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.
When the emotional commitment is lacking, it doesn’t matter how much a person knows or how technically skilled they are, the effort toward excellence won’t be there. They are uninspired, disconnected, and planning their escape. So what have organizations done to create these stumbling blocks to success? Let’s take a look:
HR leaders should focus on the organisation’s internal culture and readiness and capacity for change yet remain constantly aware of the broader human ecosystem and the markets from which they draw talent. HR leaders will therefore be asserting the right not just to support their organisations but also to shape them.
According to the Australian Institute of Stress, numerous studies show that job stress is far and away the major source of stress for Australian adults and that it has escalated progressively over the past few decades. So, what are leaders of companies doing to improve employee mental health at work?
