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.
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?
For years, leadership was defined by strength, decisiveness, and control. But the workplace is changing — and so are the expectations of those who lead it. Today, people want something different. They want leaders who listen, understand, and care. Enter: compassionate leadership.
Burnout used to look obvious — long hours, visible exhaustion, the person who finally hit a wall. Now? It’s quieter. More subtle. More sophisticated. People are burning out while looking fine on the surface. They’re still delivering, still smiling, still saying “All good!” in team meetings. But inside, they’re emptying out.
Given its prevalence, you can expect that employees at your organization are experiencing mental health challenges or mental illness. That’s why it’s so important that your organisation creates a culture that supports employees’ mental health. While this may sound complicated, creating a workplace that is supportive of mental health and illness is easier than it seems. Here are five simple ways that your company can support employees and their mental health.
It's a known fact that unhappy employees are more likely to leave your organization than those who are satisfied in their roles. However, not every organization is good at recognizing the mental state of its employees. By learning how to take care of your employee mental health, you will not only improve their productivity and loyalty but also increase your company's value.
Ideally, the close relationship between employee and manager should also extend to training. But too often, a manager’s role in training and development is overlooked because managers are not training experts. Given that managers understand the job, the business requirements, and most importantly, their employees, shouldn’t they be more active in training?
