By Sarah Alwyn

The end-of-year rush hits differently now. While holiday season stress isn’t new, today’s always-on culture and hybrid work environments have amplified workplace mental health challenges.

The Black Dog Institute reports that one in six working-age Australians are currently experiencing a mental health illness, with workplace stress being a significant contributor. This pressure often intensifies during December, when shorter deadlines collide with increased social commitments and year-end responsibilities.

As a leader, recognising and responding to stress signals – both in yourself and your team – is crucial. Beyond Blue’s research indicates that while many people maintain a brave face during December’s busy period, mental health support services see a significant spike in demand during January, suggesting the cumulative impact of holiday season stress often surfaces after the break.

Key warning signs to watch

• Working extended hours over a prolonged period: starting early and finishing late
• Difficulties managing boundaries between work and home: answering emails and responding to texts at night
• Forgetting to eat and to take a break at the appropriate time
• Missing an important work meeting or family event due to being too distracted or overwhelmed
• Irritability and easily prone to anger
• Reduced energy, fatigue and lowered mood
• Anxious thoughts – self-doubt and reduced confidence in making decisions
• Lapses in concentration and making mistakes
• Disrupted sleep
• Change to appetite

What leaders can do to better look after ourselves and our people

The good thing is, we can manage stress and there are many things you can do to ensure you are looking after yourself and your team.

These don’t require too much physical or emotional exertion, just some consideration and intention based on the following:

• Call out and name the warning signs and symptoms (as noted above) – this provides clarity and a better understanding of the impact of the current situation
• Be clear about start and finish times before the day begins, to ensure you keep timeframes in-check
• Use ‘moments’ to manage the pace of your day by stopping for brief seconds/minutes to acknowledge how you feel and create space to momentarily pause, breathe and engage in movement
• Diarise in your online calendar specific timeframes for daily meal, bathroom and brief rest breaks – to create importance about these necessary activities
• Check-in on people who are displaying warning signs of stress or a decline in mental health and wellbeing – ask them how they are feeling, offer support, and explore what may help to reduce the impact of stress
• Encourage team members to look after themselves by communicating regularly about how to manage their wellbeing at work – by taking rest breaks and maintaining strong social/collegiate connections and speaking-up when they need support
• And importantly, lead by example. Be intentional about prioritising actions that reduce stress and promote wellbeing. Maintain consistent communication with your people about the significance of these efforts.

The holiday season is a busy time, so take note of the warning signs of stress and be intentional about how to look after yourself and your valued team members.

Planning for the January transition

In Australia, we often see an increase in mental health issues in January – people are often stressed in the lead-up to Christmas, but it’s afterwards that issues can surface. As a leader, it’s worth keeping this in mind and noticing changes in how your people behave.

Lifeline Australia reports a 15-20% increase in calls during January, highlighting the need for proactive support planning. Consider:

• Scheduling lighter workloads for early January
• Planning regular check-ins with team members
• Being alert to post-holiday stress signals
• Having support resources readily available
• Encouraging use of EAP services and wellbeing resources proactively.

Businesses across NSW have access to free coaching from a highly trained expert to help create or fine-tune your mentally healthy workplace. Through confidential one-on-one sessions, a coach will help address issues or identify risks to mental health within your business and give you practical tools and strategies to manage them. Find out more here. 

The post Managing Workplace Stress During the Holiday Season appeared first on Transitioning Well.

By Dr. Sarah Cotton  

If life and work feel increasingly chaotic and unpredictable, as if the rug is constantly being pulled out from under you — you’re not imagining it. From AI and cyber-attacks to climate-related disasters, geopolitical tensions and market crashes, the pace of change has accelerated, and there’s no sign of it slowing.  

Australian workplaces are now operating in an era of continual disruption. In addition to adapting to external changes, many workplaces are also undergoing digital transformations and navigating flexible work arrangements.  

However, the problem many of the methods workplaces use to navigate change assume that major change is an occasional event, not a constant state. This lack of clear guidance on how workplaces can adapt to the new normal of constant change (i.e., change on steroids), means that Australian workers and business outcomes may be at risk. 

The cost of continual disruption 

Poorly managed change or disruption has been identified as a “psychosocial hazard”  – an aspect of the work environment that can cause a stress response that can lead to psychological or physical harm.  

