MANAGERS DON’T HAVE MENTAL HEALTH PROBLEMS… RIGHT?
I don’t think anybody would really believe that.
Yet, somehow, the topic remains a kind of taboo in the world of managers.
I was reminded of this recently when I read that it was World Mental Health Day. These days, it seems there’s a day for almost everything — but this one deserves far more than a single day of attention. Mental health challenges are growing, not only among leaders but also among professionals and especially the younger generation.
What are we talking about when we talk about mental health?
Mental health is not just about depression or burnout. It’s about how we think, feel, and cope with life’s pressures — from stress and fatigue to anxiety, loneliness, and self-doubt. There are many degrees of it, from mild restlessness to severe breakdowns. And somewhere in that spectrum, most of us find ourselves at some point.
When I lectured at Rotterdam University, I noticed how much students were struggling. They wanted to do everything — work, travel, study, socialize, volunteer. And on top of that came the pressure from parents, expectations to “become someone,” and of course, the endless mirror of social media showing a reality that doesn’t exist.
No wonder they were tired, anxious, and lost.
Managers are no different
Managing can be a hell of a job. The pressure to perform, the long hours, the targets, the responsibility for others — it adds up. And when you finally get home, you want peace. But life continues: children need attention, relationships need energy, and the phone doesn’t stop buzzing. Add to that your own inner noise — Am I good enough? Will I get that promotion? Is this still what I want? — and it’s easy to see how cracks appear.
For a long time, these cracks were simply ignored.
When I started as a manager — even earlier, in the army — mental health wasn’t a topic. It existed, of course, but it was brushed aside. If you felt down, people said, “Get some sleep,” or “Don’t be soft.” You kept working, harder and longer, because that’s what strength was supposed to look like. I did the same — and I can tell you, it’s not a sustainable solution.
The quiet crisis
Over the years, the issue became impossible to ignore. Rising cases of burnout, depression, substance abuse, and people simply quitting their jobs — all symptoms of something deeper. Yet in management circles, it’s still a silent crisis.
Part of the problem is the same old belief that “a good manager knows everything, never cracks, never doubts.” But managers are human, too. Strong, yes — but not invincible.
Today, most HR departments recognize that mental health is one of the top challenges in the workplace. Many organizations invest in wellness programs and flexible work structures. But let’s be honest — the responsibility for mental health lies primarily with the individual.
What is the company’s responsibility, however, is not to make things worse — not to create unnecessary stress, confusion, or pressure. The same goes for managers: you’re responsible for your team’s well-being, including your own.
Breaking the taboo
The first step is awareness.
Talk about it. Normalize it. Ask your team how they’re doing — and mean it. Check in with yourself as well.
Small conversations can prevent big breakdowns.
Solutions don’t always need to be complicated. Mindfulness, walking, breathing, even simple reflection can help. But the real turning point comes when you understand where your stress comes from — what triggers you, what drains your energy, what “poison” affects your mind. If you don’t know the cause, you can’t find the cure.
Doing the job well helps, too
Interestingly, many mental health challenges at work come not only from external pressure but from uncertainty — not knowing exactly how to do the job you’ve been promoted into. Many managers are thrown into leadership roles without proper preparation or support. That lack of clarity creates stress and undermines confidence.
That’s where training and development make a real difference.
At Okavango Leadership Academy, our personal leadership and management programs are designed to help managers understand themselves better, master their responsibilities, and build confidence in their roles. When you know whatyou’re doing and why, peace of mind follows naturally.
Final thought
Ignoring mental health doesn’t make it go away. Whether you’re a manager or not, it can slowly erode everything you’ve worked for — your career, relationships, even your joy in life.
So, let’s stop pretending that managers don’t have mental health problems.
They do. You do. We all do.
The difference is whether we dare to talk about it — and do something before it’s too late.
