In the world of management, we often hear that it’s our job to “look after the team.” Managers are seen as pillars of support and guidance, responsible for creating a stable, thriving work environment. But the reality of leadership, particularly in high-pressure roles, is that it’s as mentally and emotionally demanding as it is rewarding. Managers are not just tasked with the growth and well-being of their team members but with maintaining their own balance and mental health, a responsibility that often remains hidden and, unfortunately, taboo.
The truth is that managing others successfully requires a deeper level of self-awareness and self-leadership. Without understanding and caring for our own mental well-being, we risk burnout, poor decision-making, and a compromised ability to support our teams effectively. It’s time to bring mental health into the conversation about leadership, not as an afterthought but as a core component of what it means to be a great manager.
Why self-awareness matters
Self-awareness is the foundation of effective leadership. It allows us to recognize our strengths, limitations, and emotional triggers. This understanding is essential for managers, especially those operating in demanding environments like managing a lodge, working on an oil rig, or leading a military mission. In such roles, you may be required to work nonstop for weeks or even months, balancing customer demands, operational pressures, and team issues. Self-awareness helps you understand when stress is building up and when you are reaching your limits.
Being self-aware doesn’t mean you always have to slow down or step back, but it does mean recognizing the signs of mental strain. When we ignore these signs, we risk making decisions from a place of stress rather than clarity, which can negatively impact both our own well-being and our team’s morale. A self-aware leader is better able to manage their emotions, adapt their responses, and make thoughtful decisions, even in high-stress situations. Importantly, self-awareness allows us to be honest with ourselves about when we need rest and when we may benefit from support.
The role of self-leadership in mental health
Self-leadership is the next step after self-awareness. It’s about taking active steps to care for our mental, emotional, and physical health, modelling the same resilience and responsibility we want to see in our teams. Self-leadership means setting boundaries, recognizing when you need downtime, and developing routines that support well-being. For managers in intense environments, this can be challenging, but it’s critical.
When we embrace self-leadership, we are actively choosing to manage our lives and careers in a way that balances our roles with our personal needs. This might mean carving out short but effective breaks, prioritizing sleep even in demanding work cycles, or engaging in activities that recharge our minds and spirits. Self-leadership is about taking responsibility for our own mental health rather than waiting for a crisis. By investing in our own resilience, we are better equipped to support our teams during their own challenges.
The stigma around mental health and leadership
Unfortunately, mental health often remains a taboo topic in leadership. Many managers feel pressured to constantly “be there” for their teams, showing strength and stability at all times. This expectation, however, can lead to an unspoken but damaging culture where leaders feel they must ignore their own mental health. The stigma around discussing mental well-being at the management level perpetuates a myth that leaders are somehow “above” these struggles, when in fact, they are just as human as those they lead.
Breaking this stigma requires openness, both with ourselves and within our teams. When leaders talk about mental health, self-care, and the importance of balance, it sends a powerful message to the organization: that prioritizing well-being is not a weakness but a strength. By acknowledging and addressing our own mental health needs, we encourage our teams to do the same.
Creating a sustainable leadership approach
Leading a team successfully is not just about managing people and tasks; it’s about cultivating a healthy work environment where both leaders and team members can thrive. This begins with recognizing that mental health is not just a personal issue but a leadership responsibility. By practicing self-awareness and self-leadership, managers can set a powerful example for their teams.
Here are a few practical steps for managers to promote their own mental well-being and demonstrate a healthy approach to leadership:
- Regular self-check-ins: Take time to assess how you are feeling mentally and physically. Are you experiencing signs of stress, fatigue, or burnout? Are you aware of what is causing these feelings? Self-reflection allows you to catch issues before they escalate.
- Set boundaries: Define what you need to recharge. This might mean creating clear start and end times for your workday, even in environments that are on-call, and respecting your own need for rest and personal time.
- Practice delegation and trust: Realize that you don’t have to carry every responsibility alone. Trust your team, and delegate tasks to distribute the workload. This not only eases your burden but empowers your team members, promoting their own growth.
- Engage in open conversations: Share your own experiences with mental health, if appropriate. Being open about the pressures of leadership can create a more understanding and supportive workplace culture.
- Invest in personal growth: Continue building self-awareness and self-leadership skills. Seek out training or resources that help you become more resilient, reflective, and mindful.
- Know when to seek help: Just as you would encourage a team member to seek support, don’t hesitate to seek help yourself. Whether it’s through a mentor, a counsellor, or trusted peers, reaching out can be a powerful way to maintain your mental health.
Conclusion: leading by example
When managers prioritize their mental health through self-awareness and self-leadership, they create a ripple effect within their teams. By breaking the taboo around mental healthcare, they create a culture where well-being is respected and valued at every level. In high-demand roles, maintaining this balance can be challenging, but it’s an investment in both personal and team resilience.
Mental health is not a luxury, it’s a necessity for sustainable leadership. It’s time to recognize that managing well includes managing ourselves well. When we lead by example, we create a stronger, healthier workplace, where everyone feels empowered to bring their best selves to the table. By practicing self-awareness and self-leadership, managers can show that caring for oneself is an essential part of caring for others.
Peter Henssen began his leadership journey in the army, where his skills were honed through rigorous training and hands-on experience. Rising through the ranks as a sergeant, he not only led but also trained the next generation of leaders. Transitioning to corporate roles, he advanced through executive development programs and held various management positions before realizing his values aligned more with consulting and entrepreneurship.
Today, Peter focuses on leadership coaching, training, and consulting, with a core belief that leadership is about understanding people—recognizing that while all humans are equal, they are not the same. His blog draws from personal experience, insights from other leaders, and thorough research.