Research consistently links unmanaged or poorly executed organisational change with outcomes like chronic stress, burnout, disengagement, and increased turnover. Worse, people negatively impacted by one round of disruption often become less resilient to the next. In a world where technological, environmental, and social disruptions are compounding, it can become a vicious cycle, eroding wellbeing, productivity and workplace culture. 

Put simply, unmanaged disruption isn’t just an operational risk — it’s a mental health one too. Furthermore, as workplaces in many jurisdictions are legally obligated to identify and manage psychosocial hazards, failing to effectively manage change could create exposure to duty holders.  

Outdated models, inadequate responses 

Traditional change management frameworks are no longer fit for purpose. They assume a structured journey from point A to point B that can be planned, communicated and carefully managed.  

However, in reality, today’s disruptions often arrive unannounced, overlap unpredictably, and ripple through organisations in unforeseen ways. 

Existing guidance for managing disruption often focuses on vague leadership principles such as “communication” and “trust”. Although important, this principles-based approach can be hard to translate into specific actions leaders can take when facing real-time crises. 

There’s also a gap in responsibility. Managing disruption isn’t just a task for senior leadership or the People and Culture team. Instead, it requires coordinated action across all levels of the business – with everyone equipped to respond in ways that protect both people and performance. 

What good looks like 

Some progressive organisations are already adapting to create their own methods for managing disruption. They’re embedding psychosocial risk management into everyday practices, not just when a crisis strikes. And crucially, they’re fostering collaboration between change management, mental health, and workplace safety and wellbeing experts to develop more resilient systems. 

This kind of forward-looking, disruption-resilient approach will soon be the benchmark, not the exception. 

Australia can lead the way 

 With legal obligations to manage psychosocial hazards in the workplace now firmly in place, Australia is well positioned to lead on this issue. What’s needed now are clear, actionable frameworks for managing continual disruption in ways that support mental health, retention, and long-term organisational resilience. 

Because if disruption is here to stay — and all evidence suggests it is — our workplaces need to be far better prepared. 

Supporting your team to manage disruption

We are proud to offer a range of workshops and webinars to support your employees and leaders to build mental health capability, literacy and confidence to act – including managing change and disruption. We pride ourselves on packing our workshops with practical strategies you and your team can apply immediately upon leaving the workshop.  Find out more.

Managing change and disruption series

We partnered with the National Mental Health Commission on a practical guide to help organisations better understand the impact of disruption and how to plan and undertake change management to support people in the workplace.

Read it here.

The post Disruption is the new normal — and Australian workplaces aren’t ready  appeared first on Transitioning Well.

When Lin-Manuel Miranda created what would become one of the most successful musicals of all time, he wasn’t at his desk – he was on a holiday. “It’s no accident that the best idea I’ve ever had in my life came to me on vacation,” he shares.  

Yet, in an age of constant connectivity, moments of pure rest are becoming increasingly rare. While our statutory annual leave entitlements haven’t changed since 1974, the way we use them has – and not necessarily for the better.  

“The moment my brain got a moment’s rest, Hamilton walked into it.”  – Lin Manuel Miranda

Recent data from Budget Direct reveals a startling trend. Seventy per cent of Australians check work emails or other communication channels while on holiday, with 43% doing so daily. This increase from 52% in 2018, suggesting the pandemic has only tightened technology’s grip on our downtime.   

Even more concerning is the frequency of workplace interruptions during leave. The same study found that 62% of Australians have been contacted by their boss or colleagues while on holiday, with women more likely than men to field work-related questions (65.9% versus 44.1%). This persists despite Fair Work Commission guidelines stating that workers are entitled to be uninterrupted unless expressly written otherwise in employment contracts.  

But why do we stay connected? The majority aren’t doing it for enjoyment – only 5% say they work during leave because they like it. Instead, 42% report responding to urgent workplace matters, while 25% maintain contact to manage their workload upon return.  

The cost of this always-on mentality is becoming clear. A recent Robert Half survey indicates that 71% of people don’t feel refreshed after their annual leave. This statistic becomes particularly concerning when we consider the well-documented benefits of proper breaks.  

Research from the International Foundation of Employee Benefit Plans demonstrates that employees who use their annual leave effectively can see productivity increases of up to 40% and are 28% less likely to take sick leave.  

For HR leaders and employees alike, these findings present a clear message: it’s not just about taking leave, but how we take it. With 62% of people reporting elevated stress during holiday seasons, there’s value in encouraging breaks beyond traditional festive periods and ensuring they’re truly restorative.  

