Supporting Managers

This blog is part of the ‘Employee ownership of wellbeing’ series which helps to explore a great question that most leaders of workplace wellbeing are seeking an answers to – ‘How do we develop employee ownership of wellbeing’? This blog continues to explore ideas and today we look at the role supporting mangers and and leaders play. Managers play a crucial role in supporting employee wellbeing and creating an environment of psychological safety where employees feel valued and respected.

The role of managers in supporting employee wellbeing and creating an environment of psychological safety is critical for several reasons. First and foremost, managers are often the primary point of contact between employees and the broader organisation, making them influential in shaping the workplace culture and setting the tone for how employees are treated and valued.

When managers actively support employee wellbeing, they help foster a positive work environment where employees feel secure and appreciated. This sense of psychological safety is essential because it enables employees to express themselves without fear of judgment or retribution. In such environments, employees are more likely to share ideas, voice concerns, and admit mistakes, which can lead to greater innovation, problem-solving, and collaboration.

Additionally, when employees feel valued and respected, they are more engaged and motivated, which can significantly enhance their productivity and overall job satisfaction. This also contributes to better mental health outcomes, as employees experience lower levels of stress and anxiety when they perceive their workplace as supportive and caring.

Moreover, managers who prioritise psychological safety and wellbeing help to reduce turnover rates and absenteeism, as employees are more likely to stay with an organisation that values their wellbeing. This not only saves costs related to hiring and training new staff but also builds a loyal and committed workforce, further enhancing the organisation’s performance and reputation.

Strategies for supporting managers

 1. Training and Support for Managers

Supporting managers and leaders starts with providing training on wellbeing and mental health. This equips them with the essential skills to support their teams effectively.

Actionable Steps

• Offer training on recognising signs of mental health issues and providing appropriate support.
• Equip managers with resources to help them manage their own stress and wellbeing.

We support managers to possess a versatile set of people skills crucial for navigating the intricacies of workplace dynamics. With a focus on exceptional communication, empathy, active listening, conflict resolution and coaching abilities, we support the development of vital people skills. Discover more about how effective managers create supportive environments – here.

 2. Creating Psychological Safety

Psychological safety is about ensuring that employees feel safe to speak up, share ideas, and express concerns without fear of negative consequences.

Actionable Steps

• Encourage open communication and transparency within teams.
• Promote a culture of respect and inclusion, where all employees feel valued and heard.

What to know more? Why not read our recent related blog article – Psychological Safety or this useful article by Harvard Business Review – A guide to building psychological safety on your team.

 3. Role of Wellbeing Champions and Mental Health First Aiders

Wellbeing champions and mental health first aiders can play a vital role in supporting employee wellbeing and promoting a positive workplace culture. A unique aspect of developing employee ownership of wellbeing is the concept of such roles. These are employees who volunteer to lead and promote wellbeing initiatives within the organisation. This grassroots approach leverages peer influence and creates a sense of shared responsibility for promoting a healthy workplace culture.

Actionable Steps

• Train and designate employees as wellbeing champions and mental health first aiders.
• Provide ongoing support and resources to these individuals to help them in their roles.

According to a Gallup report, employees who feel that their organisation cares about their wellbeing are 69% less likely to actively search for a new job, demonstrating the strong link between wellbeing initiatives and employee retention.

Related articles by People First

• Mental Health First Aiders in the workplace
• Wellbeing Champions in the workplace

Employee ownership of wellbeing series – Conclusion

Empowering employees to take ownership of their wellbeing is a shared responsibility that requires commitment from both employers and employees. By fostering a supportive environment, promoting proactive health management, and providing the necessary tools and resources, organisations can create a workplace culture where wellbeing is prioritised. This six-part series provides a comprehensive guide to understanding and implementing strategies that support employee ownership of wellbeing, ultimately leading to a healthier, happier, and more resilient workforce.

(Part 6 of 6)

Employee Ownership of Wellbeing – Blog Series

1. Employee Ownership of Wellbeing
2. Empowering Employees to Take Ownership
3. Proactive Employee Approaches
4. Building Employee Resilience
5. Wellness Action Plans

SAVE THE DATES! – Join us for ‘The Exchange’

It’s a community focused on providing support for workplace Mental Health First Aiders, Wellbeing Champions and leaders of wellbeing at work.

• Thursday 31st October 16:00 – 17:00 Register
• Thursday 12th December 16:00 – 17:00 Register

How People First can help

Are you wondering how our Managers and Leaders Support Programmes might support your managers? If you’re interested in exploring how these paradigms can be applied to improve your workplace, or if you want to learn more about our support programmes, we are here to help. Together, we can create a thriving environment where both productivity and personal satisfaction are maximised.