How to spot when an employee is struggling

Meet Sofie and Martin

Sofie is the new manager of a small development team. She has been in the role for three months and is focused on delivering results quickly. She sets clear goals, pushes for progress and has introduced new ways of working. But one of her employees, Martin, seems quiet and has started withdrawing from team meetings. He completes his tasks on time, but without any energy or enthusiasm. Sofie is unsure: Is she overreacting, or could this be a sign that Martin is struggling?

This situation is more common than you might think. Struggling at work does not always show up as absenteeism or declining performance. In some cases, employees continue to meet expectations while gradually losing their energy, engagement or sense of connection with their work.

As a manager, it is therefore important to look beyond the results and pay attention to changes in behaviour. At the same time, you need to create an environment where employees feel comfortable talking about how they are doing. Finding this balance between setting expectations and providing support is an important part of good leadership.

When challenges become too much

Setting clear goals and creating momentum can motivate employees and improve team performance. But when the demands become too intense or one-sided, they can have the opposite effect. Employees may gradually lose their engagement, even if their performance remains stable.

There are several signs that can indicate that an employee is beginning to struggle:

• An energetic employee becomes quiet and withdraws socially.
• New tasks are met with resistance or indifference.
• The work gets done, but without passion or initiative.

These changes can be easy to overlook, particularly when the employee continues to deliver. But without the right support, ongoing pressure can eventually lead employees to simply get by at work rather than thrive and develop.

When psychological safety is lacking

For employees to talk openly about challenges, they need to feel that it is safe to do so. A sense of trust and psychological safety makes it easier to ask for help, admit uncertainty and share concerns before they develop into bigger problems.

As a manager, you can help create this environment by:

• Inviting employees to open and informal conversations without a fixed agenda.
• Sharing your observations in a curious and non-judgemental way.
• Promoting a culture where wellbeing is a natural topic of conversation, rather than something that is only discussed during a crisis.

Creating this kind of environment also makes it easier to act on the small signals you notice. You do not need to have all the answers. What matters is being willing to ask questions, listen and respond appropriately.

Find the balance and pay attention to the small signals

The challenge for managers is to find the right balance between setting expectations and providing support. Too much focus on performance can make it harder to notice when an employee is struggling, while too little direction can leave employees uncertain about what is expected of them.

When you find the right balance, wellbeing does not become a hidden problem that needs to be addressed only when things go wrong. Instead, it becomes a natural part of the ongoing dialogue between manager and employee.

Here are three practical ways to get started:

1. Look for changes in behaviour rather than focusing only on results.
2. Ask about the employee's experience with both clarity and empathy.
3. Create space for reflection and dialogue, not just status updates.

Back to Sofie and Martin

Sofie decided to put this approach into practice and have an informal conversation with Martin. Rather than making assumptions, she shared what she had noticed and openly asked about his experience.

It turned out that Martin felt uncertain about his role following the many changes in the team. By giving him the opportunity to talk about his concerns, Sofie was able to provide greater clarity and support. The conversation also helped restore some of the energy Martin had been missing in his work.

Employee wellbeing is a leadership responsibility

The case with Sofie and Martin shows why it is important to look beyond performance when assessing how employees are doing. Spotting when an employee is struggling is not about being an expert in psychology. It is about being present, curious and willing to adapt your leadership style.

Ultimately, good leadership is about finding the right balance between challenge and support. By paying attention to the small signals and creating space for honest conversations, you can help employees address challenges before they become bigger problems while creating better conditions for both wellbeing and strong results.