Why are managers experiencing burnout faster than others in the workplace?

Did you know? Workplace burnout is rising, and managers are some of the most impacted by it, according to the Telus Mental Health Index 2024 survey.

The survey of 2,000 UK employees revealed that one-third find it challenging to feel motivated in their work, with people in management positions needing help with the most.

The modern working environment is fast-paced, so it is no surprise that employees who juggle multiple responsibilities experience high stress levels. Burnout is the end stage of stress that often sneaks up when stress compounds without an end in sight.

Interestingly, conflict with colleagues was cited as the reason that half of managers find their work stressful and exhausting.

Some common reasons for conflict between employees and managers are:

• Personality clashes: People usually approach work tasks and relationships differently. Where temperament, values and communication styles are incompatible, team members can have serious clashes that interfere with their work.
  
• Leadership styles: Employees all need and expect something different from their manager. It can be difficult to understand the needs of multiple people, especially in a conflict, but understanding the various leadership styles can be a helpful tool to boost collaboration.
  
• Feedback disputes: Conflict often arises from unfair or unconstructive criticism. Regular performance reviews can feel daunting, leaving employees unable or anxious to speak up. Improving communication and making feedback informal can make reviews more positive and encouraging.

Managers mental health on the decline

As a result of compounding responsibilities, 59% of managers are experiencing a decline in their mental health.

Feeling the burden and overwhelming responsibility for their teams’ productivity, in addition to their own work tasks, significantly impacts their motivation. Many managers are also finding themselves concerned with the mental health of their staff, compounding the effects of anxiety. Recent research from the UK found that 88% of managers feel personally responsible for the wellbeing of their staff, and many are struggling to manage their own wellbeing as a result.

Doug Butler, CEO of Perkbox, said, “In the past year, the pressure placed on managers has quietly been growing; they’re expected to maintain performance, during an extremely difficult economic period, whilst somehow also safeguarding the wellbeing of those they manage. Business leaders and HR teams cannot let this go unrecognised. Only when proper frameworks and tools are in place will managers be able to support all facets of their team’s needs, without sacrificing their own wellbeing.”

A call to action on wellbeing

The findings from the recent studies and the action taken by trade unions should be a huge wake-up call for policymakers in the UK. Progress is typically slow in changing policies, but employers have an opportunity to be a force for change and prioritise the wellbeing of their managers, allowing them the mental space to follow through with their teams.

By addressing excessive workloads and committing to wellbeing-focused culture improvements, any team can quickly and significantly improve their feelings towards their work and their output.