Four ways to recognise line managers who support their team’s wellbeing

Line managers are a businesses’ backbone. Holding teams together, ensuring tasks are completed, and taking responsibility – line managers are often spinning many plates at once. The role can range from company ambassador to motivator to counsellor. They are your employees’ first line of support, but they also have their own workloads to manage, so all these duties can take a toll on their physical, mental and emotional health.

Four ways to recognise line managers who support their team’s wellbeing

A good line manager recognises the importance of their team’s mental health. How can a team excel when their mental health is compromised? Employee wellbeing isn’t always the first item on the agenda. But when it’s carefully considered, it can revolutionise the way a team works.

Health Assured recently analysed data from thousands of calls received in the past three months to understand the top workplace stresses faced by employees in 2021. Issues around support were one of the biggest contributors to stress in the workplace. This highlights the importance of the line manager role in workplace stress prevention.

Stepping up to the challenge of employee wellbeing can prove difficult for managers. It often involves additional workload, taking on employees’ problems and stepping outside their comfort zone. That’s why workplaces must recognise line managers who do take this responsibility on. Keeping managers happy keeps teams happy. And this is the key to a positive, productive and powerful workforce.

Here are some ways you can begin to recognise line managers who support their team’s wellbeing:

Provide managerial support

Line managers who go above and beyond to support staff wellbeing must be able to access support themselves. Issues can arise that managers feel are beyond their remit. They might not have the knowledge, time or experience to deal with the outcomes.  Whether it’s a dedicated HR representative, external management support or access to health and wellbeing materials, ensure your managers have somewhere to turn to for help and advice should they need it. The last thing  you want is burnt out staff and burnt out managers.

Upskill their abilities

If managers have shown strength in supporting their team’s wellbeing, consider offering them further opportunities for growth and development. Not only will they feel acknowledged for their efforts, but they will also be grateful for the opportunity to further their abilities. There are a plethora of workshops, training programmes and courses available that can help managers. Some key areas for development you may wish to consider are:

Mental health first aider training

This workshop can help managers spot the early signs of a mental health condition. It can also help them stop employee health issues from worsening and guide someone towards professional help.

Handling conflict and problems

CIPD research suggests that this is one of the five key behavioural areas to support the wellbeing of employees. Training in this area can help managers confidently diffuse conflict when it occurs.

Stress management

Health Assured’s call data revealed that work-related stress came in as one of the top 10 call categories over the past three months. Stress at work plays a big factor in employee mental health. Providing managers with guidance on recognising and combating stress in the team can be of benefit.

Health and wellbeing advocates

Appointing managers as health and wellbeing advocates in the workplace is another way to recognise them. It gives managers visibility in the workplace. It offers them a chance to expand their skills and connects them with more colleagues. On the flip side, it also helps to break the stigma of mental health in the workplace. Reduced stigma encourages employees to speak up and shifts the organisational culture.

Appraisals and reviews

A little praise goes a long way. It boosts self-confidence, reassures minds and spurs motivation, but line managers are all too often the ones doing the praising. Don’t let managers go unrecognised for their significant contributions to the organisation. Holding regular appraisals or reviews can keep managers on track. It can help them to bounce back when times inevitably get difficult. These conversations can open new opportunities and doors previously unnoticed.

This article is provided by Health Assured.

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