If you are a manager, or a lead a group of people managers, then you likely know that burnout is a significant issue that impacts the health, productivity and retention of this segment of the employee population. In this article we offer strategies for how to deal with burnout as a manager, whether you are one yourself or you need help supporting your team.
A survey conducted by WebMD Health Services’ Center for Research finds that while 33% of employees are experiencing burnout, managers report feeling burned out at a much higher rate—53% to be exact. In the survey, managers reported the lowest scores for work-life balance, along with the highest levels of stress and anxiety.
What is happening with managers?
A Harvard Business Review article sums up the unique issue of manager burnout well: “Managers have had to guide their employees through a pandemic and its aftermath, facing situations that have required them to lead with empathy while managing escalating demands with potentially fewer resources—all while receiving little recognition for their efforts.”1
As we know, burnout is not the day-to-day, short-term stress or pressures we might occasionally feel, but rather something that is chronic, intense and unrelenting—and completely work-related. In fact, the World Health Organization characterizes it as a syndrome resulting from chronic workplace stress that has not been successfully managed. Our Center for Research defines burnout as feeling emotionally drained, negative about work, unable to make an impact, and overwhelmed by workload.
And managers are feeling all of it.
The skills required to be a manager are different now.
Managers have always been saddled with a dual responsibility—getting their own work done while also making sure that their direct reports know what’s expected of them, and have the right training and skills to achieve their goals. But today managers are being additionally called upon to lead with empathy; to be able to have conversations about mental health with employees; and to help team members feel more connected and valued in the workplace. And all of this is taking place against the backdrop of a challenging economic, political and social climate.
As Gallup states, “their role of inspiring people has never been more urgent. They are uniquely positioned to know each employee’s specific needs, career goals and work-life situation.”2 But as any manager will tell you, this higher level of care for employees is hard, exhausting work.
Manager burnout is a significant retention risk.
Employee engagement is the degree to which an employee is emotionally, cognitively, and behaviorally invested in their work. In other words it’s a deep connection to work and a sense of purpose that creates extra energy and commitment. And it’s key to fostering a healthy workplace culture.
The problem is managers are not engaged. Gallup finds just three in 10 managers are engaged in their jobs,3 and more managers report feeling anger, sadness and worry daily, compared to non-managers.
It also makes them want to leave organizations. Data from our vendor partner, meQuilibrium, points to managers being 24% more likely to consider quitting their job in the next 6 months.4
But manager burnout is a significant retention issue for the rest of the organization, too. Employees who report to burned out, disengaged managers may also decide to leave the company if they feel they are not being adequately managed and supported.
How to mitigate manager burnout.
Here are several ideas for how you can focus on providing the support and care managers need to cope with burnout:
Don’t neglect managers’ own growth and development.
Middle managers often spend so much time ensuring their team members have goals and a career path that they can feel a little stuck themselves. This may lead to feelings of disengagement and frustration. It’s crucial to discuss managers’ goals regularly to ensure they feel heard. Then, work together to articulate a career path that will help them feel fulfilled in their work. This may include new projects or a different scope of work that can inject new energy and life into their role to increase feelings of professional efficacy.
Focus on well-being and self-care.
It goes without saying that giving managers the tools to focus on all the dimensions of their well-being is key, including physical health, mental health, financial wellness, social connections and work well-being. Many well-being programs, including WebMD’s, have specific solutions to address these needs. Managers also need to feel they have permission to tend to their own care as well as that of their team.
Ensure managers feel connected to the purpose and mission of the organization.
All employees want to be able to connect what they do each day to the overall mission of the company. This is even more true for managers who must, in turn, impart this sense of purpose to employees. Senior leaders must therefore clearly define goals, milestones and success metrics for managers.
Provide more training in soft skills, like empathy.
While being empathetic comes naturally to some managers, it’s not true for all: many managers were promoted to lead teams based on their own job success, not necessarily because they are inherently good people managers. The good news is that empathy is a skill that can be taught, including how to be a better listener, how to put oneself in someone else’s shoes, and how to be more present in interactions with employees.
Support managers in having emotional conversations with employees.
Managers are now more regularly called upon to discuss emotional and mental health concerns with employees. Help make this new part of their role easier by providing training, toolkits, job aids, and talking points.
Create a psychologically safe environment for managers, too.
A psychologically safe workplace isn’t just essential for line employees. Managers also need to feel they can speak up about burnout without the fear of being embarrassed, rejected, or humiliated. Manager Employee Resource Groups (ERGs) can provide a forum for this type of sharing and support. Employee Assistance Programs (EAPs) can also help.
Recognize and reward managers’ efforts.
Like other employees, managers want to feel their efforts are seen and valued. A quick note from a senior leader, a mention on the company’s recognition platform, or even a small token like a spot reward or additional time off can make a manager feel valued and combat symptoms of burnout.
Give managers permission to truly take time off.
Burnout results from a number of factors, including unrealistic expectations, an overly demanding workload, and lack of support—so simply taking time off isn’t a cure-all. It does give managers the time and space to recharge, though, but only if their time away is respected. Urge managers to set good boundaries around time off so that they can return to work feeling more refreshed.
Be flexible.
Flexibility is one of the most important tools we have as leaders to help our managers with stress and burnout. Whether that means working non-standard hours, compressing a workweek, taking a personal or mental health day, or leaving early to pick up a child or attend an event, it’s important to give managers the authority to do what they need to do to make their life work.
Managers have always been the “sandwich generation” of the workforce—balancing the demands of leadership with the needs of their own team. But recent developments have made their roles more complex and demanding, resulting in managers feeling overworked and burned out. It’s critical for organizations to recognize the signs of burnout as a manager and take steps to help combat it with a focus on well-being, flexibility, and additional training. If you’d like help supporting your managers, contact us at connect@webmd.net.
