Employee wellbeing isn’t just a buzzword – it can be a real driver of employee productivity, retention, and morale, especially for smaller businesses, where every team member counts. Supporting mental health and wellbeing doesn’t need to be expensive or time-consuming. Here are some practical, low-cost ways your business can make a big difference to improve employee wellbeing.

Encourage regular breaks

No-one does their best work when they’re glued to a screen for hours on end. Encourage staff to step away from their desks during the day. Even five minutes every hour can help reduce stress and boost focus. Promote proper lunch breaks too, ideally away from the computer. You could even lead by example and take a brisk lunchtime walk, and encourage others to join you. You could also consider having a ‘no lunch meeting’ policy so employees get a proper break and boost employee wellbeing.

Recognise good work

A quick ‘thank you’ goes a long way. Publicly acknowledging good work, even in small ways, boosts morale and makes people feel valued. Whether it’s a mention in a team meeting, a note on a shared board (virtual or actual), or even a simple email – recognition matters to people, and takes very little effort.

Offer flexibility where you can

Flexible working doesn’t have to mean a completely remote set-up or working part time. You could offer flexitime, making sure key business hours are covered, so people can flex their hours around school pick-ups, doctor or dentist appointments, or other caring responsibilities. And for those ad hoc requests, if you can accommodate them, do. This flexibility will be hugely appreciated and build employee loyalty, and when you have to ask people to work a little over their hours on a crucial big project or busy period, you’re more likely to get a positive response.

Start talking about mental health

Opening up the conversation about mental health reduces stigma and makes it easier for staff to speak up if they’re struggling. You don’t need to be an expert – just show empathy and be approachable, and demonstrate that employee wellbeing matters. Consider appointing a mental health first aider or sharing useful free resources from organisations like Mind or NHS Every Mind Matters.

Encourage movement and exercise

Employee wellbeing includes physical wellbeing and mental wellbeing. Encourage movement through the day – during those screen breaks you’re encouraging. Walking meetings can be a useful way to combine a screen break with exercise. You could encourage employees to sign up to an internal step challenge, or sponsored run, walk or cycle to promote longer-term goals and consistent exercise.

Check in – properly

When people are asked ‘how are you?’ many will just say ‘fine’. But just asking the question and moving on isn’t enough. Be aware of what’s happening in people’s lives and follow up if you know they’re dealing with something. Be more curious, and always caveat with their right to keep their personal lives private. Ask consistently in your 1-1s with your employees, listen, have a conversation about it and find out if there’s anything you can do to help.

Summary

Looking after your team’s wellbeing doesn’t have to eat into your budget.  A few thoughtful habits, honest conversations, and flexible attitudes can go a long way. In any business, the people you employee can be the key to your success. Invest in them, and they’ll invest in you.

If you’d like to discuss ways you can improve employee wellbeing, so you can reap the rewards of improved productivity, retention and morale, get in touch.

As a manager, managing difficult situations in the workplace is inevitable. Whether it’s resolving conflict, addressing bullying, or handling staff disagreements, your approach can make a significant difference in maintaining team morale and productivity. When not properly managed, these issues can snowball, creating a toxic environment that impacts team culture and effectiveness. Here are key strategies to handle difficult situations within your team and maintain a healthy, high-performing workplace.

Address issues early and proactively

The earlier you address issues, the easier they are to manage. Letting conflict or negative behaviour fester can lead to resentment and escalate into larger problems. Encourage open communication within your team so that concerns can be raised early. Create a culture where employees feel comfortable speaking up, knowing their concerns will be taken seriously.

Actionable tip: Hold regular one-on-one meetings with your team members to discuss both their work and any interpersonal issues they might be facing.

Be a neutral mediator in conflicts

When conflict arises, your role as a manager is to act as a neutral mediator. Avoid taking sides and instead focus on resolving the issue in a way that’s fair to all parties involved. Listen actively to understand the root cause of the conflict and help team members see each other’s perspectives. This can often lead to a more constructive discussion and a quicker resolution.

