In the intricate tapestry of organisational structure, managers act as the crucial thread that weaves together the strategic vision of the senior leaders with the operational fabric of the workforce. Their position, however, is one of precarious balance, teetering between the demands from above and the needs from below, a balance that is critical not only for achieving corporate goals but also for ensuring the health, safety, and wellbeing of employees.
The management conundrum
Managers play a pivotal role – turning strategy into action while supporting teams and meeting targets. The job demands leadership, empathy, and brings its own pressures. When stress builds at the top, it often spreads, affecting team morale and performance.
Since the pandemic, expectations for psychological safety have grown. People want to speak up without fear. Yet many managers still lack the confidence to respond – highlighting a growing gap we can’t afford to ignore.
Catching up is vital, as psychological safety is increasingly linked to physical safety at work. When employees feel safe to speak up, they’re more likely to flag hazards, leading to safer environments. One survey found that those who felt psychologically unsafe were 80% more likely to be injured, while workers discouraged from reporting issues were 2.4 times more likely to get hurt.
This underscores the importance of fostering a workplace environment where employees feel supported and respected, which in turn can lead to safer physical work conditions.
But how many managers truly recognise their role in supporting wellbeing? Many still defer to HR, unaware or uncomfortable with the responsibility. But without embracing it, they risk becoming blockers to progress. Organisations must clearly define this role and equip managers to own it.
Emotional intelligence: the keystone of effective management
Emotional intelligence (EI) is essential for psychological safety. Managers who can recognise and manage emotions—both their own and others’—build more empathetic, effective teams.
Traditional, theory-heavy training often fails to change behaviour. Instead, emotionally engaging, practical experiences help managers apply learning in real situations.
Like learning to drive, EI develops through doing. Knowing how something works isn’t enough—it’s the practice that matters. Managers need hands-on opportunities to apply and reflect on these skills to embed them into everyday leadership.
Experiential learning: a pathway to improvement
Using an experiential learning model, such as that developed by Kolb (1), is a powerful and effective tool, in upskilling managers, where they are immersed in a practical, hands-on experience that challenges them to solve real-world problems and make critical decisions. Through this experiential model, Ripple&Co’s clients have seen managers grow significantly in confidence in taking a human-centric approach and holding supportive conversations – core to the Talkworks approach.
The training uses facilitator-actors to deliver authentic, experiential learning. Managers work through realistic scenarios from their own workplace – observing, giving feedback, and practising conversations in small groups, guided by a facilitator, all within a safe, supportive environment.
When delegates were asked – “To what extent does the following statement reflect how you feel? I feel confident about having a support conversation with a member of my team,” 87.5% of delegates responded, “True of me or Very true of me,” and 100% of delegates responded, “Somewhat true, True of me or Very true of me”.
You can watch an example here:
Conversation is a core tool for managers. A human-centric approach relies on their ability to communicate with empathy and authenticity.
How everyday managerial behaviour shapes the work environment
1. Control and power
Managers hold significant influence over employees’ careers – shaping pay, roles, and even reputations through feedback. The HSE Management Standards highlight just how much managers set the tone for workplace culture.
To use this power well, managers should create environments that offer autonomy within business constraints – like flexible hours, project choice, or development opportunities. Even when final decisions rest with the manager, involving employees and offering choice builds trust, engagement, and a healthier work environment.
2. Influence
Managers are often unintentional role models – closely watched for behaviour, tone, and decisions. Even small mood shifts or throwaway comments can be misread as signals about performance or team stability.
This visibility means managers must be mindful of their actions and the ripple effects. At the same time, the pressure it creates shouldn’t be underestimated.
In today’s complex environment, employees seek not just information, but meaning. A transparent approach—sharing feelings, explaining decisions, and aligning with values—builds trust and confidence.
3. Identity, significance and ripple effect
Work is more than a place. It shapes identity, self-esteem, and purpose. People find meaning through their roles, skills, and achievements, while shared goals create a sense of belonging and community.
The impact of work extends beyond the office or worksite. Research consistently shows that satisfaction and happiness at work can enhance overall life satisfaction, contributing to less stress and more happiness in personal life. The interpersonal relationships we have at work are the main driver of job satisfaction and 86% of that is the relationship with management (2).
Managers shape workplace culture by recognising each employee’s unique contributions and roles beyond work. Fostering inclusion and trust boosts not just workplace wellbeing, but also positively impacts employees’ lives outside of work.
But what about the managers?
Middle management is often seen as one of the most demanding roles in organisations. Tasked with delivering results, enforcing policies, and motivating teams, they carry heavy workloads and high stress levels. While many report job satisfaction, nearly one in four frequently feel overwhelmed—some even regret their roles or consider leaving due to stress.
This group, critical to operational success, faces challenges that affect not just their wellbeing but also their ability to lead and support teams effectively. It highlights the need for support beyond professional development, with a focus on mental health, resilience, and self-care.
Training like Ripple&Co’s Talkworks helps managers build emotional intelligence to better support others—and themselves—by recognising and managing stress, impulses, and anxiety.
Middle managers aren’t just cogs in the machine; they’re the linchpins of thriving organisations, especially in hybrid and remote settings. Valuing and supporting them is essential for long-term resilience.
About the author:
Eileen Donnelly is CEO of Ripple&Co. Over her 20-year career, she has been instrumental in guiding companies towards purpose-driven strategies and cultures, tackling issues from climate change to mental health, culminating in a directorial role at a global FTSE 250 firm. Founding Ripple&Co in 2019, she now partners with giants like Mott MacDonald, NatWest, Cadent Gas and Virgin, championing workforce wellbeing through holistic mental health and wellbeing programmes, to enhance productivity, talent attraction, and retention.
References:
1 – Kolb’s Experiential Learning Cycle, 1984
2 – De Neve, Oxford University 2019
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