How to turn conversations about stress into meaningful interventions in the workplace

Joseph Conway 5 June 2025 in Communication, Emotional intelligence, Features, For experienced L&D professionals, For freelancers, consultants & small businesses, For HR, For L&D managers, For new to L&D, For people managers, For senior L&D, Health and social care, Managing teams, Mental health, Reflective practice, Wellbeing - 5 Minutes

I need you to listen to me very carefully now!

Stress is everywhere, particularly in today’s working environment. And when someone finally speaks up, what a manager says next can change everything. Joseph Conway explains why giving managers the tools and confidence to handle tough conversations isn’t a nice-to-have. It’s a business-critical skill that can protect employees’ wellbeing and performance

Stress has been widely described as a modern-day epidemic – and the research is stacking up to prove just how true this is. According to Mental Health UK’s Burnout Report 2025, 91% of UK adults experienced high or extreme levels of pressure or stress in the past year, and 78% of UK workers would quit their job due to stress. And the impact on business is staggering. Research by Deloitte has revealed the cost of poor mental health on employers is £51bn per year. Presenteeism makes up most of that figure, costing employers around £24bn annually.

Managers’ impact on employees’ mental health is comparable to that of a partner or spouse, and even greater than that of doctors or therapists

For employers, this growing crisis underscores the urgent need for effective workplace interventions – ones that make a genuine difference to the wellbeing of employees and break the work-stress cycle that appears to be plaguing so many workplaces today.

Why managers matter

Managers are often the first line of defence in the workplace – and the role they play in employee wellbeing is vital. So vital, in fact, that a survey by The Workforce Institute at UKG found that managers’ impact on employees’ mental health is comparable to that of a partner or spouse, and even greater than that of doctors or therapists.

When an employee opens up to a manager about stress, it presents a crucial opportunity for intervention. However, many managers feel uncertain about how to respond effectively. The fear of saying the wrong thing, coupled with the lack of an established culture around discussing mental health, can leave managers feeling powerless. But it’s incredibly important for a manager to understand that they do not need to be a trained therapist to make a meaningful impact. Thoughtful words and actions can go a long way in employee stress management.

Here’s how to turn conversations about stress into meaningful interventions that can lead to real change for an individual who’s struggling.

Be curious, not interrogatory

When an employee reports feeling stressed, a manager’s natural instinct might be to find quick fixes, ask direct questions to diagnose the issue, or rush to signpost elsewhere. However, this approach can feel intrusive and overwhelming to an individual.

Rather than focusing on solutions in the immediate, managers should come from a place of curiosity, rather than interrogation, and look to get to the root of the stress. Use open-ended questions such as: “Can you tell me more about what’s been feeling challenging for you?” or “What aspects of your workload are contributing to your stress?” These types of questions can encourage employees to share in a way that feels safe and constructive.

Curiosity also signals to the employee that their experiences are being taken seriously. When someone feels they are heard, they are more likely to trust their manager and seek support before stress escalates into burnout or disengagement.

Lead with empathy

Empathy is the foundation of effective conversations about stress. Managers who actively listen, acknowledge employees’ feelings, and offer genuine understanding help create a culture where employees feel heard and supported.

A simple yet powerful response to an employee sharing their stress could be: “That sounds really tough, and I appreciate you sharing that with me. How can I support you?” Stress can often feel isolating, but this kind of validation reassures employees that their concerns matter and they’re not alone.

Educate yourself and colleagues

There is a growing tendency for people – particularly younger generations – to medicalise normal human emotions and treat them as clinical issues. While stress can become problematic when it is prolonged or intense, it’s important for employees to recognise that stress is a natural human response – one that can often be managed with the right techniques.

Accepting stress as a normal part of life allows us to respond to challenges in a healthy, productive way rather than feeling overwhelmed or ashamed. Having an understanding of this is essential for all employees, not just managers.

Normalise conversations about stress

Stigma around workplace stress remains high, varying across industries. In too many workplaces, stress is still a taboo topic, with employees hesitant to speak up for fear of being seen as weak or incapable. Managers play a crucial role in changing this perception by normalising discussions about stress.

Creating a culture where employees feel safe to express how they’re feeling – and understand that asking for support is a sign of strength, not failure – is essential. In fact, 47% of employees believe that an open dialogue about mental health would significantly improve their wellbeing at work. Simple, validating phrases such as: “It’s completely understandable to feel this way” or “Many people experience stress, and it’s important to address it” can encourage open conversations.

Additionally, role-modelling is powerful. When leaders share their own experiences with stress and how they manage it, they help foster an environment where employees feel safe to do the same.

Make reasonable adjustments

Instead of offering vague reassurances, managers should focus on tangible solutions that help ease the employee’s burden and tackle the root cause of the issue. Making reasonable adjustments to an employee’s workload, schedule or expectations can provide an employee with the relief they need to focus on their recovery, regain a sense of control, and gradually rebuild their wellbeing without feeling overwhelmed.

Examples of reasonable adjustments might include:

Temporarily reducing workload or redistributing tasks.

Offering flexible working arrangements, such as remote work or adjusted hours.

Providing additional resources or delegating support.

‘Lead with love’

Suffering in silence when it comes to mental health only leads to increased stress, decreased productivity, and a higher risk of burnout, making open conversations and support systems essential in the workplace. It’s why we need compassionate leadership in addressing workplace stress.

By embracing empathy, curiosity, and proactive support, managers can turn everyday conversations about stress into meaningful interventions that make a real difference. Equipping managers with the confidence to have difficult conversations is business critical.

Joseph Conway is a mental health trainer and psychotherapist at Vita Health Group