Challenging conversations and difficult personnel decisions are the situations UK line managers dread most at work, new research shows, with many admitting they feel underprepared for the realities of people management.
A survey of more than 500 UK managers found that the single most uncomfortable scenario was having their authority questioned in front of others. Over a third said they would feel worried or uneasy if a team member challenged them publicly.
The next biggest concern was having to let someone go or make them redundant, followed closely by delivering negative feedback and handling requests for pay rises that the business cannot meet.
The findings come from research commissioned by Breathe HR, a UK company that provides human resources software for small and growing businesses.
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Pressure points for people managers
The study asked managers to rank the workplace situations that cause them the greatest stress. The most feared scenarios, in order, were:
- A team member challenging their authority in front of others
- Having to let somebody go or make them redundant
- Delivering negative feedback
- A team member asking for a pay rise that cannot be granted
- Handling a performance review for an underperforming colleague
- Managing conflict between team members
- A team member resigning unexpectedly
- Handling complaints about themselves as a line manager
- Communicating bad news such as budget cuts or layoffs
- Being asked to enforce or defend a company policy they disagree with
- Not knowing the answer to a question in front of colleagues or clients
The results suggest that many of the most difficult aspects of management are not technical or operational, but interpersonal and emotional.
More than a quarter of respondents said redundancy situations would cause them significant stress. With economic pressures continuing and many organisations predicting workforce reductions over the coming year, this is a scenario many managers may face.
Training gap leaves managers exposed
A central theme in the research is a lack of preparation among many managers before stepping into leadership roles.
Nearly one in five said they had received no formal training at all before becoming a line manager. A similar proportion said they had never been trained to handle tricky or unexpected workplace situations.
Despite this, the vast majority recognised that additional support would make a difference. Almost two thirds said they would be better managers if they had more training and resources.
The consequences of this training gap appear to affect confidence levels. Three in five managers worried that mishandling a difficult situation would make their team doubt their ability. More than two in five admitted they regularly experienced imposter syndrome in their role.
Impact on performance and culture
The pressures described in the survey go beyond personal anxiety. Poorly handled conversations about performance, pay or redundancy can quickly damage trust, morale and engagement within teams.
Managers are often expected to deliver sensitive messages while balancing the needs of the business and the wellbeing of their staff. Without structured support, those expectations can feel overwhelming.
The research indicates that many managers feel isolated in these moments, lacking the tools and guidance to navigate them effectively.
Call for greater investment in manager support
Breathe HR said the findings showed the need for organisations to treat management development as a priority rather than an afterthought.
The company has relaunched its online learning platform, Breathe Learn, which offers more than 100 UK-focused courses, including modules designed specifically for line managers on handling challenging situations at work. It also provides a programme called Line Manager Essentials Training through its Breathe Growth Academy.
Phil Coxon, managing director at Breathe HR, said employers needed to recognise the critical role managers play in organisational success.
“Every role has its challenges,” he said. “It’s up to employers to ensure that line managers are empowered with the tools, training and confidence to navigate the everyday challenges of theirs. Because when line managers succeed, so does the business.”
He said managers were central to how employees experience their workplace.
“Line managers are the bridge between staff and leadership, and drive employee engagement, performance and retention,” he said. “To build high-performance teams that thrive long-term, ensuring these key players feel confident, capable, and supported must be a strategic priority.”
Preparing managers for reality
The survey points to a common problem in modern workplaces. Many people are promoted into management because they are good at their jobs, not because they have been trained to manage others.
As a result, new managers can find themselves dealing with conflict, performance problems and sensitive conversations without any formal preparation.
The findings suggest that structured training, mentoring and ongoing support could help reduce anxiety, improve decision-making and ultimately create healthier workplace cultures.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
