If lab managers want to retain talent and sustain positive morale, emphasizing psychological well-being is a vital ingredient.
According to the American Psychological Association’s 2025 Work in America survey, 93 percent of respondents report that it is “very or somewhat important” to work for an organization that values their emotional well-being and supports mental health.
Furthermore, most people report that their managers impact their mental health more than their doctors or therapists, and as much as their life partner.
The data are clear: employees increasingly prioritize mental health support, and they expect their employers to act in kind. Here’s what lab managers can do to help meet those needs and retain talent effectively:
- Set an example of vulnerability
“If we want to have trusting relationships, we’re going to need to share,” says Scott D. Hanton, PhD, editorial director for Lab Manager and a longtime lab manager. This means that you, as the lab manager, must demonstrate vulnerability to signal to your staff that it’s okay for them to do the same. “I used to joke with my staff that the reason I was the lab manager is that I had made more mistakes than anyone else,” Hanton says. When staff have the psychological freedom to be open about challenges they’re facing, you can work with them to address those challenges and help their mental well-being in the lab.
- Set boundaries and reduce digital overload
According to a 2024 study, many workers suffer from Fear of Missing Out (FoMO) and end up checking their work accounts, emails, etc., after hours. But staying plugged in can increase burnout.
Consider asking your staff if they frequently log on after hours because of FoMO. If they do, encourage them to set a hard boundary for offline hours—no checking the work phone after 6 PM or on weekends, for instance.
Similarly, all the digital communication tools modern workplaces use—email, instant messengers, project management programs, and more—can cause information overload for your staff. Try finding ways to reduce digital communication. The authors of the study recommend optimizing the lab’s information ecosystem to streamline how information is transmitted, prioritize mobile-first communication channels, and involve employees in making decisions around how communication should be done.
- Recognize and applaud successes
“[Praise and recognition] are critical for staff well-being, motivation, and engagement,” says Hanton. Offering timely and specific praise—not vague platitudes—as well as asking people about their successes, are both key to offering recognition effectively. Even a simple “thank you” can be effective—the phrase “combines a bit of praise, recognition, and gratitude,” as Hanton says.
Supporting mental health in the lab is essential for maintaining a positive, productive atmosphere and retaining talent. By modeling vulnerability, setting boundaries, and offering praise, lab managers can foster a more engaged workplace and speak to the values of their staff, most of whom will highly prioritize mental health.
