Psychological Safety in Practice: A Guidebook for Managers
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24
Scenario #3
A manager accepted a promotion that was awarded because the individual possessed
exceptional technical skills and expertise. However, they've never felt comfortable
managing people and it is affecting their mental health. They are under tremendous
stress and feel burned out and the manager knows the team is noticing. However,
the manager isn't sure how leaders will respond if they share how they're feeling,
and fears that the team will consider them weak if they catch wind of this. What tips
would you provide to this manager to help them navigate the situation and protect
their mental health?
Milena Braticevic
"Adopt a growth mindset and be compassionate with yourself"
In the process of professional development, it is common to find ourselves in new roles
where we need to learn new skills. The manager doesn't yet feel comfortable managing
people, and the added pressure of such a complex task can be overwhelming.
In this situation, it would be useful for them to reflect if they have a fixed mindset –
do they believe that their abilities are fixed, and that they are simply not good at
managing people? Believing their abilities are fixed can increase rumination and
worry about setbacks, thereby increasing anxiety and risk of burnout.
With a growth mindset, the manager will have more compassion for themselves
and allow time to learn new management skills.
Seeing oneself as someone who is going through a process of development and
change can help take the pressure off and reduce worry about being judged.
Instead of looking at the team and leadership as adversaries, the manager can
try to see them as collaborators, and ask for the necessary support during the
transitional process.
If possible, the manager should seek a mentor, someone who has experience
in managing people.
Also, becoming aware of their thoughts and emotions, and managing the tendency
to worry about what other people think, can become a valuable skill at this time.
