Research shows that managers have a bigger impact on employee mental health than doctors or therapists. In fact, three out of five workers globally say their job affects their mental health more than anything else in their lives.
Given this level of influence, you’d expect leadership development to be a core strategic investment at every organization. Yet, most companies are still promoting managers based on technical skills, not leadership ability—and offering training that’s outdated, incomplete, or ineffective.
Jason Lauritsen is a training partner at ExecuThrive and a nationally recognized expert in employee engagement. Jason facilitates leadership development programs for our customers that help them build stronger teams through connection, clarity, and trust. I recently sat down with him to explore what most companies are getting wrong—and how to design leadership training that actually works.
The Missing Link in Manager Development
In our conversation, Jason pointed out a fundamental disconnect: “Most organizations have designed work to use up people and replace them when they burn out.”
It’s a model that prizes short-term output over long-term engagement, even though the cost of burnout is well-documented.
The companies that are winning—on retention, engagement, and culture—aren’t offering flashy perks. They’re investing in relationships.
Management Isn’t Part of the Job. It Is the Job.
Too often, people are promoted to leadership because they were great at their technical craft—sales, coding, operations—not because they were ready to manage humans.
“We have to start treating management like a profession,” Jason emphasized. “When you move into leadership, it’s not part of the job. It is the job.”
And that means teaching managers skills that were never part of their original training—starting with emotional intelligence, communication, and wellbeing modeling.
Modeling Matters
Leaders also need to model the wellbeing practices they want to see. “You can’t say you support work-life balance, then answer emails at midnight,” Jason said.
Taking care of yourself isn’t just good for you—it’s a leadership act that gives others permission to do the same.
The 4 Skills Every Manager Needs
According to Jason, effective leadership can be taught. But it requires focusing on a different set of skills than most companies emphasize today. Here’s where he says organizations should start:
- Effective 1:1 Meetings
“The most important tool a manager has is the 1:1 meeting,” Jason said. But not just any 1:1. Effective check-ins are less about status updates and more about connection. “The goal is for the manager to walk away understanding the whole person—and for the employee to feel truly seen and heard.” - Active Listening
True active listening isn’t just nodding along. It’s the ability to be fully present, pick up on what’s said (and unsaid), and respond in a way that builds trust. Jason’s advice: If you aren’t sure you’re great at this skill, it’s the first one to prioritize. - Crystal Clear Expectations
Vagueness breeds stress. Clear expectations allow employees to know exactly what success looks like—and to set healthy boundaries around their work. - Effective Feedback
Feedback should be actionable, timely, and delivered in a way that lowers defenses rather than triggers them. Leaders who master this skill build stronger, more resilient teams over time.
“Employees experience work as a relationship,” Jason said. “The better the relationship feels, the more likely I am to perform, be happy, and stay.”
ExecuThrive believes that even the best leaders cannot be effective if they are not taking care of their own well-being. Our comprehensive suite of offerings range from action-oriented leadership trainings to customized executive well-being supports. To learn more about our differentiated approach and offering, please reach out to me at sara.martin@joinexecuthive.com
