Fund managers describe ‘brutal’ mental-health costs of performance pressure

# What happened Fund managers spoke about the mental-health toll that performance pressure and underperformance have on people in the sector. They described the situation as harsh and called for more open conversations at work and an end to the stigma around stress and burnout.

# Why it matters The investment industry links professional success closely to short-term performance. That environment creates ongoing pressure for fund managers and portfolio teams. According to those interviewed, the emotional cost of missing targets or producing disappointing returns is substantial: it affects wellbeing, workplace behaviour and the ability to recover and perform consistently over time.

# What managers want Managers who shared their experiences want practical, workplace-level changes. The consistent asks were:

• Allow frank conversations about stress and failure without fear of judgement or career penalty.
• Treat mental-health issues as legitimate workplace risks rather than private weaknesses.
• Provide clearer, accessible support for those experiencing burnout or sustained anxiety related to performance.

# Immediate implications for firms and teams Firms that ignore these concerns risk ongoing staff attrition, reduced team effectiveness and a deterioration in decision-making quality. Managers framed their recommendations around culture and communication rather than solely policy changes: improve how teams talk about setbacks, normalise seeking help, and ensure responses are proportionate so that acknowledging stress does not itself become a career hazard.

# Bottom line Fund managers are urging the industry to change how it handles underperformance-related stress. The practical focus is on open dialogue and removing stigma so people struggling with anxiety or burnout can access support without jeopardising their roles or reputations.

# Short checklist for managers and team leaders

• Open a non-judgmental forum to discuss pressure and performance regularly.
• Reassess incentives and short-term evaluation practices that amplify stress.
• Offer clear, confidential pathways to mental-health resources and time-limited adjustments for recovery.
• Train line managers to recognise signs of burnout and respond in a way that protects careers and wellbeing.

# Next steps for readers If you are a manager, consider whether your team discussions allow people to speak honestly about stress and setbacks. If you work in HR or people functions, review whether support pathways are visible and whether using them carries a real or perceived penalty.