Managers are an essential part of organisations, responsible for leading teams, making critical decisions, and driving initiatives. They are critical to getting the job done. But did you know that managers are more likely to be in a relationship, have children, and own a home compared to the general population? In this article, I’ll explore how the profile of managers impacts their well-being and productivity and how “Personae Productivity” can help them.

Let’s start with the Relationship Status

According to data from the U.S. Bureau of Labor Statistics (BLS), as of 2020, 62% of managers were married. This percentage is higher than the overall percentage of married adults in the U.S., which was 50.5% in 2019 according to the U.S. Census Bureau.

Interestingly, the percentage of married managers varies depending on the industry. For example, in the healthcare and social assistance industry, 71% of managers were married, while in the accommodation and food services industry, only 52% of managers were married. The survey conducted by BetterHelp in 2020 found that a majority of respondents reported that relationship issues were a significant source of stress in their lives. Specifically, 60% of the 2,000 respondents indicated that their relationships were causing stress. This was the second most commonly reported source of stress, following work-related stress.

What about Children?

The BLS data also provides insights into the percentage of managers with children. As of 2020, 58% of managers had children under the age of 18. This percentage is also higher than the overall percentage of adults with children under 18, which was 48.2% in 2019 according to the U.S. Census Bureau. Like marital status, the percentage of managers with children varies depending on the industry. In the education services industry, 69% of managers had children under 18, while in the information industry, only 44% of managers had children under 18. A study by the American Psychological Association found that 75% of parents reported experiencing moderate to high levels of stress in the past month, compared to 63% of individuals without children.

Finally, Homeownership.

A 2020 survey by LinkedIn found that 74% of managers own a home. Of those who do not currently own a home, 45% said they plan to buy within the next five years. The LinkedIn survey also found that among managers who do own a home, the majority (62%) have a mortgage, while 23% own their home outright and 15% are renting their home.

Again, homeownership rates among managers vary depending on the industry. In the finance and insurance industry, 83% of managers own a home, while in the retail industry, only 62% of managers own a home. A survey by the National Association of Home Builders found that 81% of home buyers reported that the process of finding and buying a home was stressful and LendingTree found that 67% of homeowners said that they experienced stress related to home maintenance and repairs. And the study published in 1994, by the Journal of Family and Economic Issues found that mortgage debt was significantly related to psychological distress among homeowners.

In summary, managers who tend to be in a relationship, have children and own a home at higher rates than the general population, cumulate many critical work and life stressors.

Personal life stressors such as relationship requirements, financial commitments, and family logistics require a lot of time and energy for one to deal with and certainly add to the pressure already experienced at work. According to a survey conducted by the American Psychological Association, 61% of workers reported that workplace stress had a negative impact on their personal lives, and 39% said that personal stress had a negative impact on their work performance. These statistics highlight the significant impact that personal life stressors can have on employees’ well-being and job performance, including contributing to burnout.

Unfortunately, many managers don’t feel comfortable discussing their stress with their supervisors. The Journal of Occupational Health Psychology examined the relationship between managerial status and disclosure of mental health symptoms to supervisors. Specifically, managers were less likely to disclose symptoms of depression, anxiety, and stress, and were less likely to seek help for these symptoms. The study also found that fear of negative consequences, such as being stigmatized or being seen as weak or incompetent, was a significant barrier to disclosure for both managers and non-managerial employees.

The statistics are clear. Managers will more likely than not experience stress and anxiety, by the simple fact that they cumulate all the main “stressors”. Deloitte’s study revealed that 77% of managers have experienced “burnout” in their job.

Introducing “Personae Productivity”.

“Personae,” is used to refer to the different roles, characters, or identities that a person will assume: such as a parent, an employee, a friend, and a football or opera fanatic, each with its own set of behaviors, attitudes, requirements, and expectations.

What do I mean by “productivity” in that context? The basic definition is to get more output from every hour available or in other words to be able to do more in a lesser amount of time.

Now, the concept of productivity has been totally hijacked by the business world and has become almost toxic in the private sphere, when in fact it could/ should apply to all aspects of life.

Personae Productivity is about more work and more conversations. But Personae Productivity also means more gym time, more romantic dinners with your partner, more time for yourself, more time with the kids, and more activities with your friends…With one simple objective: to be the best of who you are and who you want to be.

In conclusion, understanding that managers have unique characteristics is crucial for improving their productivity and overall well-being. The concept of “Personae Productivity” highlights the importance of balancing work and personal life to achieve the best version of oneself. By taking into account these factors, organisations can better support their managers, leading to increased productivity, reduced burnout, and improved job satisfaction. It is important to recognise that productivity should not be limited to the workplace but should apply to all aspects of life.