Actionable tip: Use “I” statements, such as “I understand that you both have different views on this,” to ensure you’re neutral and not escalating the conflict.

Tackle bullying and toxic behaviour head-on

Bullying and toxic behaviour can severely impact team dynamics and morale. If you suspect bullying is occurring, investigate immediately and take appropriate action. As well as being an ethical issue, employees who feel unsafe or unsupported can become disengaged, lowering overall team performance. Make it clear that bullying, harassment, or discrimination of any kind will not be tolerated in your team.

Actionable tip: Implement a clear anti-bullying policy and ensure all team members are trained on what constitutes unacceptable behaviour. Encourage an open-door policy where staff can report issues without fear of retaliation.

Foster a collaborative team culture

Preventing difficult situations before they arise starts with building a positive, collaborative team culture. Create opportunities for team members to bond, collaborate, and understand each other’s strengths and weaknesses. A team that trusts and respects one another is less likely to experience major conflicts.

Actionable tip: Organise team-building activities, both formal and informal, to help team members get to know one another better. This can help reduce misunderstandings and foster better communication.

Set clear expectations and boundaries

When managing difficult staff members, it’s crucial to set clear expectations from the outset. Define roles, responsibilities, and the behavioural standards you expect from your team. Make sure all employees understand what is acceptable conduct, and what will not be tolerated. Consistently enforce these expectations to prevent potential conflicts.

Actionable tip: Establish a clear code of conduct and communicate it to your team. Include it in your onboarding process and refer to it regularly to remind employees of your expectations.

Manage performance issues early

Difficult staff members often exhibit performance issues that, if not addressed, can lead to resentment and friction with other team members. It’s important to deal with performance problems early on by providing constructive feedback and clear goals for improvement. Be specific about what needs to change and offer the support necessary to help the employee succeed.

Actionable tip: Set up regular performance reviews or feedback sessions to address any concerns as soon as they arise. Use these meetings as an opportunity to coach employees, not just to reprimand them.

Encourage open communication

Open communication is essential for resolving disagreements and preventing misunderstandings. Encourage team members to express their concerns directly and respectfully. When employees feel they can share their thoughts in a safe environment, it reduces the likelihood of tension escalating into conflict.

Actionable tip: Foster an “open-door” policy where employees can approach you with issues at any time. Actively listen without judgment, and reassure them that their concerns will be listened to and addressed where possible.

Lead by example

As a manager, your behaviour sets the tone for your team. Model the values and behaviours you want to see in your employees, including respect, collaboration, and problem-solving. When you remain calm, composed, and solution-focused during difficult situations, your team will likely follow suit.

Actionable tip: When conflicts arise, stay calm and focus on finding solutions rather than placing blame. Your leadership style will influence how your team responds to challenges.

Use conflict resolution techniques

Sometimes, conflicts cannot be resolved through basic communication. In these cases, employing formal conflict resolution techniques can help you in managing difficult situations. Techniques such as mediation, negotiation, and compromise can be powerful tools in helping team members work through differences.

Actionable tip: Consider using a structured conflict resolution model, like the Interest-Based Relational Approach (IBR) to ensure all parties’ needs are considered and met in a fair manner. The IBR approach to conflict resolution focuses on separating people from the problem, addressing the underlying interests of all parties involved, and fostering collaboration to find mutually beneficial solutions while maintaining positive relationships.

Conclusion

Managing difficult situations in your team requires a blend of proactive leadership, clear communication, and a commitment to fostering a positive work environment. By addressing issues early, setting clear expectations, and resolving conflicts constructively, you can prevent small grievances from escalating and protect your team culture. Keep in mind that a team that feels supported, respected, and heard is far more likely to thrive—both in terms of morale and productivity.

If you need advice and support to manage a difficult situation in your team, please get in touch.

