In modern workplaces, the role of a manager has expanded far beyond managing performance. They’re expected to recognise the early signs of burnout, support wellbeing, mediate conflict, and create psychological safety — all while hitting targets and managing their own workload.

The role of a manager has changed. Today’s leaders aren’t just responsible for performance — they’re expected to support wellbeing, foster inclusion, and navigate uncertainty, all while hitting targets and leading hybrid teams.

Leadership is often painted as strength — vision, resilience, drive. But what happens when the people who lead, motivate, and inspire everyone else… have nothing left in the tank?

Managers sit in one of the most demanding spots in any organisation—caught between senior leadership’s expectations and their team’s needs. They’re the bridge, the translator, the motivator, and often, the emotional buffer. And lately, that middle ground is feeling heavier than ever.

We often talk about supporting employees—but what about the people leading them?
Managers are the first line of support when teams struggle with stress, conflict, or burnout. Yet, behind the scenes, many are silently running on empty themselves.