Amid the worsening divide and mistrust between management and employees, the Workplace Communication & Well-Being Survey, recently commissioned by Firstup, paints a clear picture that workplace stress is pervasive, with 60% of respondents reporting their jobs to be the primary source of stress.
A new study out today shows alarming levels of stress and burnout among managers, with many considering quitting their jobs. A second new study finds that the world’s rising managers fail to demonstrate adequate conflict management skills—all this amid “The Great Unbossing” trend as Amazon axes more than 100 customer service managers this week.
Psychological Safety And Workplace Incivility
According to The Workforce Institute, managers have a greater impact on someone’s mental health than a doctor or therapist. No wonder a Gallup report found that managers are more likely to be stressed, angry, sad and lonely than non-managers, given the huge responsibilities that fall on their shoulders, coupled with the challenging economic, political and social climate.
A new report from meQuilibrium reveals that 36% of managers are more likely to report feeling burned out and 24% more likely to consider quitting their jobs in the next six months, compared to non-managers. Alarming levels of top-down manager stress and burnout can negatively impact employee engagement, motivation, productivity and turnover rates.
Despite the stress they’re under, managers bring benefits to the mental health of employees, according to the meQuilibrium report. Employees who are well-supported by managers were 25% less likely to struggle with somatic symptoms of stress, 33% less likely to have a hard time getting motivated in the morning and 56% less likely to have high work stress. The prevalence of burnout is 58% lower among employees who experience strong manager support for mental well-being. Employees who don’t feel well supported by their manager are 4.5 times more likely to be a retention risk.
The report stresses that strong managers boost psychological safety by as much as 42%. It stresses that enhancing well-being among managers needs to be an organizational priority as it’s the managers who create psychologically safe environments—where employees feel comfortable taking risks and sharing ideas.
The report adds that effective managers are the frontline defense against rising workplace incivility. Given the deepening polarization on political and social issues, coupled with widespread economic pressures, employees who have strong manager support say they are 66% less likely to report having experienced incivility at work. To effectively support their teams, managers must actively manage their mental health, which will not only enhance their ability to lead effectively but also model healthy behaviors for their employees.
Difficulty With Conflict Management
DDI released new data on rising managers’ competency with workplace conflict management. DDI’s assessments of more than 70,000 manager candidates globally found that nearly half (49%) fail to demonstrate effective conflict management skills and only 12% show high proficiency in this area. Manager candidates’ inability to clarify issues, offer support and empower team members hinders productivity and morale, the report says.
According to Stephanie Neal, director of DDI’s center for analytics and behavioral research, “With rising political tensions and growing employee distrust of leaders, workplaces are becoming more polarized. Conflict can have a ripple effect throughout organizations, stifling productivity, creativity and morale—and ultimately driving higher turnover.” Neal insists that now is the time for leaders to address the conflict management blind spot.
The study reports that leaders recognize conflict management as a weakness, with only 30% of leaders expressing confidence in their ability to manage conflict. DDI’s leadership assessment revealed the specific skill gaps contributing to conflict management failures among potential frontline leaders, including the following:
- 61% of manager candidates struggle with clarifying core issues. Findings show that common pitfalls include leaders assuming they have all the facts or guessing employees’ motives. They also reveal that conflict often stems from a lack of understanding, so it’s critical that leaders proactively seek clarification before differences spiral into a dispute.
- 65% of manager candidates demonstrate difficulty offering support and resources to their team. The results show that many managers fail to prepare for conflict discussions, leading to misunderstandings and inadequate support. The report concludes that organizations should prioritize building leaders’ emotional intelligence and empathy skills, so they’re ready when a tough conversation arises.
- 60% of manager candidates have trouble empowering others. The study acknowledges that encouraging employees to take ownership of a conflict is crucial to resolving the issue and strengthening team dynamics. It recommends that leaders improve their ability to ask open-ended questions and involve team members in developing a solution.
Ditch Or Invest In Managers?
Tacy M. Byham, CEO of DDI recognizes the value in supporting the new generation of managers. “While poorly managed conflict is a major business risk, conflict also presents an opportunity for a healthy debate, ultimately resulting in a positive change that is better because tough issues were clarified and all parties were willing to challenge their thinking,” Byham states. “By helping the next generation of leaders cultivate the skills to handle conflict effectively, organizations can foster innovation and growth with more focused and aligned teams.”
However, another trend gaining momentum is the ditching of middle management positions—a move with significant repercussions for the U.S. workforce. Many business leaders argue that middle managers are a necessary conduit between employees and senior leaders, and they need more support because of the pressures they’re under.
According to Jamie Aitken, vice president of HR transformation at Betterworks, there are several downsides to eliminating managers. “This move might seem appealing for increased agility and reduced bureaucracy, but the downsides can be detrimental to employee morale and engagement,” Aitken told me by email. “Without the support and direction of experienced managers, employees may struggle with clarity, direction and professional growth, which can ultimately impact the organization’s success and business outcomes.”
The meQ report concludes that the evidence is indisputable that managers are consequential for workforce well-being and performance. It offers several actions for how organizations can make managers’ well-being a top priority:
- Deploy evidence-based techniques for building resilience so managers can recognize and replace unproductive thought patterns with more effective alternatives.
- Prioritize self-care and direct managers who are struggling to access resources already in the benefits ecosystem.
- Foster a supportive culture where discussing mental health is de-stigmatized.
Aitken argues that middle managers are more than just administrative layers within a company, underscoring the fact that they provide essential support, guidance and motivation that are critical for maintaining a productive workforce. “The benefits of investing in the development of managers—by providing them with the right tools and technology—are far greater than simply eliminating them,” she insists.