The Crushing Weight of the Middle: Why Businesses Need to Support Manager Wellbeing

Keywords: global mental wellbeing, manager wellbeing, generational impact

Author: Lisa Munro

Date: 22 March 2024, Worklife Digital

In the modern workplace, the role of a manager is fraught with challenges that extend far beyond the traditional realms of delegation and decision-making. While manager effectiveness remains a top priority for companies, recent research indicates a concerning decline in organisational support for these pivotal figures. According to the MIT Sloan Management Review*, this lack of support has contributed to a growing sense of isolation and burnout among managers, with middle managers bearing the brunt of these pressures.

The Sandwich Generation: Caught Between Blame and Burnout

Middle managers, often dubbed the "sandwich generation" of the corporate world, find themselves caught between the expectations of senior leadership and the day-to-day realities of frontline staff. They face a myriad of challenges, from navigating office politics to managing conflicts and ensuring team performance. Every crisis becomes their responsibility to resolve, every disagreement their burden to bear. The toll of these responsibilities is evident, with a staggering 45% reporting burnout in a post-Covid workplace, as revealed by a survey conducted by think tank Future Forum in 2022**.

Moreover, the perception of management roles has shifted among younger generations, with millennials expressing reluctance to take on managerial positions due to the perceived increase in stress and lack of work-life balance. A study published in Entrepreneur*** found that only 38% of American workers across industries were interested in becoming managers, reflecting a broader trend of disillusionment with managerial responsibilities.

From Firefighting to Feuding: The Daily Grind of Management

The pressures on managers are multifaceted and ever-growing. Beyond the traditional demands of delivering results and driving bottom-line value, managers now find themselves grappling with mounting HR responsibilities and the need to support the mental wellbeing of their teams. The stress and time commitment of management often outweigh any perceived benefits, leading many to question the feasibility of pursuing managerial roles.

This troubling trend highlights the urgent need for businesses to ensure the mental wellbeing of their management tier. Investing in measures to assess and support the mental health of managers is not only essential for their personal wellbeing but also critical for the long-term success of the organisation. Businesses must recognise that the retention and development of managerial talent are paramount to maintaining a competitive edge in today's dynamic business landscape.

To address these challenges effectively, businesses must take a holistic approach to supporting their managers. This involves providing comprehensive training and development programs that equip managers with the skills and resources they need to thrive in their roles. From learning how to have difficult conversations and hold staff accountable to managing their own mental wellbeing and navigating criticism from above and below, managers require ongoing support and guidance to succeed.

Furthermore, organisations must foster a culture of open communication and collaboration, where managers feel empowered to seek help and support when needed. This includes creating channels for feedback and dialogue between managers and senior leadership, as well as promoting a healthy work-life balance that prioritises mental health and wellbeing.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

References

* https://sloanreview.mit.edu/article/whats-holding-back-manager-effectiveness-and-how-to-fix-it/

** https://futureforum.com/wp-content/uploads/2022/10/Future-Forum-Pulse-Report-Fall-2022.pdf

*** https://www.entrepreneur.com/leadership/young-workers-dont-want-to-become-managers-and-this/462273