Pandemic Pressures Push Middle Managers Toward Burnout

Being a mid-level manager can have a toll on your psyche, and the pressures of the past year have only made things worse. A recent Gallup poll measuring self-reported burnout showed an increase of 7 percent from 2020 to 2021 for middle managers — higher than any other workplace segment.

This strain and resulting mental health ripple are not new, according to inc.com. In a 2015 article, they reference a National Epidemiologic Survey of Alcohol and Related Conditions examining the prevalence of anxiety and depression in full-time workers. Participants were divided into three groups: Owners, managers and supervisors, and workers. The results showed that “18 percent of supervisors and managers reported symptoms of depression, compared to 12 percent of workers, and were nearly twice as likely to suffer from anxiety than their subordinates.”

 

Pressure on middle managers grows

“American Workers Are Burned Out, and Bosses Are Struggling to Respond” — this recent headline from The Wall Street Journal is just one of hundreds that puts the pressure firmly on the backs of managers to keep employees happy.

The mental health and well-being of employees is in the spotlight, but the mental health and flexibility of mid-level managers is being tested as well. They face a challenging remote-working landscape and rising resignations through no fault of their own.  

In the aforementioned Gallup poll, mid-level managers showed more burnout than workers at any other organizational level. Leaders’ burnout declined during this same period. Individual contributors’ burnout held steady, and project managers reported a slight increase.

 

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Psychology of being a middle manager

Managers of people have always faced pressure and there’s much speculation about the reasons.

Psychologists point to something called “frequent vertical code switching” — which simply means that because they’re dealing with both people who have less power and more power than them, they are expected to toggle between acting with authority and acting with deference. All this switching requires a cautious approach to keep the peace. It also gives managers a fluctuating sense of being in control of workplace situations. Often, they’re “just the messenger.”

Of course, we can easily find other reasons for managers’ stress. Many organizations are struggling to fill open positions, placing added pressure on managers to make sure the work gets done. They also face the burden of supporting others through the upheaval caused by the pandemic and its aftermath.

 

What can leaders do to support middle managers?

1. Get to know your managers as people. Have regular conversations about what’s going well and what’s not working. Make it ok for these interactions to be honest.
2. Be transparent and clear. These individuals will be sharing your words with their teams. Consistent, clear messaging will help make that easier.
3. Don’t micro-manage. Senior leaders should provide the strategy, but leave the “how tos” up to the manager as much as possible.
4. Offer support and training. Dealing with people under pressure takes finesse. Provide opportunities for managers to continue honing their people skills. According to a MetLife study, 82 percent of managers wanted more training in people management and 74 percent wanted more instruction on managing hybrid and remote teams.

The pandemic has caused organizations worldwide to adjust to the way we do business. And organizations have been keeping a close watch on workers’ mental well-being. Don’t forget middle-level people managers who bear much of the load for keeping workers happy. Stay in close communication and upskill them so they’re prepared for the tough challenges.

 

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