As organizations emerge from years of relentless change—spanning a global pandemic, remote work revolution, economic uncertainty, and social and political upheaval—a new challenge has become clear: widespread manager burnout.
Change is challenging for everyone, but managers often bear the brunt of it because they’re positioned in the middle, balancing the needs of their teams while navigating organizational shifts. The unique pressures faced by managers make them especially vulnerable to burnout, especially during times of transition. But when managers burn out, it affects not only the individuals themselves but also their teams and the organization as a whole.
How can managers spot the early signs and be proactive about their well-being? And how can companies support managers to prevent burnout? To find out, we sat down with Carmen Amador Barreiro, an organizational and business psychologist who serves as Oyster’s People Builders Community Lead, and Hanah Olson, Cofounder and CEO of Disclo, a workplace accommodations platform.
In a lively conversation, Carmen and Hannah offered insights around the causes and effects of manager burnout, as well as tools, strategies, and policies that companies can adopt to support the mental health and well-being of their managers.
Why are managers vulnerable to burnout?
Burnout is a state of mental, physical, and emotional exhaustion, when someone feels there’s nothing left in the tank. People can burn out due to prolonged stress or overwork—by pushing themselves until they’ve completely exhausted their reserves. They might become uncharacteristically withdrawn or irritable, struggle to accomplish tasks or make decisions, or lose interest in the things they once enjoyed. Burnout can manifest in many ways, so the symptoms will vary from one person to the next.
Managers are particularly vulnerable to burnout because they have to absorb a lot of pressure from above while also looking after their teams and ensuring smooth operations. As the middle layer between leadership and frontline employees, managers often have to hold and absorb company decisions and stressors, which can take a toll on their mental health over time.
In times of organizational change or transition—such as mergers, layoffs, or restructurings—managers may have to deal with a great deal of uncertainty themselves while also trying to reassure their team and maintain stability. They may feel a strong sense of responsibility to hold it together for the sake of supporting their team, even when they may be struggling themselves. Having to manage these pressures both emotionally and operationally makes managers susceptible to burnout.
How can companies support managers to avoid burnout?
Given the unique stressors faced by managers, companies need to be proactive about supporting their managers to prevent burnout. This might mean offering tools and resources, such as educating them on how to recognize the early signs or setting up manager support circles where they can talk to their peers and decompress. Companies can also implement policies like flexible schedules so that managers can organize their life and their work in a way that suits them, and encourage people to make use of workplace accommodations if needed.
Ideally, company leaders should act as role models by setting boundaries, disconnecting during paid time off, or taking mental health days. By modeling healthy behaviors from the top, good leaders help to cultivate a healthy work culture where managers feel encouraged and empowered to consider their own well-being rather than pushing themselves to the limit. Senior leaders can also act as resources or mentors by sharing their own career journeys and struggles, so that managers don’t feel alone with the challenges they’re facing.
Most importantly, companies can support managers by being transparent and communicating honestly during times of transition. Be upfront about what’s happening and provide as much information as possible—this will help reduce anxiety and build trust. The more informed managers are, the less stressful it’ll be for them to field anxious emails and Slack messages from their teams.
How can managers spot and prevent burnout?
Burnout doesn’t occur overnight. Usually, there are early signs that managers can learn to recognize in themselves and their teams, whether it’s feeling withdrawn or disengaged or having difficulty completing tasks. If you’re starting to feel overloaded, it’s best to have open conversations, ask for the support you need, and delegate tasks. In addition to preventing burnout, this also demonstrates to your team that it’s safe to be vulnerable and ask for help.
As a manager, you can also seek out peer communities, either within your organization or outside of it. Communities provide a safe space where you can talk to your peers, find support and solutions, and feel less alone with the pressures you’re facing. Remember that you don’t have to tackle challenges alone—look for peer networks and mentors who can provide understanding, support, and resources.
Normalizing mental health and wellness in the workplace
If your organization is serious about supporting manager well-being and preventing burnout, the good news is that these conversations have become easier thanks to remote work blurring the boundaries between the personal and the professional. Now is a great time for companies to invest in their people, and especially their managers, to ensure the long-term health of their organizations.
Keep in mind that there are resources available to help you on this journey. Communities like People Builders at Oyster can offer support and resources to People leaders, HR professionals, and managers as you navigate how best to prevent manager burnout in your organization.
For more expert tips and insights on preventing manager burnout, check out the full recording of Navigating Change: Addressing Manager Burnout in Times of Transition with Carmen Amador Barreiro, Oyster’s People Builders Community Lead, and Hanah Olson, Cofounder and CEO of Disclo. If you’re a People, culture, or L&D professional, you can sign up to join the People Builders community (it’s free!) and participate in our upcoming events.
About Oyster
Oyster is a global employment platform designed to enable visionary HR leaders to find, engage, pay, manage, develop, and take care of a thriving distributed workforce. Oyster lets growing companies give valued international team members the experience they deserve, without the usual headaches and expense.
Oyster enables hiring anywhere in the world—with reliable, compliant payroll, and great local benefits and perks.