The introduction of right to disconnect legislation in Australia may provide a framework for protecting leave time, but organisational culture plays an equally crucial role.  

Leaders can help by:  

1. Setting clear expectations around communication during leave periods  

2. Implementing handover processes that reduce the need for contact with staff on leave  

3. Creating systems to manage email build-up during leave periods  

4. Leading by example in maintaining boundaries between work and personal time  

Leaders can’t guide their teams to a refreshed start if they’re not walking the talk themselves, says Transitioning Well’s Eleanor De Ath-Miller. “Whatever they’re saying to their teams also applies to them, but with a need to be self-aware and intentional. There shouldn’t be a second set of rules.”  

Back in 1974, disconnecting from work meant simply leaving the office. Fifty years later, true disconnection requires both intention and support. Our next great innovation, creative breakthrough, or simply a healthier, more productive workforce, might just be a proper holiday away. 

The post Why we need to take better holidays   appeared first on Transitioning Well.

By Dr. Sarah Cotton

There is nothing wrong providing employees with healthy food and opportunities to exercise per se, but ad-hoc perks don’t cut it when it comes to protecting employees’ mental health today.  

Prevention over crisis management

The workplace mental health landscape has transformed dramatically. While Employee Assistance Programs (EAPs) remain valuable, they shouldn’t be an organisation’s only line of defence. Modern wellbeing strategies must address potential stressors before they become crises – from AI-driven workplace changes to the challenges of our evolving flexible work culture.

Over the last decade, we’ve seen a huge shift in how we address mental health in the workplace. Pre-pandemic, many organisations considered Employee Assistance Programs (EAP) a catch-all for tackling a range of individual mental health concerns. What we know as mental health practitioners is that people often only seek EAP support when they reach a crisis point. The ideal scenario is to create a positive environment where EAPs are just one arm of a multi-pronged approach that fosters a mentally healthy environment. 

Consider implementing:

• Regular psychological safety assessments
• Preventive mental health education
• Stress management training
• Digital wellbeing resources
• Clear boundaries around out-of-hours communication

With the new Work Health and Safety (WHS) laws requiring Australian organisations to actively prevent psychological harm, and mental health support now a key factor in talent attraction and retention, a strategic approach to wellbeing is imperative for organisations and leaders at all levels.

Inclusive support for all ages and stages

Today’s multi-generational workforce demands flexible, personalised support. Whether managing early career transitions, parental leave, caring responsibilities, health conditions, or work-life integration, employees expect their organisations to provide meaningful support at every stage.

Successful organisations are creating:

• Structured mentorship programs
• Phased-return to work programs for various life transitions
• Flexible work arrangements that adapt to changing needs
• Career development pathways that accommodate life changes
• Cross-generational knowledge sharing initiatives

Supporting people to do their best work at all life’s ages and stages is a compelling way to attract and retain quality employees. People now expect to be able to work in a way that suits them. Whether they be graduates, parents or carers, those experiencing a health condition, or people simply wanting a better way to balance life and work. Employers who understand this mindset and support their people undergoing all of life’s transitions will be highly sought after as we move into future ways of working. 

Leadership that walks the talk

A wellbeing strategy is only as strong as the leaders who champion it. Beyond executive buy-in, organisations need leaders who model healthy work behaviours and actively promote psychological safety.

These include:

• Mental health training for all leadership levels
• Regular wellbeing check-ins as part of performance discussions
• Clear communication about available resources
• Leaders sharing their own wellbeing practices
• Metrics to measure strategy effectiveness

The bottom line? Organisations that invest in comprehensive wellbeing strategies aren’t just protecting their people – they’re securing their future. With mental health support now a key factor in talent attraction and retention, a strategic approach to wellbeing isn’t just nice to have – it’s a must have.

Looking for help to build a wellbeing strategy in your organisation? We can help! Connect with our team here.

The post Why Your Organisation Needs a Strategic Approach to Wellbeing appeared first on Transitioning Well.

When to consider seeing a psychologist

All of us will experience grief and loss, relationship stress, work stress, tricky family situations, or change and transition at some point over the course of our lives.

Beyond Blue says that one in six Australians are currently experiencing depression or anxiety or both. This is equivalent to 3.2 million people today.

Seeking support early from a psychologist when you are struggling with your mental health and wellbeing can assist greatly.

