We’ve established the central role that line managers play in influencing employee health, happiness and engagement. A culture of ‘person over politics’ has emerged, with a focus on driving performance by prioritising individual needs over rigid leadership styles.
However, 82% of managers are labelled ‘accidental managers’ and may lack formal training to help them manage their people’s development and emotional wellbeing. This type of training is especially important to supporting mental health.
In this video, Cathy Lawson, an experienced Mental Health First Aid Trainer, explores how businesses can equip their managers with the skills required to build positive relationships and start the conversation about mental health.
Video summary
The manager/employee relationship
Investing time in training managers to support both the emotional and professional needs of employees can help boost both individual and business performance. This includes having discussions that are focussed on workload and performance while leaving adequate space to discuss wellbeing. If employees are lacking this support, the effect on stress and mental health can spiral into long-term absences.
Performance issues are often wellbeing issues
It’s common for managers to focus on performance, but if a colleague’s output has suddenly changed, it’s unlikely that their skills or knowledge are to blame. Often, the issue is rooted in wellbeing.
Managers need confidence to have mental health conversations
People are often worried about saying the wrong thing, so they don’t say anything at all. HR teams can support their managers with this worry by reassuring them that they aren’t expected to ‘fix’ health problems, and that simply showing they care is a really useful first step.
Managers can practice coaching conversations to gain confidence, remembering the mantra ‘listening, empathy, compassion and kindness’.
It’s possible to spot the signs of poor wellbeing from a distance
Supporting remote workforces is often seen as an additional challenge, but if your managers are encouraged to develop familiarity with their team, they’ll find it easier to spot the signs that something’s wrong.
The same applies to workforces who are dispersed across different locations or who work on-site. It’s vital that managers take the time to connect with their people on a regular basis.
Role modelling is key
Managers should be aware of the ‘shadow’ they cast. Their team will look to them for guidance on how to behave, especially in terms of work-life balance. Managers must be encouraged to openly prioritise their own health and wellbeing so their team feel able to do the same.
Some questions to consider:
- Are employees able to talk openly to their manager?
- Is this different in different ‘sub cultures’ or departments within your organisation?
- Do managers model good work-life balance and do employees feel comfortable discussing theirs?
- Do managers talk about their own mental health, and do employees feel able to express when they need a mental health day off?
- Do your wellbeing policies support your managers to prioritise their own wellbeing?