Supporting teams under pressure: Practical strategies for HR and Business Leaders

Managers are the pressure absorbers of the organisation 

Managers play a critical role in how pressure is experienced within a team.

Employers often turn to their manager first when workloads become unmanageable, priorities become unclear, or challenges arise. Yet many managers have never received formal training on how to support wellbeing, navigate difficult conversations, or lead effectively in hybrid environments.

Rather than placing additional expectations on managers, organisations should focus on equipping them with practical tools and support.

This might include:

• Structured one to one check in frameworks
• Clear prioritisation and workload management tools
• Conversation guides for difficult discussions
• Training on recognising early signs of stress and burnout
• Support with managing hybrid and remote teams

When managers feel confident and supported, they are far better positioned to support others.

Workload management is a business issue, not a wellbeing issue 

Many organisations invest in wellbeing programmes while overlooking one of the biggest drivers of workplace stress: workload.

No amount of wellbeing activity can compensate for unrealistic expectations, unclear priorities or contact pressure to do more with less.

High-performing organisations regularly review workloads, priorities, and objectives to ensure they remain achievable.

Leaders should encourage teams to:

• Review priorities regularly
• Challenge unnecessary work
• Pause and reassess during busy periods
• Focus on outcomes rather than activity

Creating permission to reset priorities helps prevent pressure from escalating into burnout.

Psychological safety drives performance

One of the most important characteristics of resilient teams is psychological safety.

Psychological safety exists when employees feel comfortable speaking up, asking questions, raising concerns, and admitting mistakes without fear of blame or judgement. Research consistently shows that psychologically safe teams are more engaged, innovative, and effective.

Creating psychological safety requires leaders to:

• Encourage honest conversations
• Listen actively to concerns
• Respond constructively to mistakes
• Invite different perspectives
• Demonstrate empathy and understanding

When employees feel safe discussing challenges early, organisations can address issues before they become significant problems.

Supporting connection in hybrid teams

While hybrid working offers flexibility, it can also create challenges around communication, collaboration, and belonging.

Employees working remotely may feel disconnected from colleagues, miss informal learning opportunities, or struggle to build relationships across the business. Strong hybrid cultures do not happen by accident.

Organisations should establish simple but consistent practices that encourage connection, such as:

• Weekly team check-ins
• Cross-functional collaboration projects
• Structured onboarding programmes
• Clear expectations around communication and availability

The goal is not to increase meetings but to create meaningful opportunities for connection and collaboration.

Build wellbeing into everyday work

Wellbeing should not exist separately from the way work is carried out. The most effective organisations embed wellbeing into everyday routines rather than relying solely on standalone initiatives.

This includes:

• Encouraging realistic boundaries
• Promoting regular breaks and recovery time
• Supporting flexible working arrangements where appropriate
• Setting clear expectations around availability
• Helping employees manage competing priorities

Small, consistent actions often have a greater impact than large-scale wellbeing campaigns.

Leadership behaviours set the tone

Employees pay close attention to the behaviours demonstrated by senior leaders. If leaders regularly work excessive hours, send emails late at night, or celebrate constant busyness, those behaviours quickly become part of the organisational culture.

Conversely, when leaders model healthy boundaries, prioritisation and sustainable ways of working, employees are more likely to do the same.