Middle managers are collapsing under a heavy load, just when organizations need them more than ever. They are an organization’s core muscles, influencing team psychological safety, productivity and innovation more than any other role. Managers often feel unsupported, as their own leaders are not strengthening them, even as they struggle to meet rising demands, suffer poor wellbeing, and ultimately, quit.
This dangerous disconnect—the critical need for strong managers and the lack of support they receive—leaves organizations without the strong core they need to thrive. For HR managers, the pressures are doubly intense, as they strive to support their HR teams and the organization.
This isn’t just anecdotal; the data paints a stark picture. In a recent meQuilibrium State of the Workforce report, over half of managers report feeling burned out, experiencing significantly higher emotional demands than non-managers. This widespread burnout underscores the urgent need for intervention.
HR leaders can get ahead of this risk and build a more resilient workforce by focusing on three key areas: prediction, upskilling and building a culture of support.
How do you know if rampant burnout is impacting your managers? In truth, by the time you can see the effects, it’s too late. You need the tools to measure manager burnout and a practical way to act on that data.
HR leaders can leverage data analytics and predictive tools to identify early warning signs of stress and burnout in middle managers. By recognizing these early indicators, HR can proactively intervene with support and resources before issues escalate. This data-driven approach can be invaluable in identifying at-risk individuals and tailoring interventions to their specific needs.
Just as important as predicting burnout is going further upstream to its root causes. Often, managers are simply under-resourced and overwhelmed, which are forms of psychosocial risk. A psychosocial risk assessment unearths the root causes of wellbeing drags like burnout, anxiety and depression. Mitigating those root causes is a powerful step to strengthening managers and improving performance and experience.
Upskill with evidence-based techniques to build resilience
Upskilling middle managers with resilience equips them with the cognitive tools to navigate the complexities of being people leaders. As crunches build core abdominal muscles, targeted resilience training can help them better manage their own wellbeing while simultaneously leading their teams more effectively.
Essential skills include:
- Emotion control. This allows managers to understand and manage their emotions and empathize with their team members, fostering stronger relationships and a more positive work environment.
- Stress management. Stressors will always be part of a manager’s job. However, targeted resilience training can help managers recognize and replace unproductive thought patterns with more effective alternatives. The psychological science is clear: Thoughts drive feelings, which drive behavior. When managers can change their thought patterns, they can alter how they respond to stress and how they lead to it.
- Purpose. As meQuilibrium research shows, people who learn to strengthen their sense of purpose are more engaged at work, manage stress effectively and have a better work/life balance. Plus, they have a lower risk of anxiety, depression and burnout. Reconnecting with the purpose of their work, even in simple ways, can reignite managers’ motivation and combat feelings of exhaustion and disengagement.
See also: The overlooked skills gap: Mental health training for managers
Provide support for manager health and wellbeing
Building a culture of support is paramount to help HR leaders cultivate an environment where wellbeing and resilience are valued for all employees. When managers feel valued, respected and empowered to thrive, they help create a healthier, more productive and resilient organization. Case in point: Teams with supportive managers are 49% more likely to feel a sense of purpose.
Building a culture of support can involve:
- Policy-making. Explicit policies, such as mandatory “disconnect” periods or improved access to mental healthcare resources, can help managers protect and promote their wellbeing. Codifying consistent, supportive check-ins for managers can also help reduce work overwhelm.
- Open communication. Creating safe spaces for managers to discuss their challenges, seek support and voice concerns without fear of judgment is essential.
- Modeling norms that prioritize wellbeing. Leaders can practice normalizing simple, regular actions that support mental health. This might include setting and honoring regular break times, wellbeing check-ins during meetings or sharing strategies for dealing with negative emotions.
- Recognizing and appreciating efforts. Regularly acknowledging the hard work and dedication of middle managers can significantly boost morale and reinforce their value to the organization.
By investing in predictive tools, upskilling and building a culture of support, HR leaders not only mitigate the risk of burnout and turnover among middle managers but also cultivate a more resilient and high-performing organization. Strengthening this core leadership layer is an investment that pays dividends, ensuring the organization is well-equipped to navigate the challenges of today’s dynamic and demanding business environment.
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