Stress is more than a buzzword – it’s reshaping the modern workforce. New figures from Mental Health UK show that 91% of UK adults experienced high or extreme stress over the past year. At the same time, Deloitte estimates the cost of poor mental health to UK employers at £51 billion annually – largely driven by presenteeism, where employees show up but struggle to perform.

With workplace stress on the rise, the question isn’t whether companies should take action – but what action they should take.

The central role of the manager

One of the most powerful levers for change when it comes to workplace stress is often overlooked: the everyday conversations between managers and their teams.

According to a global survey, a manager’s impact on employees’ mental health is comparable to that of a partner or spouse, and even greater than that of doctors or therapists. That makes their role in tackling stress not just supportive – but transformational.

The challenge? Most managers aren’t trained therapists – and they don’t need to be. But they do need the tools and know-how to navigate these conversations with care, clarity, and confidence. A well-timed, compassionate response can make all the difference in how supported an employee feels.

Here’s how managers can turn conversations into meaningful support for an employee struggling with stress.

1. Ask, don’t diagnoseInstead of trying to “fix” the issue right away, start with curiosity. Ask open questions like, “What’s been feeling hardest lately?” This encourages honest answers without putting pressure on the employee to justify their feelings.

2. Show empathy, not judgementA simple response like “Thanks for telling me- it sounds really difficult” can make a big difference. People under stress need to feel heard, not evaluated.

3. Keep learningAlthough stress can become problematic when it is prolonged or intense, it’s a normal human response to challenging situations, and it’s important for employees to understand this. Managers and teams alike benefit from training that distinguishes between everyday stress and signs of something more serious. A clear understanding can help everyone to respond more constructively.

4. Create a safe cultureAlmost half of employees say that open dialogue about mental health would improve their wellbeing at work. However, there is still a stigma around mental health that prevents people from speaking up and speaking out. It’s important that leaders work to normalise conversations around stress. Role modelling behaviours can be a powerful way to do this – when leaders share their own experiences, they help to build a space where employees feel safe to do the same.

5. Offer practical adjustmentsRather than relying on general reassurances, managers should prioritise practical steps that directly address what’s causing an employee’s stress. Adjusting workloads, shifting schedules, or resetting expectations can give individuals the breathing room they need to recover, regain control, and rebuild their mental wellbeing at a manageable pace.

Examples of helpful adjustments could include:

• Lightening the workload or reallocating certain responsibilities
• Introducing flexible hours or remote work options
• Offering extra resources or assigning additional support where needed.

By leading with empathy and curiosity, managers can transform everyday conversations about stress into powerful interventions that genuinely support employee wellbeing. These aren’t just soft skills – they’re essential capabilities for leaders today. In today’s workplace, where mental health is directly linked to performance, retention, and culture, giving managers the confidence and tools to navigate difficult conversations can be transformative.