Counselling or therapy can help when:

• Talking to a friend is not enough to solve the problem.
• The feelings or problems seem beyond our control.
• Nothing we have tried seems to be making a difference.
• The problem is interfering with our daily life.
• The problem is distressing to ourselves or others.
• We need someone confidential and impartial to help.

Once we realise there is a problem, the sooner we seek counselling the better. Just like when we break a leg or an arm, the earlier we get treatment the better the outcomes. The longer we wait the harder the healing process becomes.

What to consider when choosing a psychologist?

Qualifications and experience

Make sure they have general registration as a psychologist without any conditions (i.e. They are in good standing without any complaints against them and are safe and competent practitioners). You can check this on the register of health professionals at:  http://www.ahpra.gov.au

Some psychologists have additional training in an area of practice endorsement, such as sports (work with athletes), organisations (work with organisations not individuals), clinical (work with mental health), counselling (work with couples, families), or educational and development (work with children). You may choose to see someone with the additional training in the specific area in which you are seeking support or not.

Costs

The APS recommended fee is currently $311 for a session lasting 45-60 minutes (June 2026). However, many psychologists charge less, ranging from around $175-$250.  

How to cover the fees:

• Pay out of pocket.
• Your private health insurance may cover some or all of the costs. Check with your provider to see if your policy covers psychology appointments.
• Medicare and bulk billed appointments may be available to you via a mental health care plan: https://www.servicesaustralia.gov.au/individuals/subjects/whats-covered-medicare/mental-health-care-and-medicare from your GP, psychiatrist, or paediatrician if you are eligible.
• To find out more  Better access to Mental Health care initiative under Medicare: https://www.psychology.org.au/for-the-public/Medicare-rebates-psychological-services/Medicare-FAQs-for-the-public

Good Relationship

More than with any other health profession or service the psychologist not only needs to be skilled, but there needs to be a good relationship between you and them. The research says that about 25% of clients will need to change therapists to find a better ‘fit’. Therapists know this and expect that some clients will want to move to a different therapist. You can talk with the therapist about this if you feel comfortable and they can suggest a referral for you, or if not, just cancel and make an appointment with someone else.

While it might be okay to see a cardiologist with poor bed-side manner but great skills, or a grumpy plumber who can fit in your roof and gets the job done, when seeing a psychologist, a sense of trust and respect is important. In fact, the better the rapport between therapist and client, the better the therapy outcomes.

How do you know if therapy is working?

In measuring the efficacy of your therapy, it is important to consider the following:

• Be sure to establish clear goals with your therapist (e.g. I want to overcome feelings of anxiety when I am with others).
• Measure the progress to your goal with your therapist. Remember that it will take more time to reach some goals than others.
• It is often a ‘two steps forward, one step back’ process; however, you should start to be able to see differences in your thoughts, behaviours, emotions, or relationships.
• It is a good sign if you begin to feel a sense of relief, and a sense of hope.
• Sometimes other people notice changes in you (sometimes they love these changes, and other times they are confused by them).
• If you are still unsure about your progress, talk with your psychologist about other ways that you may be able to track this together.

How long do you need to see the psychologist for?

This is completely up to you. Usually, clients stop going to therapy when their goals are reached, and the initial problem or issues are resolved. Sometimes this is a short time 5-10 sessions, and other times it may take longer. It depends on how long the problem has been around for, and whether it is a simple issue or a deeper one. You and your therapist will discuss when it is time to begin the process of ending the work together.

How to find a psychologist?

• Ask a friend who they would recommend

• Ask your GP

• Do an online search:

The Australian Psychological Association (APS) has a ‘Find a Psychologist’ service to find a registered psychologist in your area. Find a psychologist^TM | APS

Beyond Blue also has a ‘Find a Health Professional Directory: Find a professional – Beyond Blue

The post A Practical Guide to Good Psychological Support appeared first on Transitioning Well.

Even before the pandemic, new graduates reported feeling unprepared for entering the workforce. A 2019 Indeed study of 2395 young people across Australia found that one in five Gen Zers (born between 1997 and 2012) believed their education hadn’t prepared them for working life, and over a third felt ill-equipped for the future of work.   

Though university might seem like a lifetime ago for many of us, we can all remember feeling unsettled when starting in a new role or at a new workplace. Even with the best onboarding processes, it can take weeks or months to feel comfortable and understand the organisation and your place within it.  

