The workplace is constantly evolving – and so leaders face a real challenge in maintaining and advancing the mental well-being and the confidence of their teams during times of stress and change. Genevieve Hawkins is an expert on workplace mental health and is the author of Mentally at Work: Optimising health and business performance through connection and the recently published, Shrinking Elephants: Untangling workplace conflict to unlock value for all. Through each she explores the vital intersection of leadership and mental health, offering insights from her years as an occupational therapist and her leadership journey through several corporate management roles.
The Mental Health Imperative
“Work has always been more than just what we do; it’s a cornerstone of our identity,” identifies Genevieve. This dual role of work – function and identity – can make transitions and workplace pressures particularly challenging. Leaders, she emphasises, have a profound influence on the mental health of their teams, casting what she describes as a “shadow” through their own behaviour, decisions, and values.
“In moments of change or crisis, a leader’s values are on display more than ever,” she observes, “It’s in these moments that leaders either inspire trust or deepen uncertainty.”
The Three Pillars of a Mentally Healthy Workplace
Genevieve identifies three critical areas that leaders must balance to create a mentally healthy workplace:
1. Task: The design of work itself.
- Leaders must ensure that workloads are realistic and resources adequate with clear, aligned, achievable objectives.
- “Unreasonable work demands, where employees feel they’re set up to fail, are one of the biggest contributors to stress and anxiety,” Genevieve explains.
- Designing work and the work environment taking this into account is a legal requirement and benefits both individual and organisational health and performance.
2. Team: The quality of interpersonal relationships.
- Leaders must foster trust and open communication within their teams to effectively solve work problems and mitigate the impact of misunderstandings or unresolved tensions.
- “We are tribal by nature. A sense of connection is essential to mental health and team performance,” Genevieve notes.
3. Self: The leaders own mental health and behaviour.
- A stressed or erratic leader can amplify team anxiety, while a calm, grounded presence fosters stability.
- “As leaders, we can’t show up for others if we’ re not grounded ourselves,” Genevieve emphasises.
Redefining Leadership During Transitions
In periods of organisational change, such as redundancies, these three pillars become even more critical, for both the team and the individuals impacted. Genevieve advises leaders to:
- Ensure decisions are sound and well-communicated. Avoid the trap of short-term thinking that leads to long-term problems.
- Frame redundancies as organisational realities, not personal failures. Acknowledge the contributions of those leaving and support them through the transition.
- Reflect on personal values and behaviour. “Am I treating this person as a human being? Am I recognising their worth even as I deliver tough news? Am I following up to keep offering support through their transition?”
The Power of Ritual and Goodbye
Genevieve stresses the importance of farewell rituals to honour departing team members, “A goodbye ritual isn’t just a nicety; it’s a necessity for closure for the impacted individual and also for the team,” she explains. Whether it’s a simple gathering, shared stories, or a thoughtful gift, these acts can validate the departing individual’s contributions and provide a sense of dignity during a difficult time.
Curiosity: The Antidote to Transition Anxiety
Amidst uncertainty, Genevieve encourages leaders to cultivate curiosity both in themselves and their teams. “When people are hit with unexpected news, their stress levels spike,” she says. The initial step is to calm this reaction by fostering connection and recognition. However, once calm is restored, leaders can guide individuals to explore their future opportunities with curiosity.
Asking questions like ‘What excites you? What problems do you love solving?’ can transform anxiety into optimism. For the individual who is facing the anxiety of transition, this curiosity may be difficult to discuss with the leadership of their organisation. Providing quality outplacement and an experienced coach to work through this curiosity with them, will help alleviate that anxiety and have them excited about the new opportunities that they will encounter.
Leadership as a Force for Mental Health
Ultimately, Genevieve believes that leadership extends far beyond driving productivity. It’s about creating environments where people thrive – physically, emotionally, and mentally. By focusing on task, team, and self, leaders can not only navigate the complexities of their roles but also leave a lasting positive impact on their organisations and the individuals within them.
Genevieve Hawkins brings a unique perspective, with her diverse experience in both allied health, and then corporate executive roles. Now an author, speaker, and facilitator in managing mental health and conflict in the workspace, Genevieve explores how we can look after our own mental health whilst supporting the people we work with.
