As we’ve weathered the pandemic, we’re heard just about every statistic on employee burnout. We’ve talked about the staggering rates, about how it’s leading to the Great Resignation, and we’ve even provided lots of advice that you can hand down to your managers to recognize the signs of burnout. Including ways to intervene appropriately, and maybe even save that wayward worker.
But what if the ones experiencing burnout are your managers?
Your managers are in a position where they must ignore their own ‘symptoms’ of employee burnout because they are responsible for dealing with the burnout of those that report to them. By trying to alleviate the burnout of others, they are in turn trying to prove that they can handle the job that you hired them for. This often means putting their own feelings & hardships on the backburner. Being the monkey in the middle is difficult at the best of times, but throw in a global pandemic and you’ve got yourself a recipe for disaster.
The data:
Rather predictably, the data supports this scenario. In a global study conducted by Verizon Media, Made of Millions, and Culture Co-Op, 87 percent of managers reported that they or someone on their team experienced “mental health challenges” in 2021, with 45 percent reporting anxiety, 37 percent reporting loneliness or isolation, 30 percent reporting depression, and 25 percent reporting burnout.
Meanwhile, a study by Limeade finds that 59 percent of managers say they feel overworked, with 59 percent reporting working longer hours and 72 percent suggesting that they feel increased pressure to deliver during the pandemic. In addition, 84 percent of managers said that they felt semi-responsible for employee burnout.
Meanwhile, more than two-thirds of HR leaders reported that they recognize that the pandemic and its ensuing responsibilities are “overwhelming” for managers, but the survey finds that just 14 percent of companies took any action to reduce manager responsibilities. And perhaps the most depressing statistic of all? A recent Gallup poll finds that “manager burnout is only getting worse.”
So what can you, as a business leader or HR professional, do to help out the beleaguered managers on your team? Below, we outline our top tips:
Think about technology:
Review your current platform and how your managers are using the available technology. Does your company take advantage of the many scheduling, time management, & project management platforms that are available? If the answer is yes, encourage your managers to use said platforms to alleviate added stress. If your company doesn’t currently any type of scheduling platform, talk to your managers to see if such a tool would be useful to them.
Don’t cancel your check-ins:
When thinking of ways to unburden your managers, canceling ‘check-in’ meetings is not the way to go. Instead of canceling these meetings, ask your managers what type of communication works best. By trying to work around a manager’s busy schedule, it shows that they are a priority; which can help reduce burnout! To alleviate those “monkey in the middle” feelings, be sure to use your check-ins not just to find out about how their workers are doing, but also to learn about their individual questions and concerns.
Sign them up for support:
Again, while your instinct may be to take things off their plate, your managers can truly benefit from additional learning opportunities and support. Sign them up for seminars, workshops, and other activities that can give them the tools, both physical and emotional to better manage their employees and perform on the job. In addition to upskilling your managers, investing in their development is a sure-fire way to make them feel valued, especially at a time when so much of business is stripped back to only the essentials.
When thinking of ways to unburden your managers, canceling ‘check-in’ meetings is not the way to go. Instead of canceling these meetings, ask your managers what type of communication works best. By trying to work around a manager’s busy schedule, it shows that they are a priority; which can help reduce burnout! To alleviate those “monkey in the middle” feelings, be sure to use your check-ins not just to find out about how their workers are doing, but also to learn about their individual questions and concerns.
Be consistent with your communication:
One of the biggest factors fueling the Great Resignation is the constantly evolving policies and procedures. Employees consistently report feeling in the dark with their company’s rules, and even their overall vision. Which in turn leads to frustration that is often taken out on managers. As a business leader, you need to transform the way that you communicate not only with your managers but with your overall staff. With the laws and protocol changing so rapidly, it’s ok to note that policies are subject to change. Be sure that you have a consistent way to communicate these shifts. Further, business leaders should make sure that when making a big decision that could shift the scope of someone’s work, it is communicated first to the people who will be impacted and then to the remainder of the company. This communication should also include a discussion of why the decision was made and how it changes your business priorities and goals moving forward.
