Supporting Team Wellbeing as a Manager Quiz

According to the course, burnout is best described as:

A. A response to chronic workplace stress that hasn’t been successfully managed B. Feeling tired after a busy week C. A short-term reaction to high-pressure deadlines D. A personal weakness caused by poor coping skills

Why are high-performing or highly committed employees often more at risk of burnout?

A. They are less resilient to stress B. They receive less support from managers C. They tend to care deeply about doing a good job and push themselves D. They are more likely to work longer hours by choice

Which of the following is not listed as a protective factor against burnout?

A. Recognition and fairness B. Supportive relationships C. Psychological safety D. Competitive performance ranking

When you notice early signs that someone may be struggling, what is the recommended first step?

A. Offer solutions straight away B. Have a natural, informal check-in conversation C. Escalate the issue to HR immediately D. Wait until performance is affected

When checking in with a team member about wellbeing, managers are encouraged to:

A. Focus on business impact first B. Diagnose the problem quickly C. Be curious, not critical D. Keep the conversation formal and structured

Burnout recovery is described in the course as:

A. Asking employees to manage stress independently B. Temporarily lowering performance expectations C. Encouraging employees to practise more self-care outside work D. Reducing chronic stressors and creating conditions for recovery

Which leadership behaviour helps give teams “permission” to maintain healthy boundaries?

A. Rewarding those who work the longest hours B. Being available at all hours C. Encouraging overtime during busy periods D. Modelling balance, rest and taking leave

The course outlines three common psychological responses to change. Which sequence is correct?

A. Anxiety → Motivation → Stability B. Resistance → Acceptance → Growth C. Shock and denial → Adjustment and exploration → Acceptance and adaptation D. Disengagement → Compliance → Commitment

Why is early and transparent communication so important during times of change?

A. It guarantees positive reactions B. Uncertainty often causes more stress than the change itself C. It removes the need for empathy D. It prevents people from asking questions

When communicating about change, managers should avoid:

A. Being honest about uncertainty B. Encouraging questions C. Speculation and false reassurance D. Using multiple communication channels

Which approach best balances empathy and stability during periods of change?

A. Pausing all performance expectations B. Allowing each team member to manage change independently C. Focusing only on emotional support D. Keeping routines, setting clear priorities and listening to concerns

Neurodiversity refers to:

A. Differences caused by stress or burnout B. Variations in how people think, process and work C. Only diagnosed neurological conditions D. A medical issue that must be disclosed

Which adjustment is most aligned with the course guidance for supporting neurodivergent team members?

A. Waiting for formal disclosure before offering support B. Offering flexibility and clarity where possible C. Applying the same working style expectations to everyone D. Focusing on process over outcomes

If a team member chooses not to disclose neurodivergence but shows signs of stress, managers should:

A. Take no action B. Push for disclosure C. Focus on diagnosis D. Still offer flexible support and clear communication

A strong wellbeing culture is built primarily through:

A. Annual engagement surveys B. One-off initiatives C. Everyday habits, behaviours and consistency D. Formal wellbeing programmes

Test your knowledge:

Supporting team wellbeing as a manager

BGA: Line Manager Essentials | Supporting team wellbeing as a manager

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