Leadership as a pillar of mental well-being
Teams and their managers sometimes lack a workable, common language for discussing well-being. HR processes often exist but are not applied consistently, due to a shortage of skills or confidence. How can a manager focus on results and their people’s well-being at the same time?
“In today’s job market, you cannot afford to engage in unsafe or authoritarian leadership.” These are the words of Miet Leijssen, psychosocial prevention advisor at Mensura.
“The key is to adopt a friendly yet business-like approach: human and engaged, while clearly stating the desired direction, results and agreements. It’s not a soft option. It constitutes professional leadership, which influences behaviour and choices, increases psychological safety and results in gains for a business.”
Together with An Janssens, Managing Partner at The Tipping Point, Miet outlines leadership pathways. The Tipping Point teaches basic leadership skills (providing direction, feedback, a coaching leadership style, performance-related discussions, priorities, team dynamics) and Mensura enhances well-being skills (picking up on signs of stress, conducting friendly yet business-like discussions, psychological safety, absenteeism and reintegration processes and referrals).
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Leadership = creating psychological safety
“Managers are the first point of contact and bear responsibility for a safe environment that provides motivation and in which well-being can be discussed,” An clarifies. “To achieve this, effective HR processes are crucial: related to absenteeism, reintegration, picking up on signs of stress in a timely manner, encouraging resilience, and establishing clear channels for referral to HR, persons of trust, the psychosocial prevention advisor or external support, such as coaching.”
Miet: “The way in which a manager responds to that initial contact is crucial. If it is handled badly - such as by trivialising, judging or communicating in an unsafe manner - it erodes trust and damages your connection. The consequences are more serious than you might think: demotivated employees, increased absenteeism and even employees leaving the organisation.”
What skills should all managers possess?
Miet: “The basic skills of a ‘friendly yet business-like’ leadership style. Examples include picking up on signs that something is wrong, engaging in psychologically safe conversation, and knowing when and how to refer people. As well as providing guidance in the case of absenteeism and reintegration, and promoting resilience.
To achieve this, a manager needs to create an environment of psychological safety, in which mistakes and concerns can be discussed. At the same time, you need to ensure clear goals and direction by managing expectations and providing feedback.
Lastly, self-care is an important aspect and one that is often overlooked. A manager must also safeguard their own boundaries and not try and solve everything alone.”
Can anyone learn how to become a good manager?
An: “Yes, but there are two conditions. The first is motivation and a willingness to learn. That requires courage and self-reflection. You must be willing to invest in behaviour, conversational techniques and process competences. The second is the right context and support. By this we mean clear frameworks, HR processes and a learning pathway that teaches and practices practical skills.
You can learn how to become a good manager; most people are not born with these skills. With proper guidance, any manager can develop a friendly, business-like leadership style that combines safety, motivation and results.”
Quickly and effectively picking up on needs
How does a manager keep all the balls in the air?
Miet: “A manager does not have to be a psychologist or a technical all-rounder. It is a misconception that managers also have to be experts in all their team’s jobs. They don’t! Managers make a difference by quickly and effectively picking up on what an employee needs and providing the right support, rather than taking on all the roles themselves.”
An: “Miet already stressed the importance of a friendly, business-like approach. Combine human proximity with clear goals, agreements and follow-up. Also ensure a rhythm and set priorities: focus on core tasks and schedule fixed moments of well-being. Think about closing the learning loop too: reflect on discussions, ask for feedback and use coaching or peer review.”
What are the risks if you do not commit to coaching or training for managers?
Miet: “Loss of trust after the initial contact, which can lead to demotivation, increased absenteeism or even employees leaving the organisation. Also think about employees struggling but going unnoticed: signals are not picked up, problems escalate and costs mount.”
An: “In an authoritarian or unsafe work environment, you also see that innovation and discretion decline, and mistakes are not picked up. Managers are also at risk of being overloaded. By trying to solve too many things themselves, they contribute to a culture of constantly putting out fires and can end up exhausted. Our training course prevents this by helping managers acquire skills and process certainty to sustainably combine well-being with results.”