Graduates today face the unique challenge of entering the workforce into remote or hybrid teams. Though digital natives by nature, many Gen Zers feel disadvantaged, having missed out on traditional workplace experiences like learning professional “soft skills” from leaders. Given the disruption to our working lives over the past two years, it shouldn’t be surprising that 82 percent of Generation Z have never worked in an in-person office environment full-time (Indeed, 2022).  

Why organisations should support this transition  

“By supporting individuals early in their career, the tone is set for how the organisation supports its people now and into the future, and allows graduates to shape their working life in a sustainable and healthy way.” Dr. Sarah Cotton.  
 

Positive early experiences at work can be a protective factor to help develop resilience and the ability to adapt to work challenges and improve longer-term mental health and wellbeing.   

Young people provide significant value to the workplace. Still, they can be vulnerable to various mental health and wellbeing challenges, including job strain, inadequate supervision and training, limited networks, competing life pressures, and workplace bullying and harassment.  

Now more than ever, leaders are called upon to support their graduates in a way that sustains their wellbeing and allows them to view their careers through a long-term lens.  

With a sharp increase in mental health assistance requests, workplaces must implement proactive mental health and wellbeing initiatives that build capability and sustainability for young workers.  While many fundamental principles of adapting to working life still apply, we need to step back, reflect, and think about how graduates will adapt to their new careers in a post-COVID-19 world.  

Promote Good Work  

Define, promote and provide high-quality work for younger workers. High-quality work refers to a reasonable balance of job demands, control, security, and a balance of effort and reward.  

Support and Mentorship  

Develop a culture of supporting young workers through staff inductions to welcome younger staff into the organisation; regular check-ins around transition; pairing younger workers with peers, experienced staff, and mentors.  
 

Embed positive workplace culture  

Provide inclusive leadership training and development that positively embraces the benefits of young workers and addresses unconscious bias.  

Meaningful Training  

Deliver staff training for younger workers to address the potential risks associated with a lack of experience. Generally speaking, training should be practical and meaningful, focused on how to do their jobs, communicate effectively, and access appropriate support.  

Adopt Best Practice  

If you’re starting from scratch and unsure where to begin, many practical guides and free resources are available. A good starting point is Fairwork Australia and WorkSafeVic.  

Helping graduates build sustainable careers  

Provide graduates with an opportunity to learn techniques they can apply to the transition from university to working life and beyond with our Graduate Transition Series. For more information, connect with us here.

The post 5 Tips for Helping New Grads Transition into the Workplace appeared first on Transitioning Well.

Updated March 2025

Original article by  Leah Ruppanner, The University of Melbourne; Brendan Churchill, The University of Melbourne, and David Bissell, The University of Melbourne

While the “great resignation” dominated headlines in the US during 2021-2022, Australia experienced a different workplace phenomenon. Rather than mass resignations, Australian workers faced what experts called the “great burnout” – a widespread condition of exhaustion and disengagement that continues to affect the workforce today.

The Great Burnout: Then and Now

A landmark 2022 study of 1,400 employed Australians revealed trends that have shaped our current workplace landscape:

• 50% of prime-aged workers (25-55) reported feeling exhausted at work
• 40% experienced decreased motivation compared to pre-pandemic levels
• 33% found it harder to concentrate due to responsibilities outside work
• One-third were actively considering quitting their jobs

These statistics represented the “quiet quitters” – employees who remained in their positions but experienced significant burnout. Three years later, research shows these challenges persist, indicating burnout rates haven’t gotten better despite workplace adaptions.

A recent study highlights just how much burnout and unmanaged workplace stress is affecting people:

• Nearly 40% of Australian workers expect stress levels and burnout to be harder to manage in 2025 compared to the previous year, while only 20% believe it will improve.
• Two in five employees are beginning the year already burnt out.
• 90% of Australian workers feel that burnout is ignored until it becomes critical. Over half say the warning signs are identified too late, while 39% believe they are outright ignored.
• More than half of Australian workers would take burnout leave if it were available. However, workplace culture remains a barrier: 8% fear being judged for taking burnout leave, and 7% say their workplace simply would not allow it.

The signs of burnout can include:

• feelings of energy depletion or exhaustion
• changed sleep patterns
• loss of appetite
• irritability
• brain fog and reduced professional efficacy
• disinterest or a lack of participation in work or activities that you previously enjoyed
• feelings of negativity and cynicism related to your job
• a general feeling of detachment.

