36% of managers report alarming levels of stress and burnout by 2024

Amid worsening divisions and mistrust between management and employees, a workplace communication and well-being survey, recently conducted by FirstUp, Painting a clear picture that workplace stress is widespread, 60% of respondents reported that their jobs were the primary source of stress.

A new study out today shows alarming levels of stress and burnout among managers, with many considering leaving their jobs. A second new study finds that the world’s top managers are failing to demonstrate adequate conflict management skills — all amid a “big hiring” trend as Amazon axes more than 100 customer service managers this week.

Psychological safety and workplace inequality

According to the Workforce Institute, managers have more influence on a person’s mental health than a doctor or therapist. Not surprisingly, the Gallup report found that managers are more stressed, angry, depressed and lonely than non-managers, given the greater responsibilities that fall on their shoulders, and the challenging economic, political and With the social climate.

A new report from meQuilibrium shows that 36% of managers are more likely to report feeling burned out and 24% more likely to leave their jobs in the next six months than non-managers. Dangerous 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 employees’ mental health, according to the meQuilibrium report. Employees who are well supported by managers are 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 experience high work stress. The prevalence of burnout is 58% lower among employees who experience strong manager support for psychological well-being. Employees who do not feel well supported by their manager are 4.5 times more likely to be retained.

The report asserts that strong managers improve psychological safety by up to 42%. It emphasizes that enhancing well-being among managers should be an organizational priority because it is managers who create a psychologically safe environment – where employees feel comfortable taking risks and sharing ideas.

The report adds that effective managers are the first line of defense against growing inefficiency in the workplace. Given the deep polarization on political and social issues, combined with widespread economic pressures, employees with strong manager support say they are 66% less likely to report experiencing instability at work. To effectively support their teams, managers must actively manage their own mental health, which will not only improve their ability to lead effectively but also model healthy behavior for their employees.

Difficulty with cWar management

DDI has released new information on improving managers’ ability to manage workplace conflict. DDI’s assessment of more than 70,000 managerial candidates worldwide found that nearly half (49%) failed to demonstrate effective conflict management skills and only 12% demonstrated high proficiency in this area. The report states that a candidate manager’s inability to clarify issues, offer support and empower team members hinders productivity and morale.

According to Stephanie Neal, director of DDI’s Center for Analytics and Behavioral Research, “With political tensions rising and employee distrust of leaders increasing, workplaces are becoming more polarized. Conflict can permeate entire organizations.” can have a significant impact, undermining productivity, creativity and morale – and ultimately leading to high turnover. Now is the time for leaders to address the conflict management blind spot.

Research reports that leaders identify conflict management as a weakness, with only 30% of leaders expressing confidence in their ability to manage conflict. DDI’s leadership assessment identified specific skill gaps that contribute to conflict management failures among potential front-line leaders, including the following:

• 61% of managerial candidates struggle with clarifying core issues. The findings show that Common pitfalls include leaders assuming they have all the facts or guessing employees’ motives. They also point out that conflict often stems from a lack of understanding, so it’s important that leaders actively seek clarification before disagreements turn into conflict.
• 65% of managerial candidates report difficulty offering support and resources to their team. The results show that many managers fail to prepare for conflict negotiation, leading to misunderstandings and inadequate support. The report concludes that organizations should prioritize building leaders’ emotional intelligence and empathy skills, so they are ready when difficult conversations arise.
• 60% of managerial candidates have difficulty empowering others. Research acknowledges that encouraging employees to take ownership of conflict is critical to problem solving and strengthening team dynamics. It suggests that leaders develop the ability to ask open-ended questions and involve team members in developing solutions.

Dutch or investing in managers?

Tessie M. Bayham, CEO of DDI recognizes the value of supporting the next generation of managers. “While poorly managed conflict is a major business risk, conflict also provides an opportunity for healthy discussion, ultimately resulting in positive change that is better because difficult issues are clarified and all parties challenge their thinking. You’re excited.” “By helping the next generation of leaders develop the skills to effectively manage conflict, organizations can foster innovation and growth with more focused and cohesive teams.”

However, another trend that is gaining momentum is the elimination of middle management positions—a movement that has significant ramifications for the U.S. workforce. Many business leaders argue that middle managers are an essential link between employees and senior leaders, and they need more support because of pressures.

According to Jamie Atkin, Vice President of HR Transformation at Betterworks, there are many pitfalls for managers to overcome. “This move may seem attractive to increase productivity and reduce bureaucracy, but the downside can hurt employee morale and engagement,” Aitken told me via email. “Without the support and guidance of experienced managers, employees may struggle with clarity, direction and professional growth, which can ultimately affect the organization’s success and business results.”

The MeQ report concludes that the evidence is anecdotal that managers have consequences for workforce well-being and performance. It offers several actions on how organizations can prioritize the well-being of managers:

• Deploy evidence-based techniques to build flexibility so that managers can identify and replace unproductive thought patterns with more effective alternatives.
• Prioritize self-care and direct managers who are already struggling to access resources in the benefits ecosystem.
• Foster a supportive culture where discussing mental health is not stigmatized.

Aitken argues that middle managers are more than just administrative layers within a company, highlighting the fact that they provide the necessary support, guidance, and motivation that are critical to 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 eliminating them,” he asserts.