Line managers have more influence over employee wellbeing than almost anyone else at work. They shape workload, priorities, recognition and the day-to-day experience of being in a team. They're also usually the first to notice when someone is struggling.

Supporting wellbeing doesn't mean becoming a counsellor. It means doing a few things consistently well.

Know your team

Regular one-to-ones that go beyond task updates build the trust that makes harder conversations possible later. Ask how people are, and mean it. Learn what normal looks like for each person, so you can spot when something changes.

Notice changes

Common signs that someone may be struggling include:

  • Changes in mood, energy or behaviour.
  • Withdrawing from colleagues or going quiet in meetings.
  • Working much longer hours, or a drop in output.
  • More mistakes, missed deadlines or lateness.
  • Increased sickness absence.

Start a supportive conversation

If you notice something, raise it privately and gently. Lead with what you've noticed, not a conclusion: 'You've seemed a bit flat the last couple of weeks. How are things?' Then listen. Don't rush to fix, and don't pressure them to disclose more than they want to.

You don't need the answers. Your job is to notice, ask, listen and point towards support, not to diagnose or treat.

Look at the work itself

Much work-related stress comes from how work is organised: unrealistic workloads, unclear priorities, lack of control or poor relationships. Managers can make a real difference here:

  • Be clear about priorities, especially when demands compete.
  • Check workloads are realistic and fairly distributed.
  • Give people as much say over how they work as possible.
  • Deal with conflict in the team rather than letting it fester.
  • Explain changes early and honestly.

Know where to signpost

Find out what support your organisation offers: Employee Assistance Programme, occupational health, mental health first aiders, HR policies on flexible working or reasonable adjustments. If someone's wellbeing is seriously affected, encourage them to speak to their GP.

Look after yourself

Managers are often under significant pressure themselves. Modelling healthy habits, such as taking breaks, using annual leave and not emailing late at night, gives your team permission to do the same.

We run tailored sessions for managers on recognising stress, supportive conversations and building resilience in teams. Our Stress Management and Emotional Resilience courses can both be adapted for managers.