Who is Supporting the Managers Navigating Change and Complexity in Organisations

Managers hold a unique and challenging position in organisations. They are the bridge between executives and employees, the link between strategy and execution, and the point where business goals meet human realities. Yet, while much attention has been given to employee burnout and engagement, the question of who supports the managers themselves often goes unasked. This post explores the pressures managers face, the accelerating pace of change they must navigate, and why organisations need to rethink how they support this critical group.

Managers balancing multiple tasks and responsibilities

The Pressure on Managers

Managers are expected to deliver results while managing people and processes. Their responsibilities include:

• Meeting financial targets and controlling costs

• Improving team productivity

• Implementing new technologies

• Managing employee performance and retention

• Recruiting and developing talent

• Handling conflicts and supporting wellbeing

• Leading hybrid or remote teams

• Communicating organizational changes

• Addressing employee anxiety and morale

• Maintaining their own performance under pressure

  
  

On top of these, managers face ongoing restructuring, the introduction of artificial intelligence, economic uncertainty, and the expectation to inspire and motivate their teams. This creates an "impossible middle" where managers absorb complexity from all sides.

The Impact of Rapid Change

Organisational change is happening faster than ever. Research from Deloitte’s 2026 Human Capital Trends shows that about one-third of workers experience change fatigue, a state of exhaustion caused by constant shifts in priorities, processes, and expectations. Managers are often the frontline carriers of this fatigue because they must translate change into action while managing resistance and uncertainty among their teams.

For example, when a company introduces new software, managers must learn the technology themselves, train their teams, and keep productivity steady during the transition. If economic conditions worsen, they may need to make tough decisions about staffing while maintaining morale. These demands pile up quickly, leaving managers stretched thin.

Why Supporting Managers Matters

Ignoring the needs of managers risks burnout, disengagement, and turnover at a level that can disrupt entire organisations. Managers who feel unsupported may struggle to lead effectively, which affects team performance and overall business outcomes.

Supporting managers means more than offering occasional training or wellness programs. It requires:

• Clear communication from leadership about priorities and expectations

• Access to resources that reduce administrative burdens

• Opportunities for skill development in areas like change management and emotional intelligence

• Peer support networks where managers can share challenges and solutions

• Recognition of their role as a critical organisational pressure point

  
  

Organisations that invest in these areas create a stronger foundation for change and growth.

Practical Steps to Support Managers

Here are some concrete ways organisations can better support managers:

• Simplify processes to reduce unnecessary tasks and free up time for leadership

• Provide coaching and mentoring focused on managing complexity and people challenges

• Encourage open dialogue between managers and executives to align goals and address concerns

• Offer mental health resources tailored to the unique stresses managers face

• Create forums for sharing best practices and learning from peers

  
  

For example, a technology company introduced monthly roundtables for managers to discuss ongoing changes and share strategies. This helped reduce feelings of isolation and improved communication across departments.

Moving Forward

Managers are the linchpin of organisational success, especially in times of rapid change and complexity. Recognising their unique challenges and providing targeted support is essential. Organisations that do this will not only reduce burnout but also build stronger, more adaptable teams ready to meet future challenges.

The next step for leaders is to ask: who is managing the managers? By answering this question with thoughtful action, organisations can create a healthier, more resilient workplace for everyone.