Lead Well, Support Well

People respond to change more positively when they understand why it's happening, and how it connects to something meaningful. It reduces uncertainty, builds trust, and helps people see their role in what's changing.

• Connect the change back to the team's purpose. Explain how it contributes to better outcomes for customers, the team, or the business
• Translate organisational messaging into what it means practically for your team's day-to-day work
• Revisit the "why" regularly, not just at the start. People need reminders as the change evolves

When people don't know what to expect, uncertainty quickly grows. Consistent decisions, clear direction, and predictable routines provide a sense of stability and help people feel more in control.

• Keep your usual cadences running, including 1:1s, team meetings, and shift handovers, even when things are changing around them
• Make decisions promptly where you can, and be clear about what has been decided and what is still being worked through
• Avoid sitting on decisions that create ambiguity. Even a "no change for now" is better than silence

Teams take their cues from their leader. Leading by example, with measured confidence that does not dismiss real challenges, helps people move forward.

• Lead by example. Your team mirrors your energy, so show up with calm, grounded confidence
• Acknowledge what is hard while also pointing to what is going well and what progress has been made
• Share examples of where the team has successfully navigated change before. This builds collective confidence

Trust is built when leaders communicate honestly, including acknowledging when things are yet to be decided. Transparency reduces uncertainty, limits speculation, and shows people they're being kept in the loop, even when there aren't all the answers.

• Be upfront about what you know, what you do not know, and when you expect more information
• Avoid overly positive reassurance that does not reflect reality. People see through it and it erodes trust
• Communicate the "why" behind decisions, not just the "what". Bring your team into the journey with you

During periods of change, a sense of community and connection becomes even more important. Feeling part of a team going through it together reduces isolation, creates shared understanding, and provides the support people need to manage uncertainty and adapt.

• Create space for your team to process how the change is impacting them. Focus on how they are actually going, not just task updates
• Look out for people withdrawing or becoming isolated, and proactively check in
• Foster peer support. Encourage team members to look out for each other, not just rely on you

Recognition during change reinforces that effort is noticed, even when outcomes are still uncertain.

• Call out specific efforts, not just results. "I noticed how you handled that transition" goes a long way
• Acknowledge the additional load that change brings. People need to know their effort is seen
• Celebrate milestones and small wins to maintain momentum

Some risks can't be managed at a team level. Escalating early helps prevent harm and ensures the right level of response.

• The issue poses an immediate risk to the health and safety of an individual or your team
• The controls needed sit beyond your level of influence
• The issue is continuing despite reasonable efforts to address it at a team level

Escalate to your direct line leader, People Partner, or Safety Partner for further support. If you are concerned about an individual's immediate wellbeing or vulnerability, support them to access appropriate help such as Sonder, or a GP or mental health professional. If there is an immediate risk to safety, contact emergency services (000).

Empathy is about genuinely seeking to understand another person's perspective. It means focusing on understanding their experience before trying to fix, advise, or redirect. This matters because people are more likely to speak openly, feel supported, and stay engaged when they feel heard and understood.

• Listen fully before responding. Resist the urge to jump to solutions
• Ask open-ended questions: "How is this change landing for you?"
• Validate their experience. "That makes sense" or "I can see why that would be frustrating"
• Put your phone away and give your full attention during conversations
• Reflect back what you have heard before offering your perspective
• Follow up the next day. "I have been thinking about what you shared"

Psychological safety is the belief that it is OK to speak up with ideas, questions, concerns, or about mistakes without fear of negative consequence. This matters because people are more likely to raise risks, ask for help, and contribute openly when they feel safe.

• Have regular conversations with your team — consistent check-ins build the safety to speak up
• Encourage learning and calculated risk-taking — treat mistakes as opportunities to improve
• Create a positive learning environment where team members are not punished for errors
• Provide timely, constructive feedback so people know where they stand
• Lead by example — model the vulnerability and openness you want to see in others
• Address problematic behaviours early so they do not erode the team's sense of safety
• Create space for all team members to be heard and to provide feedback

Be empathetic without absorbing others' distress. Debrief with a peer or your own manager after difficult conversations. Recognise when you are carrying more emotional load than is sustainable.

Protect your capacity by being deliberate about where you invest energy. Not every meeting needs your attendance, not every problem needs you to solve it. Delegate where you can and pace yourself.

Set clear expectations about your availability, including when you start and finish, and when you are reachable. Modelling healthy time boundaries gives your team permission to do the same.

Strengthen relationships with the people around you, both at work and at home.

• Schedule a catch-up with a peer leader you trust
• Have a non-work conversation with a team member this week
• Reach out to your own support network outside of work

Move your body in a way that works for you. Even small amounts make a difference.

• Take a walking meeting instead of sitting in a room
• Block 15 minutes in your calendar for movement each day
• Step outside between back-to-back meetings

Pay attention to the present moment. Notice what is happening around you and how you are feeling.

• At the start of each day, take 60 seconds to check in with yourself
• Notice when your stress is rising. Name it before it builds
• Acknowledge one thing that went well at the end of each day

Trying something new or developing a skill boosts confidence and curiosity.

• Ask a colleague to teach you something they are good at
• Listen to a podcast or read an article outside your usual area
• Reflect on what you have learned from a recent challenge

Small acts of kindness and generosity — for others and yourself — have an outsized effect on wellbeing.

• Offer to cover a task for a colleague who's under pressure
• Send a thank-you message to someone who helped you this week
• Mentor or share advice with a less experienced leader