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Train your managers to promote health and well-being

Managers and supervisors who work directly with employees are key to implementing and sustaining policies and procedures and creating a supportive environment.

APA Style leaf logo Cite This Article in APA Style
American Psychological Association. (2024, May 16). Train your managers to promote health and well-being. https://www.apa.org/topics/healthy-workplaces/mental-health/train-managers

older White female manager shaking hands with younger Black male colleague

Managers and supervisors who work directly with employees are key to implementing and sustaining policies and procedures and creating a generally supportive environment. Teaching supervisors how to support employees and recognize the signs of stress and mental health issues helps reduce turnover and absenteeism.

Why this matters to leaders

  • Midlevel managers are often the gatekeepers of employee well-being—they determine whether employees can actually utilize the benefits and resources your organization offers. Without their buy-in, these opportunities are moot for many staff.
  • Educating managers in respecting work-life harmony—essentially, why it’s important for them to view their employees as whole people with complex lives—can help employees better manage their work and life responsibilities and goals and improve job performance and employee satisfaction.
  • Equity, diversity, and inclusion trainings are also connected to supporting employee mental health. They require leaders and managers to understand and carry out their organizations' inclusive policies and practices, welcome diverse points of view, and foster a psychologically safe workplace.

What the research says

Approaches to consider

  • Consider training your managers in skill sets that support mental health and positive relationships.
  • Create a welcoming and safe work climate that builds trust among leadership and employees, contributes to job satisfaction, and helps minimize job-related stress.
  • Coach managers and supervisors to understand the range of health benefits and programs and to nurture their employees to access those resources. 

Acknowledgments

APA gratefully acknowledges the following contributors to this content.

  • Tammy D. Allen, PhD, professor of industrial and organizational psychology at the University of South Florida
  • Christopher J. L. Cunninghamopens in new window, PhD, professor of industrial-organizational and occupational health psychology at University of Tennessee at Chattanooga
  • Gwenith G. Fisher, PhD, associate professor of occupational health psychology at Colorado State University
  • Leslie Hammeropens in new window, PhD, professor of occupational health psychology at Oregon Health & Science University and codirector of the Oregon Healthy Workforce Center
  • Jeff McHenry, PhD, principal at Rainier Leadership Solutions and faculty member at USC Bovard College
  • Jon Metzler, PhD, director of human performance at Arlington, Virginia-based Magellan Federal
  • Fred Oswald, PhDopens in new window, professor of industrial and organizational psychology, Organization and Workforce Laboratory, Rice University
  • Dennis P. Stolle, JD, PhD, senior director of APA’s Office of Applied Psychology
  • Ryan Warneropens in new window, PhD, founder and chief executive officer of RC Warner Consulting in Albuquerque, New Mexico

CEOs Advancing Health Equity is a group of executives from some of the nation’s largest nongovernmental, nonprofit organizations who joined forces during the Covid-19 pandemic to improve health equity, with a focus on vaccines and mental health in the workplace.

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