Parents and carers were given the legal right to make a flexible working request in 2002. From 2014 any employee with over 26 weeks’ continuous employment with their employer has the right to request flexible working. However according to a recent CIPD report, Megatrends: Flexible Working, the number of employees working flexibly has flat-lined since 2010.

Why not be flexible?

Apprehension and at times downright negativity about flexible working is not unusual. Requests to work fewer hours, compressed hours and/or working from home often provoke this response. This is particularly the case if the employee making the request manages other employees. Employee visibility is the issue and managers think if they can’t see their staff, they don’t know they’re working. Managers question their employee’s honesty, convinced they will be ‘out shopping, or walking the dog when they should be working’.

Where does this lack of trust come from? Employers need consider if they expect employees to deal with work outside of their contractual working hours. If they expect flexibility but don’t reciprocate due to a lack of trust, employee goodwill will wane.

Reciprocal flexibility works

Perhaps this is a bit extreme, but trusted flexibility can work both ways to the benefit of everyone. It just requires a bit of extra thought about how it can work. If employees want flexibility and their employer gives it to them, their engagement, loyalty and commitment will increase. If employers refuse requests, employees will ask why they should go the extra mile when the company isn’t prepared to do the same for them. They will be less motivated and may begin to ‘work to rule’ or look for a job elsewhere. I don’t think any employer would want that outcome, especially at a time when the ‘war for talent’ seems tougher than ever.

Managing flexible employees

It’s a reality that some jobs really can’t be done flexibly, but every requests need to be considered properly, to see if it can be accommodated. Managers are often concerned about managing less visible employees. But if outcome-based objectives are set, it should be easy to identify and address a dip in performance levels. It’s entirely possible that managers feel overstretched and feel they don’t have the time or energy to consider how it might work. But companies that provide flexibility will benefit from increased talent retention, engagement and productivity. At a time when there are reported skills shortages, surely it’s worth the effort?

If you would like help managing flexible working in your company, or support in dealing with a request, please do get in touch.

Rudeness at work seems to be on the rise. In a survey by Professors Porath and Pearson, 40% of respondents said they had ‘no time to be nice’ and 25% said they were rude because their bosses behaved that way. We live in a busy world and people have many demands on their time. That’s not news, but in the words of Harry Hart (quoting William Horman) in Kingsman: The Secret Service, “manners maketh man”. Something has obviously gone wrong. Is politeness a thing of the past?

What’s the impact of rudeness?

There’s a great opportunity for business leaders and senior managers to have a positive impact on this issue, and ensure everyone in their business is treated respectfully as a result. 48% of employees on the receiving end of rudeness intentionally decreased their work effort and 47% intentionally decreased the quality of their work. Rudeness at work causes commitment to decline, turnover to increase, productivity to plummet and recruitment costs to increase. By creating a polite and respectful workplace, commitment and productivity will increase and your turnover and recruitment costs will decrease, because you’ll be able to attract and retain the best talent.

What can you do?

Small changes can make a big difference, so here are our top tips for creating a respectful workplace.

• Be friendly, greet people warmly, say ‘thank you’ and ‘you’re welcome’.
• Give 100% of your attention in meetings. Put your phone down and engage in the matter at hand. The meeting will probably be shorter and more focussed as a result.
• Listen to your team members’ thoughts and ideas – they may be on to something.
• Make it clear that rudeness won’t be tolerated and there are no excuses for it. If you make politeness part of day to day interactions, it will be contagious, so the impact could be huge.
• If you see rudeness, address it directly, and encourage employees to report any incidents to their line manager.
• Establish a staff forum where employees can share concerns with a nominated senior team member and discuss how the concerns could be addressed.
• Hire and retain employees who exhibit the ‘right’ behaviours.
• Lead by example, regardless of who you’re talking to and your own stress levels.
• Carry out exit interviews to find out what employees really think.
• Train and coach line managers in respectful people management practices.

If you’re concerned about behaviours in your company and want to discuss ideas on how to address it, get in touch.