Managers sit at the centre of workforce wellbeing. They are expected to deliver commercial results, lead through constant change, support employees experiencing rising complexity, and sustain team performance under pressure. As expectations expand and spans of control widen, the manager role has become one of the most influential and most stretched positions in the organisation.

For HR and Benefits leaders, this presents a critical shift. If managers are the first line of support for employee wellbeing, their own capacity, clarity and structural backing become strategic priorities. Training alone is not enough. Without realistic workloads, clear expectations and defined support systems, managers absorb pressure rather than redistribute it. When organisations intentionally strengthen manager wellbeing and capability, they see stronger engagement, reduced absence, improved retention and more consistent workforce performance.

Learn how leading Wellbeing and HR executives are addressing the growing pressure on managers while strengthening their capability as a core driver of workforce performance. You’ll discover how to clarify leadership expectations, reduce systemic strain and ensure managers have the structure, support and realistic workload needed to sustain both people and performance.

Discussion points

Why manager wellbeing is a strategic priority: Recognise managers as a critical population whose own resilience directly shapes team outcomes.
How to reduce pressure at source: Address workload design, spans of control and performance expectations that undermine sustainable leadership.
What support managers actually need: Move beyond training to clear protocols, expert access and peer support structures.
How manager health influences business performance: Connect manager strain to engagement, absence, retention and workforce productivity.