There is a deep need to acknowledge that everyone is susceptible to stretches of psychological challenge, and when the boss suffers, everyone suffers.
It is fair to say that pity is tough to muster for those up the pay grade with the privileges and the prime parking spot. But research is showing that those leaders are spent, stressed and suffering. Their influence, though, means their problems are everyone’s.
More than a year ago, Deloitte Canada and LifeWorks Research Group surveyed a large Canadian cohort of 1,200 leaders and found four-fifths of them were fatigued, almost all said their mental health and well-being had declined in the pandemic and half were ready to either pack it in or drastically cut their commitments.
The urgency and uncertainty in those early months hit people differently – as in how soon, how severe, not if but when – and managers were called upon in ways they’d never been. Some, as I sensed it, didn’t take sufficient care of themselves to be the best leaders for others. They didn’t adhere to a leadership principle that you could only be a strong leader if you ensured you were strong, period.
The first step: there is a deep need to suffocate the stigma about mental health and acknowledge that even at the top, sometimes even more at the top, most everyone is susceptible to stretches of psychological challenges. One would think that collaborative survivalism would be self-evident by now, but I talk to many managers who say they feel more distant and distrusting and resentful of their colleagues, so their situations and likely many others remain worrisome and will be difficult to unpack.
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