While managers can be a
In a new workplace report from sleep and meditation platform Calm, 65% of employees say that
"There's a different dynamic in the workplace today and the role of managers has evolved," says Scott Domann, chief people officer at Calm. "How do you create an environment and set expectations and demonstrate what success looks like while managing five generations in the workforce? We need to realize the importance of managers' impact on employees and invest in them."
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According to the report, many managers are unsure about how to approach the issue of mental health with those who report to them — their number one fear is saying the wrong thing. Forty-five percent said they lack confidence with having mental health conversations, and around a third were concerned it would be an invasion of employees' privacy.
Navigating this complex role is not something that comes naturally to everyone, says Domann. One of Calm's programs, the Mindful Manager, offers leaders an interactive toolkit that helps them promote work-life balance and provides trackable mindfulness resources for their teams, as well as a guide to mental health literacy. It also helps them become more aware of their own behaviors that can be improved upon for the sake of their employees.
"It's important to tell managers, 'Your job is really hard, and here's the support we're going to give you'" he says. "We have to show, we have to tell, we have to coach and we have to guide; that way, when you look at the managerial experience holistically, they're going to be far more effective in the long run."
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When asked where managers should focus on improvement, employees mentioned the importance of reevaluating workloads, nurturing a low-stress environment, offering mental health breaks during the workday, making sure employees are aware of mental health benefits and sharing their own mental health experiences. Though this can be difficult in remote settings, Domann emphasizes the importance of routine check-ins with all employees, regardless of location.
"Know how to create a culture, be communicative, be honest, be thoughtful and be aware of reading the reactions of people you interact with," says Domann. "It's hard to see the differences in people — you have to be conscious of it, especially in remote environments."
Women in particular voiced the need for extra mental health support throughout various life stages, such as fertility treatments, miscarriage, abortion and menopause. In addition to affecting their ability to focus at work, these events also took a toll on areas such as sleep and their overall outlook on life. Only 35% of women surveyed said their employer was supportive of reproductive health, and only a quarter said they have support for menopause.
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Fortunately, there are a few areas where managers are doing things right. Over half of employee respondents said their manager looks out for their mental well-being by showing care and empathy, 51% said their manager has their back if they make a mistake, half said their manager is calm and respectful, and 32% said their manager openly discusses their own mental health experiences.
"When you as a leader can say, 'I am mindful of my own experience, my people, the culture of the business and of what's going on in the world,' you create a truly incredible management experience for yourself and your team," Domann says. "You're able to engage in things that are authentic, people are comfortable talking, and you can meet them where they are."
