In any company, especially in tech, there is a silent role that keeps teams cohesive, safe, and functional: the people who lead others. These are the People Managers (PMs), and they play a crucial, often invisible role: taking care of those who make the work happen.
They are the ones we turn to for guidance, emotional balance, conflict resolution, and connection to company culture. But there is a question that is rarely asked: who takes care of these caregivers?
WHAT YOU’LL FIND IN THIS ARTICLE:
– The often-invisible impact of People Managers – Discover why their role is key to team well-being, cohesion, and culture.
– How caring for others affects those who lead – Understand the emotional demands of supporting teams, and why this work deserves more recognition.
– Ways to support People Managers effectively – Explore practical strategies to create safe spaces, set healthy boundaries, and protect their mental health.
The Invisible Role of Those Who Keep Culture Alive
In the complex environments of IT consultancies, PMs play a key role. They are usually the first to respond to emotional needs within the company. They mediate conflicts, support processes, balance expectations across departments, and create psychological safety. This requires them to be emotionally available for everyone, handle frustrations without showing fatigue, act as the bridge between technical teams and the business even when disagreements arise, and ensure that culture remains alive, even in times of pressure and change.
The Emotional Impact of Constant Care
Important studies, such as the State of the Global Workplace report by Gallup (2023), show that continuous emotional support, often without proper recognition, can have serious impacts.
PMs may experience empathy fatigue. This is the difficulty of staying emotionally engaged over time. They may feel guilty for not being able to help everyone. They can also feel isolated when their emotional efforts are not valued by leadership. Often, they feel invisible because the results of their work are hard to measure. All of this can lead to a type of burnout called “second-line burnout,” which occurs not because of direct work, but due to the constant support of others.
Moreover, PMs face even greater challenges in technical contexts, where their role may be seen merely as support rather than a strategic part of the business. This limited perception, combined with high consultant turnover, generates frustration and a constant sense of failure in talent retention. Additionally, the fast pace of projects makes it difficult to implement truly effective well-being practices. On top of this, the large number of consultants, complex immigration processes, and all associated management increase pressure on PMs and make their work even more demanding.
How to Support Those Who Care
Supporting PMs is not a luxury; it is an organizational necessity. Some simple practices make a huge difference:
- Create safe spaces where PMs can share challenges and exchange experiences with colleagues who understand their reality;
- Recognize and value the human impact of their work, beyond operational metrics;
- Set clear boundaries. Not all emotional issues should fall solely on PMs; it is essential that leadership also plays an active role in providing care;
- Provide psychological support and coaching so that PMs can take care of their own mental health;
- Treat care for PMs as a vital organizational strategy, not just a one-off wellness initiative.
A Shared Responsibility
PMs are the emotional foundation that keeps companies humane and resilient. They listen, support, and ensure that every person feels accompanied, even in the most challenging contexts. Without this support, culture weakens, leadership becomes more vulnerable, and talent retention becomes increasingly difficult. To ensure teams thrive, it is essential to care for those who work alongside them every day.
Thus, the question remains relevant: who takes care of the PMs?
This responsibility should be shared. Leadership plays a crucial role in ensuring PMs have access to emotional support, time for reflection, ongoing training, and safe spaces for sharing. Additionally, it is important to foster an internal culture that normalizes mutual care and recognizes the emotional load of the role.
The Mental Health of People Managers – Final Thoughts
Caring for the mental health of PMs is not just an act of empathy. It is a vital strategy for the sustainability and success of organizations.
Because when we care for those who care, we ensure that well-being, motivation, and humanity remain at the center of company culture — where they belong.
At KWAN, we believe that caring for those who care is caring for everyone. Learn more about our culture at https://kwan.com/community/.