Who motivates the motivator?
It’s an interesting question to ponder.
In environments where someone keeps others upbeat and moving forward, who will do the same for them?
For HR leaders, this isn’t a theoretical problem—it’s a daily reality.
Responsible for nurturing their teams’ wellbeing, navigating crises, and setting a supportive tone across the organization, HR leaders often find themselves absorbing the stress and emotions of others.
But who’s looking out for their wellbeing?
In HiBob’s recent webinar, “Wellbeing: Caring for the team who cares for everyone else,” HR and mental health leaders discussed strategies for supporting HR teams who bear the weight of both executive responsibilities and the emotional wellbeing of their workforce.
We heard from the following panel who shared their thoughts on the matter:
- Natalie Homer, Global PR Director, HiBob
- Barbara Matthews, CPO, Remote
- Toby Hough, Senior Director of People & Culture, HiBob
- Gijs Coppens, Healthcare Psychologist & Founder, OpenUp
The challenge of executive loneliness in HR leadership
Burnout and exhaustion are widespread in HR.
In fact, 42 percent of teams struggle under the weight of too many projects and responsibilities.
As Toby Hough puts it, “These are difficult times that we’re living in from conflict to cost of living. And apart from it being a humane issue, of course, it’s also a business issue, and the reality is that it’s often left to HR teams to deal with. That’s a huge responsibility.”
This struggle also resonates higher up the career ladder—with HR leaders, especially those at the executive level, experiencing what’s been coined as executive loneliness.
It’s a common, yet often hidden, struggle for HR leaders who experience isolation due to the nature of their roles. And of course, isolation can have a big impact on mental health and overall wellbeing.
Their roles often require them to present strength and stability for their teams, even when they may be struggling.
“HR teams themselves are under a lot of pressure and are not immune to the effects of stress,” Toby goes on to say. “But who’s there for them?”
This stress and pressure are especially prevalent when handling high-stakes issues such as navigating major crises, managing layoffs, or setting policies that affect people’s lives—all of which can take quite the emotional toll.
As Toby explains, “As an HR leader, I think in many ways we’re running a therapist’s studio. … We shift context probably 15 to 20 times a day, if not more. It’s like when we have just supported a colleague who’s going through something difficult … and then maybe half an hour later we’re going to meet a new starter or interview a candidate—and we have to turn on the lights, bring on the smiles, and thrive in that constantly changing environment.”
Executive loneliness is much more than an internal struggle—it impacts everything from decision-making to emotional energy, and ultimately, job performance.
It’s also why it’s so important for HR professionals to advocate for their wellbeing.
Because when they feel supported, their work thrives, and so does the organization.
Effective ways to support your HR teams
To combat burnout and support HR leaders’ mental health, you can utilize targeted strategies and resources that acknowledge the unique pressures of the role.
Here are some core practices shared during the webinar that can help foster a supportive environment for HR teams.
Encourage HR to set boundaries and prioritize wellbeing
Maintaining a healthy work-life balance is an important part of looking after yourself—and setting boundaries in HR is especially challenging given the “always on” nature of the role.
One solution is to create systems that allow HR teams to work sustainably.
“We ask people to show up to work as their whole selves,” notes Toby. “But we have to recognize that this can bring challenges.” Barbara Matthews agrees, stating, “We have Slack bots that are kind of little nudges that we send to our people every few days to make sure they disconnect, take breaks, or even just take a stretch.”
Barbara goes on to share how she sets boundaries in her working life: “I try to role-model my own balance. I openly share how I split my day. My kids are three, six, and eight, so things are happening at different times. I’m also non-negotiable with my own personal time, like going to the gym … and I normalize not being ashamed of taking time out to do those things.”
Having these boundaries benefits the entire organization. When HR leaders set clear boundaries themselves, they help create a culture where everyone feels more comfortable prioritizing their mental health.
Invest in external support resources
External resources like EAPs, mental health counselors, and crisis intervention services also hold great value.
Having these external resources offers access to specialized mental health support for both team members and HR professionals, allowing HR leaders to handle challenging situations without bearing the full emotional load themselves.
“Many of us in HR are generalists,” Toby notes. “We’re expected to cover a wide range of things. So why should we have to be the qualified psychologist, for example, to help a team member in distress who needs the help? So why don’t we invest in that external expertise?”
By making wellbeing part of the HR team’s strategy, organizations can make sure their people-first approach extends to everyone.
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Build and leverage peer networks
For HR leaders, peer networks—both internal and external—can be invaluable. The collective support of other HR professionals can provide a safe space for people to share challenges, seek advice, and simply feel understood.
Toby underscored the importance of this during the webinar, noting: “A trouble shared is a trouble halved, and I actually believe in that. … As an HR leader, I rely a lot on the confidentiality of my HR peers within the business … I also rely very heavily on some fantastic HR leaders in my wider network where if I am struggling, I don’t know what the answer is, I need to vent, or I just need to talk to somebody – I lean on that network.”
In addition to these informal networks, organizations can also establish regular case reviews or discussion groups where HR professionals can learn from each other and share insights in a confidential environment.
These discussions can help HR leaders feel less isolated and provide a constructive outlet for navigating difficult situations.
Supporting HR leaders supports your organization
In many ways, supporting HR leaders is supporting your entire organization.
By encouraging boundaries, investing in mental health resources, and creating peer networks, organizations can create an environment where HR leaders feel empowered to take care of their wellbeing.
And as a result, better care for their teams.
For a more in-depth look at how organizations can prioritize the mental wellbeing of their HR leaders, watch our full webinar, “Wellbeing: Caring for the team who cares for everyone else.”
Watch the full webinar here.
