Managing wellbeing at work

Managing the wellbeing of staff in the voluntary sector can be a real challenge. We’re often under-staffed, under-resourced, and working to support causes or people where nothing we do could ever be enough to ‘fix’ the problems that we’re trying to address, a perfect recipe for frustration, stress and burnout.

However, there are a few really simple, cost-free approaches that you can take to make a world of difference to those you manage.

1. Make workload a constant, honest conversation

The biggest red flag to look for isn’t complaints. It’s silence. When someone always says ‘all good’ while their inbox is on fire, you know you’ve got work to do as a manager. Treat workload as a standing agenda item, not an awkward aside.

One easy way to do that is to ask three questions regularly: ‘What can we drop?’, ‘What can wait?’ and ‘What do you need from me to make this manageable?’. Be alert to phrases like ‘I’ll just do it this evening’ or emails sent over the weekend when it becomes a pattern rather than a one-off. People rarely burn out because they don’t care. They burn out because nobody helped them set limits.

2. Put some simple structure around wellbeing

Policies and procedures aren’t just bureaucratic faff or legal requirements. They’re essential to setting supportive and enabling boundaries for wellbeing. A bit of structure actually gives everyone permission to take this seriously. You don’t need something super complicated, just clear ground rules about things like regular one-to-ones, flexible working, time off, how to raise concerns, and what people can expect from line management (you can check out a full list of the ones DSC recommends here).

The important part is that you weave them into everyday practice, reference them in one-to-ones, and (like we do at DSC) brief them regularly to staff so that they know they exist and that the whole organisation takes them seriously.

3. Show your team that boundaries are allowed

Your behaviour sets the weather. If you email at midnight, people will read that as the standard, no matter what your policy says. Try to model what you want for your team: taking leave properly, not glorifying overwork, and being open when you’re at capacity.

Explicitly tell people it’s OK to say ‘I don’t have the capacity for that right now. What should I drop?’. The first time someone tests that and you respond positively, you can almost feel the collective exhale.

4. Use one-to-ones for humans, not just tasks

It’s tempting to turn one-to-ones into rolling project updates, but make time for the person, not just the workload. Ask ‘What’s energising you at the moment?’, ‘What’s draining you?’, and sometimes, ‘If things carried on like this for six months, how sustainable would that feel?’.

Those questions often surface the stuff that never makes it into a risk register: quiet anxiety, creeping exhaustion, the emotional toll of the work. You don’t need to fix everything, but you do need to hear it.

5. Build everyday trust in small moments

You don’t build a culture of trust with an away day; you build it with hundreds of tiny interactions. Admitting when you’ve got something wrong. Backing someone publicly when they’ve made a reasonable call under pressure. Remembering what’s going on in their lives outside work and making allowances where you can.

When people trust you, they’ll tell you earlier when they’re struggling. When they don’t, you find out when they hand in their notice.

6. Know your limits and your routes to help

Finally, you’re a manager, not a therapist. It’s fine (and healthy) to say, ‘I’m glad you’ve told me. Let’s look at what support is available.’ Have a short list to hand: your HR contact, any employee support scheme, external helplines, or local services.

Your job is to listen, make work as safe and sustainable as you can, and help people get the right support when they need it. If your team can see you are genuinely trying to do those three things, you’re already a long way ahead.

For more ideas, tips and approaches to supporting and improving the wellbeing of your staff, whatever the size or scope of your organisation, come along to DSC’s Wellbeing at Work Conference on 16 April.

What 2025 delegates said

‘George and the team at DSC really understand the challenges charities are facing. The conference was relevant, practical and solution-focused. Great energy!’

Gill, First Light.

‘The Wellbeing at Work conference was excellent, and I highly recommend it to all leaders and managers who wish to promote positive wellbeing in work/life.’

Chris, We Are Survivors.