The Declining Appeal of Managerial Roles in a Remote and Hybrid World

Declining Appeal of Managerial Roles in a Remote and Hybrid World

In the evolving workplace landscape, managerial roles are becoming increasingly less attractive due to heightened complexities in a post-pandemic world shaped by remote and hybrid working. Managers are grappling with extended work hours, constant interruptions, and the challenge of leading dispersed teams. These factors contribute to rising burnout rates, which not only affect individuals but also the broader organisation.

A survey revealed that 77% of employees have experienced burnout at least once in their current roles, with managers reporting even higher levels of stress. For those in leadership, the stakes are greater—managers are responsible not only for their performance but also for the wellbeing and productivity of their teams. The consequences of manager burnout are significant, as it can lead to demotivation across the workforce, decreased productivity, and higher turnover rates.

The shift to remote work has compounded these challenges. With the expectation of constant availability and the blurring of work-life boundaries, many managers find it difficult to disconnect. Additionally, being physically present in the office on more days than their team—often to provide leadership and direction—places added strain on their workload. These challenges highlight the critical need for organisations to rethink how they support managerial roles in an era dominated by flexibility and digital connectivity.

“When employees experience burnout, we see sick days and reduced productivity, but for managers, it affects the entire team.”

During a recent discussion on the "AFR with Euan Black" programme, Bianca Luck, NSW Director at people2people, shed light on the growing struggles faced by managers today. She emphasised how the pressures of remote leadership and constant connectivity have heightened burnout among leaders.

"Manager burnout is potentially worse for a business," Bianca explained. "When employees experience burnout, we see sick days and reduced productivity, but for managers, it affects the entire team. Their wellbeing can dictate team morale and output." This cascading effect underscores the critical role of leadership in maintaining organisational health.

One significant contributor to manager burnout is the extended workday. “Managers often have longer days, catching up on work after hours due to frequent interruptions during the day,” Bianca noted. This pattern leaves little room for recovery, further exacerbating stress levels.

Remote and hybrid working arrangements, while offering flexibility for employees, have created unique challenges for managers. With team members often working on different schedules, managers find themselves in the office more frequently to lead, coach, and train effectively. As Bianca highlighted, "Visibility remains important for leadership, but it often means more in-office days for managers than their teams."

Bianca also touched on the issue of constant availability in a remote world. "It’s so easy to jump back online after dinner and put in a few hours, but this habit makes it hard to switch off." The "right to disconnect" becomes crucial here, with Bianca advocating for practical strategies like scheduling emails during work hours to reduce after-hours pressure on teams.

Practical Tips to Navigate the Challenges

Addressing the complexities of managerial roles in the remote and hybrid work era requires intentional changes to both organisational policies and individual practices. Here are some strategies to mitigate burnout and improve manager wellbeing:

1. Prioritise Boundaries
   Encourage managers to set clear boundaries around work hours. Providing tools and training on effective time management and communication can empower leaders to maintain these boundaries.
   
   
2. Promote Flexibility for Leaders Too
   While hybrid models often cater to employees, organisations must extend similar flexibility to managers. Allowing them to tailor their in-office schedules can reduce unnecessary stress and improve work-life balance.
   
   
3. Introduce Support Systems
   Implement mentorship programmes, coaching, or peer networks for managers to share challenges and seek guidance. A strong support system can alleviate the sense of isolation many leaders feel.
   
   
4. Adopt Technology to Reduce Workload
   Utilise scheduling and collaboration tools to streamline tasks and reduce interruptions during core work hours. Automating repetitive tasks can also free up time for strategic leadership activities.
   
   
5. Foster a Culture of Wellbeing
   Organisations should champion wellbeing initiatives, including mental health resources and wellness programmes, to support all employees, including leaders.
   
   
6. Encourage the Right to Disconnect
   Lead by example. Senior leadership must model healthy work habits, such as disconnecting after hours, to inspire managers and employees to follow suit.
   
   

By implementing these strategies, organisations can alleviate some of the burdens on managers, enabling them to thrive in their roles and effectively lead their teams.

Embracing Change for a Sustainable Future

Managerial roles remain essential to organisational success, yet the challenges they face must be acknowledged and addressed. As Bianca Luck eloquently stated, "Stress levels are a major concern for managers. Organisations must take proactive steps to ensure their leaders are supported, not overwhelmed."

By rethinking policies, offering targeted support, and fostering a culture that values balance and wellbeing, businesses can transform the managerial experience into one that is sustainable and rewarding.

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In business since 2002 in Australia, NZ, and the United Kingdom, people2people is an award-winning recruitment agency with people at our heart. With over 12 offices, we specialise in accounting and finance, business support, education, executive, government, HR, legal, marketing and digital, property, sales, supply chain, and technology sectors. As the proud recipients of the 2024 Outstanding Large Agency and Excellence in Candidate Care Awards, we are dedicated to helping businesses achieve success through a people-first approach.