Why Aussie Workers Continue to Burn Out

The COVID pandemic triggered unprecedented disruptions to working life, but even as pandemic restrictions have disappeared, burnout factors remain:

• Lingering trauma: Many workers never fully recovered from pandemic-related stress
• Increased workloads: Staff shortages in key industries have led to heavier responsibilities
• Economic pressure: Rising living costs and inflation have created additional stress that affects workplace performance
• Digital overload: Remote and hybrid work arrangements have blurred boundaries between personal and professional life

Women and caregivers continue to face disproportionate challenges. Industries with high female representation – healthcare, education, and social services – report the highest ongoing burnout rates in Australia.

Flexible Work: The Proven Solution

Despite the emerging political debate around flexible work—with the opposition leader recently stating a Coalition government would require public servants to work from the office five days a week—the evidence supporting flexibility remains compelling.

• Flexible workers reported higher energy levels and motivation
• 40% of flexible workers felt more productive compared to 30% of non-flexible workers
• 75% of workers under 54 said lack of flexibility would motivate them to seek new employment

This data contradicts the narrative that in-office work universally improves productivity. Global workplace research continues to suggest that flexible arrangements can positively impact:

• Employee retention and loyalty
• Overall productivity and efficiency
• Workplace satisfaction and wellbeing
• Reduced symptoms of burnout and stress

What solutions help reduce workplace burnout?

The research identified flexible work arrangements as the most effective solution for reducing burnout among Australian workers. As organisations plan for the future, two critical insights remain relevant:

1. The workforce remains vulnerable to burnout. Acknowledging this reality and implementing targeted support systems is essential for maintaining productivity and retention.
2. Pre-pandemic work models were inherently flawed for many. They disadvantaged parents, caregivers, people with chronic illnesses, and those with long commutes. Creating new, more inclusive work arrangements is not a bonus but necessary.

Effective strategies include:

• Workload management: Setting realistic expectations and proper resourcing
• Support programs: Offering meaningful mental health support beyond token initiatives
• Skills development: Providing training to help employees manage stress and set boundaries
• Leadership training: Equipping managers to recognise and address burnout symptoms

Other potential solutions include acknowledging the ongoing impacts of workplace trauma, creating more inclusive work environments, addressing the specific needs of caregivers, and developing sustainable work models that don’t disadvantage vulnerable groups.

The Future of Work in Australia

“It’s important for all business leaders to be on board with mental health policies and practices, communicating them effectively with their people and ensuring that they are also looking after themselves and walking the talk. Now more than ever it is important that leaders are well so that they can lead well,” says Transitioning Well co-founder, Dr. Sarah Cotton.

Rather than thinking (like politicians) ‘when will we return to normal?’ the conversation is shifting to ‘how do we create better working environments that prevent burnout in the first place?'”

For workers and employers, the answer increasingly involves reimagining workplace structures to prioritise wellbeing alongside productivity – creating sustainable models that can withstand future challenges.

This article is republished from The Conversation under a Creative Commons license. Read the original article.

Need expert guidance on addressing burnout in your organisation? Book a call to learn how our practitioner-led support can impact your leadership’s approach to workforce wellbeing and productivity.

The post The ‘Great Burnout’: Why Workplace Exhaustion Persists in 2025 appeared first on Transitioning Well.

By Sarah Alwyn

As the holiday season approaches, it’s all too common for many to struggle with the stress of too much to do and not enough time.  Work timelines tighten, family activities amplify, and we find ourselves stretching way beyond our greatest limits.

As a leader or manager, it’s important to not only be aware of the warning signs of your own stress, but to also be attuned to noticing these observable signs among your staff.  We can make better and more confident decisions about how we manage our stress symptoms, with greater self-awareness.  

Some warning signs of stress can include:

• Working extended hours over a prolonged period: starting early and finishing late
• Difficulties managing boundaries between work and home: answering emails and responding to texts at night
• Forgetting to eat and to take a break at the appropriate time
• Missing an important work meeting or family event due to being too distracted or overwhelmed
• Irritability and easily prone to anger
• Reduced energy, fatigue and lowered mood
• Anxious thoughts – self-doubt and reduced confidence in making decisions
• Lapses in concentration and making mistakes
• Disrupted sleep
• Change to appetite

What we can do to better look after ourselves and our staff

The good thing is, we can manage stress and there are many things you can do to ensure you are looking after yourself and your team. These don’t require too much physical or emotional exertion, just some consideration and intention based on the following:

