Take Care of Your Unicorns

The emphasis on managers supporting their employees' emotional needs is, of course, crucial for building healthy, productive teams. But there is an often-underexplored issue: the support system (or lack thereof) for managers themselves, especially those in mid-level positions. These individuals frequently serve as the linchpin between upper leadership and frontline staff, balancing directives from above with the day-to-day realities of their teams. In many ways, they are both leaders and followers—carrying the weight of organizational expectations while simultaneously managing their own workload and well-being.

Organizations that focus solely on cascading expectations downward—expecting managers to be emotionally intelligent, empathetic, and resilient—without providing the same level of care and resources for managers, run the risk of burnout, disengagement, and high turnover among this crucial group. Mid-level managers are often tasked with interpreting and implementing changes, managing conflicts, and delivering tough messages, all while trying to maintain their own motivation and emotional health.

Supporting managers requires a multi-faceted approach. This could include specialized training in self-care and resilience, peer support groups, or forums for sharing experiences, access to coaching and mentorship, and ensuring regular, honest feedback from leadership. It’s also essential to recognize the emotional labor involved in management and offer resources such as mental health support, realistic workload expectations, and open communication channels with upper leadership.

Ultimately, if organizations want managers to authentically support their teams, they must model that same level of investment and care for their managers. Prioritizing the well-being of mid-level managers not only strengthens the leadership pipeline but also enhances the overall health of the organization. When managers feel supported and valued, they are far better equipped to create positive environments for their teams—making support for managers a strategic imperative, not just a nice-to-have.

As we approach 2026, consider these no-cost to low-cost and simple but impactful approaches.

• Training
• Formal and informal support systems
• Mentors
• Coaches
• Mental wellbeing support
• Balanced and realistic work expectations
• Backup coverage to allow for work-life balance
• Desirable work environment
• Pathways to stress relief
• Don’t always expect perfection
• Don’t let spans of control get out of control
• Schedule flexibility

If you are interested in developing some support strategies for your managers, MRA can help. Contact us to learn more.