families.” Mayoh said.

This mindset makes it hard for men to justify a work-life balance, even when it benefits their long-term health. In a culture that equates masculinity with self-sacrifice, choosing self-care can feel like the wrong decision. Addressing these challenges requires companies to foster an environment where work-life balance is encouraged and normalized. One successful strategy Mayoh recommends is to develop flexible work arrangements.

Companies can explore flexible scheduling options or implement “mental health days” to give workers more control over their time. In industries where rigid schedules are common, even small shifts toward flexibility can make a significant difference. Allowing workers to manage their hours, perhaps through compressed work weeks or scheduled rotations, can ease the physical and mental demands of the job.

Mahoy says that role modeling from senior leaders is also crucial to change. When leaders practice and demonstrate balance in their own lives, it gives permission for others to do the same. He says there’s a need for leaders to go beyond verbal encouragement by setting an example.

“Even if leaders tell people to take breaks, their behaviour speaks louder than words. Employees look to their managers for cues, and that’s why the culture is set with them,” he said.

A structured program that encourages senior leaders to model balanced work habits could help reshape perceptions and practices. Setting explicit guidelines, like limiting after-hours emails, can reinforce these norms at all levels of the company.

In collaboration with groups like Equity Leaders, companies can offer workshops on mental health and well-being, specifically tailored to the needs of men in male-dominant fields. By offering programs that teach stress management, resilience and healthy communication skills, companies can help men feel more empowered to find balance. Pairing these workshops with mentorship opportunities where experienced employees share their thoughts on managing work-life balance can also be valuable.

Mayoh says he has seen companies make significant strides by implementing these approaches. For instance, some construction firms have introduced mental health “toolbox talks” at the start of the workday, creating a routine space for open discussion. Others have instituted mentorship programs where senior leaders advise younger employees on balancing professional and personal concerns, helping to bridge the gap between generations.

However, Mayoh says that even well-designed policies can fall short without active engagement. For example, companies may offer workshops that address stress management, fatherhood and mental health. But if people within the organization don’t actively engage in conversations and mutual support, these policies often fail to make a real impact.

Mayoh suggests that leaders can play a crucial role in areas such as parental leave by shifting the conversation from “Are you going to take a leave?” to “When are you taking a leave?” This simple change in language normalizes the idea of taking leave, encouraging more men to take advantage of these benefits without fear of judgment or career repercussions.

This approach not only benefits male employees, but also contributes to gender equity. As more men take leave, organizations become better equipped to handle these absences, and women, who often take longer parental leaves, benefit from a more inclusive, balanced workplace environment.

When companies invest in work-life balance initiatives, both employers and employees experience measurable benefits. For organizations, inclusive and healthy teams have lower turnover, higher productivity and better collaboration, creating a positive return on investment. For employees, participating in these programs fosters stronger relationships with family and friends, better mental health and higher job satisfaction. In fact, engaging in such programs often aligns with career advancement, increased chances of bonuses and overall job satisfaction. Mayoh stresses that support for work-life balance in male-dominant industries should not only come from company leaders but also from within the workforce itself.

“Everyone knows someone impacted by addiction, mental health issues, or work-related stress,” he said.

By framing these initiatives around mutual care and support, companies can encourage employees to see these programs not as a sign of weakness, but as a way to “do right by” their colleagues and friends. 

This article first appeared in Piling Canada magazine and is reprinted here with permission.