Latest news with #ClairedeCarteret
Sydney Morning Herald
17-07-2025
- Business
- Sydney Morning Herald
Why it's time we showed our bosses some support
There's a problem in Australian workplaces right now and all the signs are pointing in one direction. No matter which way you look at it, managers are in trouble. Managing other people is hard, and it's often not acknowledged just how difficult it is. When you move into the management level, you're usually promoted above your friends and colleagues into a highly demanding role where people look to you for guidance and answers, even if you don't really have any. And now there's new research that backs up what many of us already know: being a manager is stressful, and it's only getting more so. When you're responsible for other people, pressure quickly mounts up from both ends. Underneath you in the pecking order are workers who expect you to guide them through a fast-changing environment, holding you accountable for their career and wellbeing. At the same time, more senior people above you exert pressure to ensure the area you're responsible for is hitting its targets. It's little wonder that many of the warning signs concerning the health of managers in the workplace are flashing amber right now. Gallup's 2025 State of the Global Workplace research has found that half of all Australian managers are experiencing high levels of stress every single day. 'We are asking a lot of managers,' says Claire de Carteret, Gallup's APAC managing director. 'Our productivity is quite stagnant in Australia, so we are asking managers to do more with less.' If we don't directly address these issues, managers will continue to crack. Managers in the workplace are currently feeling the heat from adapting to changing ways of doing business (especially the rise of AI), as well as managing the output of their team and themselves. 'They're really squished in the middle of all of these different elements,' says Claire, citing the need to have wellbeing conversations with their staff, drive team results, care for their team's psychological safety and hit all their personal goals at the same time.
The Age
17-07-2025
- Business
- The Age
Why it's time we showed our bosses some support
There's a problem in Australian workplaces right now and all the signs are pointing in one direction. No matter which way you look at it, managers are in trouble. Managing other people is hard, and it's often not acknowledged just how difficult it is. When you move into the management level, you're usually promoted above your friends and colleagues into a highly demanding role where people look to you for guidance and answers, even if you don't really have any. And now there's new research that backs up what many of us already know: being a manager is stressful, and it's only getting more so. When you're responsible for other people, pressure quickly mounts up from both ends. Underneath you in the pecking order are workers who expect you to guide them through a fast-changing environment, holding you accountable for their career and wellbeing. At the same time, more senior people above you exert pressure to ensure the area you're responsible for is hitting its targets. It's little wonder that many of the warning signs concerning the health of managers in the workplace are flashing amber right now. Gallup's 2025 State of the Global Workplace research has found that half of all Australian managers are experiencing high levels of stress every single day. 'We are asking a lot of managers,' says Claire de Carteret, Gallup's APAC managing director. 'Our productivity is quite stagnant in Australia, so we are asking managers to do more with less.' If we don't directly address these issues, managers will continue to crack. Managers in the workplace are currently feeling the heat from adapting to changing ways of doing business (especially the rise of AI), as well as managing the output of their team and themselves. 'They're really squished in the middle of all of these different elements,' says Claire, citing the need to have wellbeing conversations with their staff, drive team results, care for their team's psychological safety and hit all their personal goals at the same time.
