Have we put too much responsibility for employee wellbeing on middle managers?

By, Sandra Nathan MBACP, MFHT

The middle manager has become one of the most important people in workplace wellbeing. They are often expected to notice when someone is struggling, initiate difficult conversations, respond appropriately when an employee discloses a problem, manage workloads, maintain performance and somehow protect the wellbeing of their team. All while meeting their own targets and managing their own pressures.

It raises an important question: have we begun asking managers to carry a responsibility that should belong to the organisation as a whole?

One of the difficulties is that struggling at work does not always look like struggling. Some of the people experiencing the greatest pressure may still be performing well. They meet deadlines, attend meetings, support colleagues and appear dependable. If asked how they are, they may automatically reply, “I’m fine.” Yet underneath that outward competence, they may be lying awake thinking about work, replaying conversations, feeling constantly on edge or finding it increasingly difficult to switch off. By the time their performance noticeably changes, they may have been struggling for some time.

Managers cannot be expected to diagnose distress

Managers can play an enormously valuable role in creating an environment in which people feel able to speak honestly. But there is an important distinction between noticing and supporting and becoming responsible for someone’s mental health. A manager is not a counsellor, therapist or diagnostician.

Nor should they need to decide whether someone is experiencing anxiety, burnout, depression or something else before they are able to respond appropriately. Sometimes the most useful starting point is simply noticing a change and being curious.

Perhaps someone who usually contributes has become unusually quiet. Maybe a normally organised employee is beginning to miss things. Perhaps somebody is working increasingly long hours, becoming more reactive, or never appearing to switch off. These behaviours do not tell us what is happening. But they may tell us that a conversation is worth having.

What happens after “Actually, no, I’m not okay”?

We frequently encourage managers to ask employees how they are. But organisations also need to consider what happens when somebody gives an honest answer. If a manager asks, “Are you okay?” and the response is, “Actually, no,” what happens next? Managers need somewhere to go with that information.

That means clear pathways to appropriate support, realistic options around workload where possible, confidence about when something should be escalated, and an understanding of the boundaries of their own role. Otherwise, we risk encouraging conversations without properly supporting the people expected to hold them.

Training can help managers listen without immediately trying to solve the problem. A response as simple as, “Thank you for telling me. What would be most helpful right now?” can create space for a very different conversation.

Wellbeing is also about the environment people work in

There is another danger in placing too much emphasis on individual managers: it can distract us from the conditions contributing to stress in the first place. No amount of compassionate management can completely compensate for unrealistic workloads, chronic understaffing, poor communication, lack of autonomy or a culture in which people feel they must always be available.

Employee wellbeing cannot sit separately from how work is designed and how people are treated. And middle managers themselves are employees. They are frequently absorbing pressure from both directions – responsible for the needs of their teams while also accountable to senior leadership. If organisations expect managers to support everybody else, an equally important question is:

Who is supporting the manager?

Creating healthier workplaces does not mean turning every manager into a mental health expert. It means creating a culture in which managers know how to notice, listen and respond; employees feel safer saying when they are struggling; appropriate professional support is available; and senior leaders take responsibility for the organisational conditions affecting wellbeing.

Perhaps the role of the manager is not to have all the answers. Sometimes it is to notice that something has changed, make it safe enough for somebody to speak, and know what should happen next.

Disclaimer: The views expressed in this opinion piece are those of the author and do not necessarily reflect the views of The Well Crowd. This content is for information and discussion purposes only and should not be taken as medical, health, or professional advice.