HRBPs and Managers: the unsung heroes of the corporate world

Witnessing the Emotional Toll on First Responders – what can we learn?

At a Stress Management training for EMTs, 911 operators, emergency room nurses, I learned how these workers process the emotional stress that accrues after repeatedly responding to critical incidents. Being in a continual emergency response state as they help people navigate injury and death, take a toll on their physical and emotional wellbeing.

On top of dealing with tragedy, their work environments are fast-paced and high-stress. EMTs shared the pressure of making quotas and navigating conflict with management. 911 operators described the constant pressure to move quickly from call to call, with alarms blaring and understaffing adding to the strain. 

The Parallel Pressures Faced by Managers

As I listened to their stories, I couldn't help but think about the managers, leaders and HR folks I work with. Many face similar fast-paced environments with tremendous pressure to produce and perform. In addition to being responsible for goal setting, defining vision, and keeping performance on track, managers are often the first stop for their reports when things are challenging.

First responders aren't the only ones navigating life's emergencies. Today's managers & HRBPs are increasingly filling the role of "corporate first responders," coaching individuals and teams through the emotional aftermath of layoffs, reorgs, uncertain economies and personal crisis.

While managers don't usually support their reports with trauma per se, they are often coaching them through distress. When there's a conflict, struggle, or crisis, managers and HRBPs are the first line of support, resolution, or escalation – making them the unsung heroes of the corporate world.

Are Managers Equipped for This Emotional Role?

Most manager and HR training focuses on the legal, technical, and performance aspects of management. However, in today's environment, employees are dealing with distressing pressures. Layoffs, reorgs, and demanding market competition can feel overwhelming and even threatening, leading to declines in performance, well-being, trust, and morale.

Time to Prioritize Manager Well-being and Equip Them for Emotional Support

2024 is the year to equip leaders, managers, and HR business partners with the necessary skills and resources to handle employee distress effectively. By prioritizing HRBP and manager well-being and equipping them to handle employee distress, we can create a more resilient and thriving workplace for everyone.

HRBPs and Managers — what has been the most challenging employee support situation you have been in over the last 18 months?

Little Owl Can Help

Little Owl is dedicated to building more human workplaces. We offer customized leadership and employee development programs that can help your organization equip its managers for the emotional challenges of today's world. Visit our website to learn more: littleowlconsulting.com