Leadership Toolkit
Lead Well, Support Well
A toolkit for leading and caring for your team and yourself through change
A toolkit for leading and caring for your team and yourself through change
Lead Well, Support Well is a practical toolkit to help you lead your team through change. Whether you're navigating shifting priorities, team uncertainty, or increased pressure — it gives you the strategies, tools, and support you need to lead confidently, care for your team, and look after yourself along the way. Select an area below to get started.
Strategies for leading effectively through change. This includes building clarity, managing safety and wellbeing risks, and maintaining team confidence.
How to stay connected with your team's wellbeing, have effective support conversations, and maintain your own resilience.
Record of changes applied to the Lead Well, Support Well toolkit.
| Ref | Area | Change |
|---|---|---|
| S1 | Leading Change | Updated header text: "Team look to their leaders... particularly as change becomes a constant in our lives" |
| S2 | Transparency card | Changed action to "Be transparent, honest and reliable... Acknowledge challenges or concerns, be open to feedback and follow up on questions" |
| S3 | Confidence card | Renamed to "Instil Confidence: Navigating The Change". Updated description and all action items. Added "Do not dismiss real challenges" action |
| S4 | Risk page header | "normal" → "natural", added "it can be hard", "negative impact on a person's mental health" |
| S5 | Risk section intro | Label → "Managing negative change impacts". Restructured with "What can cause negative impacts" and "Why are they important" headings. Updated callout text |
| S7 | Poor Support | "including right training" → "including the right training" |
| S8 | Job Security | Added "Maintain regular 1:1s" as top action. Removed redeployment line |
| S9 | Workplace Relationships | Merged 1:1 line into open communication point. Removed duplicate |
| S10 | Card titles | "Poor Organisational Justice (Fairness)" → "Lack of Fairness" |
| S11 | Consultation | Heading → "How do I find out what is negatively impacting my team". Text → "Listening to our team..." |
| S12 | Escalation | "risks" → "impacts", "prevent harm" → "prevent impact to the team's mental health". "controls needed" → "actions needed". Removed emergency services (000) line |
| S13 | Risk resources | "Introduction to Psychosocial Risk: Change Toolkit" → "Introduction to Psychosocial Risk" |
| S14 | Team page header | Replaced with new text about change meaning different things for everyone |
| S14 | Signal intro | Replaced with "negative impacts could be emotional, behavioural or physical... natural reactions" |
| S14 | Self-reference | Added "You might also notice these signs in yourself" with link to Supporting Yourself |
| S15 | Signal cards | Updated Behaviours (decline, withdrawal, defensive, conflict), Physical (tension, tiredness, eating, illness), Thinking (concentrating, forgetting, over thinking, confidence) |
| S16–18 | CARE steps | C→1 "Show you care", A→2 "Ask the question", R→3 "Call for help" (text updated), E→4 "Reconnect". Added "if needed" to intro |
| S19 | Team in Need | "Supporting our Team in Need guide" → "Supporting Our Team In Need" |
| S20 | Moderate tier | Added "Contact your TXP or one-up Line Leader" at start |
| S22 | Sonder (team) | Added Manager Assist service description |
| S22 | Good Shepherd | Added "financial capability support" to AU and NZ descriptions |
| S24 | Healthy Life | "Awaiting details" → "Health and lifestyle support pathways" |
| S26 | Supporting Self | Added "Seeking support" yellow callout box about proactive support and not going it alone |
| S28 | Self pathways | Heading → "Wellbeing support pathways for leaders". Added Mindstar card. Updated Sonder with Manager Assist |
| — | Footer / Title | Removed "Final" from page title and footer |
Team look to their leaders for guidance, stability, and support, especially during times of change. How you show up has a direct impact on how that change is experienced particularly as change becomes a constant in our lives. The behaviours below highlight the practical actions you can take to lead effectively through change.
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.
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.
