I oversee several teams at my company, which has gone through a couple of rounds of redundancies over the past six months. I’m really noticing the effect – many people are anxious that their role is at risk. Others seem generally fraught. I’m navigating how best to support my team through ongoing uncertainty, while maintaining morale alongside rising workloads and limited resources. How can I best do this without becoming overwhelmed myself? 

Hey there, 

It sounds like your company has been through a lot of change in a short space of time and that things still feel unsettled. It’s completely understandable that people are feeling anxious or on edge. That “drip, drip” of uncertainty can leave people feeling out of control and struggling to stay motivated, especially when workloads are rising at the same time. 

We hear this a lot on the NABS Advice Line. Redundancy doesn’t just affect those leaving. It can have a ripple effect across whole teams. Redundancy is one of the most common reasons people contact us and we’ve seen growing demand linked to burnout, anxiety and ongoing uncertainty across the industry.  

There’s also a wider context at play. While parts of the industry are still growing, that sits alongside a more unpredictable global picture, which can make it hard for businesses (and leaders) to plan with confidence. In that space, it often falls to managers like you to steady the ship, while navigating uncertainty yourself. 

We can really hear the care you have for your teams, as well as for looking after you. The more grounded you feel, the better placed you’ll be to support others. It’s what can help you stay steady, boundaried and useful when things feel uncertain. 

Supporting your team (and yourself) through uncertainty 

Be open, even when you don’t have all the answers 

Silence can quickly fuel anxiety. If you can, keep a steady rhythm of communication, even if the update is simply that there’s no new information yet. Being honest about what you do and don’t know helps build trust and can prevent people filling in the gaps themselves. 

Offer support, with boundaries 

It’s natural to want to be there for everyone but being constantly available can take its toll. Boundaries help you to offer consistent and sustainable support. That might mean setting aside specific times for your door to be open or acknowledging someone’s concern while offering a time to come back to it.  

Share the load 

You don’t have to hold everything alone. Think about who else can support your team. Within your company, that might be HR, your line manager, peers or internal wellbeing services such as an EAP or mental health first aiders. For an impartial and confidential chat outside of your work environment, call NABS – we can give support and guidance that’s truly independent. 

Acknowledge how people might be feeling 

After redundancies, it’s common for those remaining to feel unsettled. Anything from relief to guilt, anxiety or frustration. There’s no one-size-fits-all response. Naming that mix of emotions, without trying to fix it all, can help people feel seen. 

Focus on what’s realistic right now 

If workloads have increased, it’s important to be open about priorities. What genuinely needs to be delivered? What might need to pause or shift? What decisions need to be escalated because the team no longer has the capacity? Being clear about trade-offs helps prevent people quietly becoming overwhelmed. 

Stay curious about what people need 

Different people will need different things, such as clarity, flexibility, reassurance or space. Keeping conversations open, even briefly, helps you understand where best to focus your support. 

Looking after yourself 

It’s easy to put yourself last in all of this but your wellbeing really matters. 

Stay connected upwards 

You don’t have to have all the answers. Employers have a legal duty to protect employees from work related stress so senior leaders need to know where the pressures are. Regular check-ins with your manager or HR can help you sense-check decisions, raise concerns and understand what’s possible.  

Notice your own capacity 

You might start to feel overwhelmed if you’re constantly ‘on’, holding other people’s worries or stretching beyond what’s realistic. Spotting early signs like irritability, tiredness or difficulty switching off can help you access support sooner. 

Build in small moments of recovery 

Whether it’s taking a proper lunch break, finishing on time when you can, or doing something outside of work that helps you recharge. Small things add up, especially during longer periods of pressure. 

Use NABS’ redundancy guide to help you 

NABS’ redundancy guide gives practical and accessible information around the process, helping you to understand what to expect. Read the redundancy guide for essential information. 

You’re navigating a difficult balance here, supporting others while managing your own uncertainty. You won’t be able to remove all of that uncertainty for your team, but you can help them feel more informed, more supported and less alone in it. 

And you don’t have to do this alone either. If it would help to talk things through, NABS is here to offer a confidential sounding board for whatever feels most important right now. 

NABS supports you because the industry supports us. Find out how we’re celebrating our donors with the NABS Yay List at nabs.org.uk/yay-list/