• Call out and name the warning signs and symptoms (as noted above) – this provides clarity and a better understanding of the impact of the current situation
• Be clear about start and finish times before the day begins, to ensure you keep timeframes in-check
• Use ‘moments’ to manage the pace of your day by stopping for brief seconds/minutes to acknowledge how you feel and create space to momentarily pause, breathe and engage in movement
• Diarise in your online calendar specific timeframes for daily meal, bathroom and brief rest breaks – to create importance about these necessary activities
• Check-in on staff who are displaying warning signs of stress or a decline in mental health and wellbeing – ask them how they are feeling, offer support, and explore what may help to reduce the impact of stress
• Encourage staff to look after themselves by communicating regularly about how to manage their wellbeing at work – by taking rest breaks and maintaining strong social/collegiate connections and speaking-up when they need support
• And importantly, lead by example. Be intentional about what you know will help to minimise stress and encourage wellbeing by maintaining regular communication with staff about its importance.

The holiday season is a busy time, so take note of the warning signs of stress and be intentional about how to look after yourself and your valued team members.

In Australia, we often see an increase in mental health issues in January – people are often stressed in the lead-up to Christmas, but it’s afterwards that issues can surface. As a leader, it’s worth keeping this in mind and noticing changes in how your people behave.

Businesses across NSW have access to free coaching from a highly trained expert to help create or fine-tune your mentally healthy workplace. Through confidential one-on-one sessions, a coach will help address issues or identify risks to mental health within your business and give you practical tools and strategies to manage them. Find out more here. 

The post How To Manage Stress in the Lead up to the Holiday Season appeared first on Transitioning Well.

Our national day to ask ‘are you okay?’ is almost upon us. 

We’re talking about R U OK Day (8 Sept), and although it happens only once a year, it serves as a timely reminder of how important regular wellbeing conversations are in the workplace. 

Almost half of all Australian adults will face mental ill-health at some point in their lives, yet in a recent study, more than half (53%) of Australian workers would hide a mental or physical health condition for fear they will be judged or discriminated against. 

With the increase of mental health issues since the beginning of the pandemic — anxiety and depression has increased by 25 percent globally (WHO, 2021) — providing mental health support is not only about retaining good people, it sends a powerful message about your organisation’s values.

Support in the workplace has been shown to have positive benefits for both individuals and the business, yet managers and team members often feel ill-equipped to check-in on their colleagues’ mental health. 

Starting a conversation doesn’t have to be difficult, and if leaders familiarise themselves with what to say if a team member shares they are struggling, they can genuinely show empathy and help them access the support they need before they reach crisis point. Workplace relationships are integral to our wellbeing. We spend a lot of time at work and with our work colleagues, and they are often one of our key social networks.

To help leaders (and individuals) ask colleagues, ‘Are you ok?’ in a meaningful way, we asked TW Senior Consultant, Bri Hayllar, to share her valuable insights. Read on for practical steps you can implement today.

Recognise the Signs

Look out for changes:

• Behaviour changes, voice/tone, appearance, participation, mood/emotion.

Look out for discrepancies:

• When verbal and non-verbal cues don’t line up.

Practical Tips

• It is nearly always better to do something than to avoid it. If there is a problem, outcomes are better when addressed sooner.  
• Don’t try to be a counsellor – just be yourself!  
• Be clear about what is and isn’t your role in the conversation.  
• And be ready and willing to feel some discomfort – sometimes these supportive conversations can feel a little uncomfortable. As RUOK? Day say -” a conversation could change a life”.

Workplaces are not only legally obligated to provide a healthy and safe workplace both physically and mentally — it’s good for business.

At Transitioning Well, we offer a number of supports for managers and individuals to perform at their best and feel confident to engage in conversations that make a real difference. If you’d like to arm your team with the skills to create a culture of psychological safety, we recommend our latest workshop, R U OK Conversations: No Qualifications Needed.

If you’d like TW in your workplace in the lead-up to R U OK Day, reach out to us here, limited dates are available.

The post How to Have Supportive Conversations at Work – a Practical Guide appeared first on Transitioning Well.

Remember when you used to wake up feeling ready to tackle the day? Now, your alarm feels like an enemy. Your coffee doesn’t hit the same. That project you once loved? It’s just another mountain to climb.

Is it just a rough patch? Maybe. But for many of us, it’s burnout creeping in. And you’re not alone—Australia has been identified as having one of the highest rates of workplace exhaustion in the world.

