High performance” has long been the gold standard of success in Australian workplaces. It’s what we hire for, train for, and reward. But lately, it’s become clear that there’s a quiet trade-off behind those numbers, metrics, and milestones. Because when performance is pursued without pause — when productivity becomes identity — it comes at a human cost.
Every team has that one person — the steady one. The calm voice in the storm. The leader, manager, or colleague who quietly keeps things running, who notices the details others miss, who holds space when everyone else is overwhelmed.
Resilience” has become one of the most overused words in the modern workplace.
We hear it everywhere — in leadership programs, HR strategies, even job ads. But what if the way we talk about resilience is quietly contributing to the very burnout we’re trying to prevent?
Every organisation talks about managing change. Few talk about feeling it. Behind every restructure, new system, or strategic shift are real humans — with uncertainty, hope, and often quiet fear. For leaders, guiding people through change isn’t just a communication exercise. It’s an emotional one
Every organisation talks about managing change. Few talk about feeling it. Behind every restructure, new system, or strategic shift are real humans — with uncertainty, hope, and often quiet fear. For leaders, guiding people through change isn’t just a communication exercise. It’s an emotional one.
Even more interesting is that when you have a truly great leader, they can double a company’s profits. That’s right—double the profits! Most of us would think that emotional intelligence may not have to do much with a company’s bottom line, but when you have a great leader who possesses and utilizes effective emotional intelligence, your organization as a whole—ranging from employee satisfaction and engagement to revenue and profits—will greatly benefit.
Well-being at work is no longer a trend, but a priority. Take the Workforce Attitudes Towards Behavior Health report, where 48 percent of respondents revealed that they have cried at work. No HR leader can ignore this unsettling statistic.
Fortunately, the work-from-home “experiment” has been overwhelmingly successful, with 77% of employees wanting to continue remote work post-pandemic, and 65% saying their productivity has increased since working from home. We’re giving some ideas for how to create better work-life balance while working from home.
