Ready for a fresh start? 2025 has taken a toll on managers

As December draws to a close, I find myself more ready than usual to turn the calendar over to a new year.

When comparing notes with others in management positions, I find they share similar feelings about the toll 2025 has taken. The combination of political, economic, technological, and competitive challenges has led to an increased workload and complex decisions.

According to Gallup’s State of the Global Workforce Report, it’s been a rough year, particularly for managers. Only 27% of managers reported being engaged in their jobs and organizations, which is a notable decline over the prior year and the largest of any employee group. It’s particularly concerning because of the impact managers have on other employees and on the overall performance of the organization.

Before diving deeper into the report, I reflected on what managers have been through in the past five years. In my head, I likened it to Walt Disney World’s Space Mountain — a roller coaster in the dark that still haunts me 50 years after my first and only ride. Yikes! Roller coasters are scary enough, but not being able to see what’s ahead of you induces extreme anxiety that’s difficult to shake.

While there are some who enjoy the thrill of a scary ride in their leisure time, most don’t perform best under unpredictable conditions. And it has been fast, dark and unpredictable. In the aftermath of the pandemic, managers have faced The Great Resignation, quiet quitting, and job hugging. We’re competing in a job market that’s run the gamut from competitive to lackluster. There are five generations in the current workforce, and AI is evolving so quickly that it’s almost impossible to keep pace.

How has this uncertainty affected your specific workplace? It depends on a variety of factors including your industry, geographic location, and the impact of new laws and regulations. The demographic mix of your workforce also weighs into the equation as does your organization’s culture.

Managers have an outsize impact on culture and productivity. Their ability to lead has a direct impact on employee morale, satisfaction, and engagement. So, there’s real reason for concern when managers are struggling. Disengaged managers equal disengaged employees.

It’s unlikely that the external elements causing uncertainty and anxiety in our world will be eliminated anytime soon, so what can be done in 2026 to reengage managers? Gallup recommends investing in managers’ development through training programs focused on supervisory skills and coaching techniques. If done effectively, the ROI on training and development initiatives is high. Managers who see evidence that their employer wants them to succeed in their position and cares about their well-being tend to pay it forward by nurturing the employees who report to them. Engaged managers equal engaged employees.

Remind your managers to put on their own oxygen masks first. Self-care looks different for everyone; there are many ways to relieve stress and come back to work-related priorities with a fresh perspective. My personal favorites include nature hikes, reading, classes at the gym, catching up with friends over coffee or dinner, and traveling. For comparing notes and learning how others are navigating these tenuous times, I value industry conferences, peer roundtables, and spending time with trusted mentors.

No matter what 2026 has in store, it’s bound to be different from what we’ve seen so far. So, let’s look forward with confidence that we’re up to the challenge and ready to manage anything that comes our way.

• Mary Lynn Fayoumi is president and CEO of HR Source in Downers Grove.