“In recent years, we’ve seen a significant amount of workplace exhaustion – and it’s essential for employers to manage it before things spiral out of control,” says Transitioning Well’s Co-Director, Dr. Sarah Cotton. “Unfortunately, workplace exhaustion isn’t something that can be fixed with a few weeks of annual leave.”

Burnout isn’t just being tired. It’s that hollow feeling when your emotional reserves run dry. It’s staring at your screen, knowing what needs doing, but feeling completely unable to start.

We know that exhaustion often precedes burnout, so intervening early can help to mitigate the risk of widespread burnout in our organisations.

“Early signs of burnout can vary between individuals,” says Dr. Sarah. “For me, I know I need to slow down if my chocolate intake goes up and my exercise levels dwindle.”

“It might not be realistic for an employer to spot this, but other signals can be more obvious. For instance, if somebody is quieter than usual, more cynical, detached or reactive, then there could be something more going on behind the scenes.” 

Australian workers are experiencing burnout at the highest rate globally, according to global research by UiPath in 2024. The study revealed 82% of Australian office professionals reported feeling burnt out, with more than one-third (36%) describing their condition as “very” or “extreme” – surpassing burnout levels in all other surveyed nations. 

Whether your organisation is struggling or thriving, it’s never too late to rethink how work gets done. Leaders can do this by creating approaches that don’t burn people out, actually get results, and help people remember why they liked their jobs in the first place.

Read on for three ways to manage the energy of your workforce, even during stressful periods.

1. Make work feel human again

When was the last time you asked team members—really asked—how they want to work?

• Schedule genuine conversations about work style preferences
• Create safe spaces for people to admit when they’re struggling
• Have the courage to reshape expectations based on what you hear
• Remember that flexibility isn’t a perk—it’s essential

Tools for co-creating the future

• Leader Listening Tours.
• Organisation-wide survey/s.
• 1:1 chats with representative members of the organisation.
• Crowd source insights through an online platforms (e.g., Bang the Table).
• Share the organisation’s view on what the future of work will look like.
• Revisit organisational values:
• »  What has become more (or less) important?
• »  Can our values help people or do they need a refresh?

2. Create clear boundaries

» According to McCrindle, 45% of Aussie workers are working in a ‘hybrid’ working arrangement – meaning that they split their working hours between the office and remote locations (2024).

» Despite Right to Disconnect legislation, employees still feel pressured to always be available for work, leading to inadequate psychological recovery from work. 

Clear boundaries enable psychological recovery:

»  Research indicates that clear and predictable boundaries explicitly defined by employers support people’s wellbeing and recovery from work.

»  These behaviours and associated attitudes need to be explicitly called out and modelled at all levels of the organisation.

Tips for creating clear boundaries

• Focus on outcomes, not hours: trust and empower people to self-manage and complete work.
• Explicitly state what is and is not expected of employees.
• Discourage overwork and role model a balance between work and home (clear work-life boundaries).
• Celebrate creative problem solving.
• Understand different approaches to work-life boundaries (i.e. Work-Life Boundary Management Styles—integrators, segmentors and cyclers).

3. Make wellbeing conversations the norm

We know that frequent check-ins help reduce workplace fatigue and burnout and dramatically increase employees’ feelings of meaning, purpose, trust and belonging in their organisation.

Recent research reveals that 47 per cent of workers in Australia feel mentally or physically exhausted at the end of the working day, with ‘too much work’ identified as the leading cause. Organisations need to be proactive in recognising signs of exhaustion and actively take steps to manage the energy of the workforce.

Strategies for making wellbeing conversations the norm

• Know what to look for and recognise the signs.
• Regular check-ins from manager or through a buddy system.
• Data-driven monitoring of wellbeing and workload (e.g., through organisation-wide pulse checks)
• Consider innovative ways for employees to access EAP or other relevant mental health supports and services.

Ready to Build Sustainable Work Environments?

Burnout isn’t inevitable—and it’s never too late to make changes that matter. Whether your team is struggling or you’re being proactive, now’s the perfect time to create work practices that energise rather than exhaust.

Need Help? That’s What We Do

At Transitioning Well, we’re all about one thing: helping your people live well and work well.

Our team of workplace psychologists delivers workshops and webinars that go beyond theory. We pack every session with practical strategies your team can implement immediately. What makes us different? We actually take the time to understand your organisation’s unique challenges. We build customised programs grounded in evidence but tailored specifically to your workplace.

Contact us for more  

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