This chapter considers the support of staff mental health in the context of their changing roles and the consequences of increased responsibility for student wellbeing. 5% income is lost to the sector through staff ill health. Academic and teaching staff are far less likely than students to ‘disclose’ a diagnosable mental condition. Guarantees of more secure career pathways from graduation and postdoctoral research to tenured lectureship could improve wellbeing. The nature of the work itself also contributes to burnout. Administrative overload is a priority for review. Structures are needed to allow mental illness to be flagged up through compassionate and supportive rather than disciplinary pathways. Staff should be able to identify mental health problems, without fear of negative consequences for their career. Formal university policies should ensure academic and teaching staff don’t have disproportionate responsibility for student wellbeing. University policies, appraisers and job planners could better reward pastoral support financially and in terms of status and recognition. Student support and university mental health staff are best placed to design and deliver mandatory mental health training for staff. This should prioritise mental wellbeing of staff themselves and build good links between academic and support staff.