Line manager conversations about pressure
Discuss concrete demands and agree action. A manager’s role is to support workable arrangements, not diagnose a health condition.
The performance question
A useful pressure conversation asks what makes current work difficult and what the organisation can change. It should happen privately, without forcing personal disclosures. If the manager contributes to the problem, the employee needs another trusted route.
What the evidence supports
NICE NG212 section 1.6.3 recommends conversations to identify sources of stress, agree support and minimise work stressors. HSE encourages early discussion and access to line managers, representatives, GPs or occupational health as appropriate.[1][2]
A practical approach
Use recent examples of workload, conflicting priorities or missing resources. Listen before offering solutions, agree one feasible work change and set a review date. Explain what can remain private and what must be shared for safety or implementation. Offer professional support where concerns are beyond the manager’s competence.
How to review progress
At review, ask whether the agreed action happened and what remains unresolved. Escalate demands beyond the manager’s authority with the employee informed. Do not use the conversation as a substitute for formal risk assessment or treat participation as a performance test.
Sources and references
- Mental wellbeing at work Opens in a new tab
NICE
NG212 sections 1.1 to 1.6: strategy, environment, managers and individual support
- Work related stress and how to manage it Opens in a new tab
Health and Safety Executive
Overview: employer duties and six areas of work design