Stress at work – what is the role of managers ?
I ’ ve spoken many times before about how important line managers are in the overall engagement and psychological safety of teams in the workplace . For this month ’ s article , I thought I ’ d home in on some specific skills that can help managers to deal with stress . My clients often come to me for support on this matter and stress is a common reason for sickness absence cited on sick notes . The word stress can seem scary and conjures up fears about employees alleging their employer is liable and taking them to tribunal . That needn ’ t be the case , so in the spirit of sharing some practical tips here are my key take-aways on the subject .
How do line managers influence the wellbeing of their teams ? Let ’ s be clear on the areas of responsibility that line managers have with regards to their teams :
1 . With their own behaviour ( either being a source of stress or a source of wellbeing )
2 . By being able to identify team members who may be struggling and signposting them to sources of support
3 . By acting as a gatekeeper to mitigate potential sources of stress for the employee , e . g . effective planning and delegation skills
We all know the huge impact that mental ill-health has on individuals , their employers and the economy as a whole . We also know that line management capability is an area often quoted as being responsible for poor levels of engagement and attrition within organisations . However , I know from my own experience , that when employers invest in line management training , delegates respond enthusiastically and are keen to learn and improve their skills further ; so in addition to the three areas of management responsibility detailed above , I also encourage clients to develop their line managers effectively by thinking about management competencies . Which key competencies help with employee health and wellbeing outcomes ?
• Being respectful and responsible : that means behaving with consistency and integrity , keeping promises and confidentiality , as well as managing your own emotions and role modelling ;
• Managing and communicating existing and future work : which is all about delegating effectively , problemsolving and being participative and proactive ;
• Managing the individual within the team : which means recognising that everyone is an individual and has differing work and personal needs and making yourself accessible , available and empathetic ; and
• Being able to manage difficult situations : which is about conflict , taking responsibility for resolving issues and using organisational processes such as disciplinary , mediation and grievance when necessary .
So it ’ s simple , right ?!? In all seriousness , I do find that workshop style training on these areas can make a big difference to how line managers manage their teams . If this is something you ’ ve been meaning to do and you ’ re now ready to invest in development for your people managers , do get in touch – I ’ m here to help 😊 .
Ruth George - HR Consultant ruth @ ruthgeorge . com ; 07899 920075 This is not legal advice and is provided for general information only . © Ruth George HR Consulting .
18 < Boxmoor Direct < July 2024 <