Recently been promoted to being a team lead?
Or, conversely, are you a senior manager with years of experience?
Whichever it is, it is undeniable that a manager exerts a huge influence on an employee’s wellbeing. Think about it. We spend more than 8 to 10 hours a day on work and that involves frequent interactions with the manager. And that’s bound to have an impact.
There’s research to prove it too. In 2023, The Workforce Institute found that managers have 69% more impact on an employee’s mental health compared to 51% by a doctor or 49% by a therapist. What’s more, 1 in 3 employees said that their manager is not aware of their impact on the team’s overall wellbeing while 7 in 10 employees want their manager to do more to support the team’s mental health.
“Depression and anxiety cost the global economy US$ 1 trillion each year predominantly from reduced productivity”, says the World Health Organization.
These numbers paint a clear picture: mental health is not just a personal issue, but a significant business concern. As the line between work and personal life continues to blur, particularly in the wake of remote work trends, the role of the workplace in supporting mental health has become more crucial than ever.
This is where the manager plays a crucial role in this complex ecosystem of workplace well-being. Positioned at the intersection of company policies and employee experiences, managers have the unique opportunity to shape their team’s mental health.
But this opportunity comes with its own set of challenges. Managers need to walk that tightrope, balancing performance targets with an employee’s wellbeing.
Recognizing the Signs
The very first step is knowing how to recognize signs of struggle and distress. Managers are often the first line of defense in identifying when an employee might be grappling with mental health issues. While it’s crucial not to jump to conclusions or make diagnoses, being aware of potential warning signs can help managers offer timely support.
Keep an eye out for changes in behavior or performance. This could manifest as:
- Decreased productivity or quality of work
- Increased absenteeism or tardiness
- Withdrawal from team interactions or social activities
- Irritability or mood swings
- Difficulty concentrating or making decisions
Of course, these signs don’t necessarily indicate a mental health issue, but they warrant a compassionate check-in. Approach these conversations with genuine concern and an open mind. Sometimes, simply asking “How are you really doing?” can open up an honest dialogue.
Creating a Safe Space
The first step in addressing mental health at work is fostering an environment where employees feel safe to open up about their struggles.
Start by normalizing conversations about mental health. Implement regular check-ins, both one-on-one and across teams, that go beyond project updates. Ask specific questions about their health and be patient. People may not be entirely coherent if they’re going through a dark period.
And be vulnerable. When managers share their own experiences with stress or burnout, it can break down barriers and show that it’s okay to be vulnerable.
Consider implementing an open-door policy, but take it a step further. Make it clear that this open door extends to discussions about wellbeing, not just work-related issues. When employees know they can approach their manager without judgment, they’re more likely to seek help before problems escalate.
Balancing Productivity and Wellbeing
One of the most challenging aspects of managing mental health in the workplace is maintaining productivity while supporting employee wellbeing. It’s tricky, but with the right approach, these goals can be complementary rather than conflicting.
Start by reassessing workloads and deadlines. Are they realistic? Could they be contributing to unnecessary stress? Flexible working arrangements, such as adjustable hours or remote work options, can provide employees with the autonomy they need to manage their mental health effectively.
Encourage breaks and time off. In a culture that often glorifies overwork, managers need to lead by example. Take your lunch breaks, use your vacation days, and show your team that self-care is not just permitted but encouraged.
Implement strategies to improve work-life balance. This could include no-email hours, designated focus time, or team-building activities that don’t revolve around work. When employees feel their personal lives are respected, they’re more likely to bring their best selves to work.
Offering Support without Crossing Boundaries
It’s great to offer support but how can you do so without intruding on personal boundaries?
Provide resources and options, rather than direct interventions. Make sure your team is aware of any Employee Assistance Programs (EAPs) or mental health benefits offered by the company. Consider bringing in experts for workshops on stress management, mindfulness, or resilience training.
Managers often feel they pry or feel awkward to engage in a discussion around mental health. Let them know that they don’t have to share if it makes them feel uncomfortable.
When an employee does open up about their struggles, listen actively and empathetically. Avoid giving personal advice or trying to solve their problems. Instead, guide them towards professional resources and work together to find accommodations that could help, such as adjusted deadlines or modified work responsibilities.
If you do get deeply concerned regarding an employee’s wellbeing, consult with HR or occupational health professionals for guidance on how to proceed.
The Power of Empathy
At the core of effective mental health support in the workplace is empathy. Empathy allows managers to create genuine connections with their team members, fostering an environment of trust and mutual respect.
Practicing empathy means putting yourself in your employees’ shoes. It involves listening without judgment, acknowledging emotions, and responding with compassion. When managers lead with empathy, they create a ripple effect throughout the organization, encouraging a more supportive and understanding workplace culture.
It’s also important to keep in mind that what works for one employee might not work for another. Creating structured initiatives can help build an empathetic foundation that personalizes interactions for each employee.
As Professor Dame Carol Black, said in her report, which reviewed the health of Britain’s working population, “Good health equals good business, and the line manager is a key agent of change.”
Prioritizing mental health is no longer optional—it’s essential and managers play a pivotal role in shaping a healthy, well-balanced work environment. And it is an ongoing process, which requires continuous learning, adaptation, and commitment.
