Gyre Renwick, President & COO at Modern Health.
The way we work—and how we experience work—has changed dramatically over the past five years. From political instability to economic uncertainty, employees are dealing with more external pressures than ever before—and they’re bringing those stressors with them into the workplace.
In a survey by my company, 71% of U.S. employees say global political tensions are making it harder to foster workplace culture, and 74% believe global political uncertainty is fueling burnout at work.
In today’s hyper-connected world, headline after headline about an economic downturn, rising prices and global instability seeps into the workplace, shaping employee morale, workplace culture and even job performance. Of those surveyed, 96% report paying close attention to global political and economic turmoil. What was once just background noise is now actively reshaping the way employees experience work.
Managers Face Expanding Roles
Nowhere is the pressure more acute than on today’s managers. According to the same survey, a staggering 77% say their roles are harder now than ever before. The scope of managerial responsibility has widened dramatically—managers are expected to lead with empathy, drive performance, manage change, and support employee well-being, all while keeping day-to-day operations running smoothly.
The emotional labor is especially taxing. Another survey found that 60% of managers report a rising expectation to address their employees’ mental health needs—a responsibility they haven’t necessarily been trained for. Productivity and innovation demands keep rising, just as pressure grows to support and retain teams, but without the right tools, training and support, it is simply not sustainable.
We’re seeing an important shift: It’s no longer just employees expecting leaders to prioritize mental health—managers themselves are recognizing the critical role they play in supporting it. But I think this marks real progress, signaling that mental health is becoming an integrated part of leadership, not just an employee expectation.
Tomorrow’s Leaders Don’t Want The Job
If today’s leaders are burning out and tomorrow’s leaders don’t want the job, we’re facing a crisis of leadership. When the majority of employees say they don’t want to be part of future leadership, it’s a red flag.
The problem isn’t a shortage of talent; it’s that leadership roles have become increasingly complex, and many organizations aren’t evolving quickly enough to support those stepping into them. Today’s leaders are expected to be visionaries, coaches, culture carriers and mental health allies—all while delivering results in a fast-changing landscape. Without the right support, that expectation becomes unsustainable.
This leadership crisis presents a significant risk for organizations. Without strong, adaptable leadership, it’s difficult to navigate the rapid changes in the business world, manage a diverse and dynamic workforce and meet the evolving needs of customers and stakeholders.
Addressing this growing gap will require a shift in how organizations approach leadership development— prioritizing emotional intelligence, supporting mental health and adapting to new work structures. It also means creating environments where leaders can thrive without burning out, ensuring they have the tools and support they need to succeed.
Managers Need Mental Health Training Now
When it comes to providing mental health support, companies can no longer afford to assume that managers will “figure it out” on their own. They need coaching and resources to equip them for mental health conversations; clear boundaries around their role in supporting employees; and their own access to mental health support.
But despite the growing pressure to provide mental health support, only 23% of managers feel equipped to do so. Asking managers to provide emotional support and create psychologically safe spaces for their teams—without any formal training—isn’t just unfair, it’s unsustainable.
Last year, Goldman Sachs began mandating mental health training for managers. Trainings like these equip leaders to recognize early signs of burnout and stress. According to another report from my company, “They don’t need to be therapists, but they do need to know when and how to guide employees to support.”
Beyond awareness training, employers also need to invest in mental health coaching for managers. When leaders take care of their own mental health, they’re better positioned to support their teams—and they set a powerful example. Modeling vulnerability and positive mental health behaviors sends a clear message: it’s okay to ask for help. That kind of leadership not only fosters psychological safety but creates a culture where mental health is seen as a strength, not a stigma.
Shifting Workplace Culture From Survival Mode To Sustainability
Workplace mental health support can’t remain a reactive solution to crises—it must become a proactive, everyday part of how organizations care for their people.
To do this, employers must embed mental health into everyday workplace culture. Encourage employees to prioritize well-being the same way they prioritize deadlines. Normalize taking time for self-care before burnout hits. Support should also be diverse and accessible.
While therapy is valuable for those with clinical needs, it isn’t the only path. Coaching, digital tools, peer groups and self-guided resources offer flexible ways to meet employees where they are—encouraging a more proactive approach to mental health that can stop sub-clinical concerns from escalating and stem the mental health crisis before it begins.
The message is clear: Organizations that fail to create a culture of genuine mental health support will lose their top talent—and future leaders—to employers that do. But those who take action to create workplaces that attract, support and retain a resilient workforce can thrive in the future of work—with stronger teams, deeper trust and a lasting competitive edge.
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