The managerial role is a meaningful and stimulating assignment. But behind the role lies a day-to-day reality that, for many, is characterised by high demands, a heavy sense of responsibility, and difficulty finding time to do everything that is expected. It is easy to talk about a manager’s leadership — more difficult is talking about the manager’s own work environment.
Falck's new report on managers' work environment (in Swedish) shows that nine out of ten managers are motivated. They want to do a good job and make use of their skills. At the same time, many feel stressed and that there simply is not enough time. For example, one in four managers says they never, rarely, or sometimes manage to complete their work tasks.
It is not unusual for systematic work environment management to focus mainly on employees. The manager becomes the one who is expected to carry the responsibility, follow up, provide support, and drive the business forward. At the same time, there is a great need for support, feedback, and reasonable conditions.
“When it comes to the work environment, we focus on employees and forget that managers are also a group that deserves a good work environment,” says Lena-Karin Allinger, organisational consultant at Falck.
When we talk about managers’ conditions, we must relate this to what the organisational and structural conditions look like.
Always Connected, Never Finished
The idea that many managers feel they do not have enough time to complete their tasks becomes problematic in the long run. For many, the solution is to keep working in the evenings and on weekends, creating a workday that rarely ends.
“When the pace is too high for too long and you feel that you cannot keep up, your ability to think long term, stay one step ahead, and be present in your leadership is affected. As a manager, you become reactive and defensive rather than proactive,” says Lars-Johan Bastås, organisational consultant at Falck.
The manager’s role has changed over time. In general, managers now have a heavier administrative workload, with more systems to handle. In many operations, employee groups are also very large. That makes the role difficult to manage.
“If you have a work group with too many employees, it becomes very difficult to be the present manager that both the organisation and the employees expect,” says Lena-Karin.
The manager’s conditions are crucial for leadership
An important point Lena-Karin raises is the need to distinguish between the manager’s work environment and the manager’s leadership. When a manager struggles to keep up or sustain the pace over time, it is easy to interpret this as an individual problem.
Instead, it is important to ask questions such as: How many employees is the manager responsible for? What support does the direct manager provide? Is there a clear mandate, clear roles, and relief when needed?
“When we talk about managers’ conditions, we must relate this to what the organisational and structural conditions look like.”
The practical conditions may need to be reviewed. The number of employees, administrative workload, and support from management and HR all have a major impact on how the manager’s work environment actually functions in everyday life. A manager who is given reasonable conditions can be the manager who creates security, direction, and peace of mind for others.
How the manager can get the right support
What makes the biggest difference is when the manager’s work environment becomes a natural part of the systematic work environment management process. It is important that managers do not have to build their own support. There needs to be forums, follow-up, and clear processes that identify overload in time.
It is equally important to create contexts where managers can meet each other. Peer networks, group supervision, and the exchange of experience can reduce loneliness in the role and provide support in everyday work.
“It is invaluable for managers to talk to one another, especially managers at the same level. Sharing everyday experiences with others in similar situations reduces stress and strain.”
Three tips for working more with the manager’s work environment
1. Build the manager’s work environment into work environment management Create regular forums, clear follow-ups, and routines that ensure managers are identified just as systematically as other groups.
2. Give managers opportunities to meet Peer networks and the exchange of experience can reduce loneliness in the role and make it easier to handle everyday challenges.
3. Review the practical conditions Make sure workload, administration, staffing, and support from management and HR are reasonable – otherwise it will be difficult to sustain over time.