Teams take their cues from their leader. Leading by example, with measured confidence helps people move forward. You do not have to be overly positive, it is important to acknowledge where challenges exist while helping the team to navigate these.
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.
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.
During times of change, team members may be distracted, roles may shift, and work may be impacted. Providing clarity and actively managing workload helps people stay focused and prevents overwhelm.
Recognition during change reinforces that effort is noticed, even when outcomes are still uncertain.
Leading through change often means working in uncertainty. You do not need to have everything figured out. What matters is being honest about what you know and what you do not know, adapting as things evolve, and continuing to show up consistently for your team.
Change is a natural part of any workplace, and it can bring improvements, new opportunities, and growth. At the same time, it can be hard. It can create pressure for teams as people adjust to new ways of working, shifting expectations, and increased uncertainty. If not managed well, these pressures can have a negative impact on a person's mental health. This is why it is important to pay close attention to how change is experienced, not just what is changing. Taking a proactive approach helps identify and address the cause of the pressure before it escalates.
There is a good chance you are already doing many of these things. They are part of good management practice. This section helps you name what to look for and sharpen your focus during periods of change.
What are psychosocial hazards?
Change can generate pressure for our teams, for example due to job insecurity, additional workload, lack of clarity with new tasks, tensions in the team or poor communication around the change. These are safety risks that we legally need to manage, they are known as psychosocial risks.
No one wants to see a team member struggling or becoming unwell because of work when there is something we can do to manage it.
We want to focus on fixing the cause: to prevent or reduce the impact, rather than waiting for it to negatively impact our team and then offer support. For example, making sure workloads are manageable before they have a negative impact on a team member's mental health.
Why should leaders care about them?
While we have a legal obligation to manage these risks, more importantly, this is about taking care of our team and creating conditions where people can do their best work.
During change, these hazards can become more pronounced. To prevent and reduce harm during change, we focus on fixing the work, not the worker — for example, making sure workloads are manageable. Individual level support is important, but it shouldn't be the main solution.
Below are psychosocial hazards that commonly arise during change. Select each risk below to see what it looks like, and what actions leaders can take.
Listening to our team is one of the best ways to identify what might negatively impact your team and what actions are going to be most effective. It works best when it is timely (starting before issues emerge), inclusive (involving those directly affected), and honest (acknowledging where input can and cannot influence the outcome). Done well, it builds trust and surfaces risks early.
Some impacts cannot be managed at a team level. Escalating early helps prevent impact to the team's mental health and ensures the right level of response.
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.
During change team members will look to you for guidance, stability and support. Change will mean something different for everyone, for some it may be positive with opportunities and growth, for others it may be negative with uncertainty and job insecurity. Naturally we all gravitate to what we are going to lose; where we may see change as exciting with new opportunities, others may see the loss of job, friends etc.
The negative impacts of change could be emotional, behavioural or physical. These are all natural reactions and it is important to recognise them as valid and allow team members time to process the change. Look out for changes in how a team member would generally behave or present. If you notice these changes it is important to check in with the team member regularly (see our tips below). It is when they are impacting a person's ability to function or last for a long period of time that we may need to connect them with support.
You might also notice these signs in yourself. See our section on Supporting Yourself.
Do not wait for warning signs to have a conversation. Proactive check-ins build the trust that makes it easier for team members to come forward when they really need support.
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.
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.
As a leader, one of the most important actions you can take during change is to always check in on how your team members are doing. This can be through everyday conversations or regular 1:1s.
This is about getting to know your team so you can help them navigate the change and look out for when they may be struggling.
It is not about having all the answers. It is about showing up, listening, and helping them take a practical next step. It is not your role to be a psychologist or counsellor. Your job is to notice, ask, listen, and connect people to the right support if needed.
Open the conversation in a genuine, low-pressure way
Let the conversation flow naturally — ease into the conversation before asking specific questions relating to how they are going. You might use observable changes to open the conversation in an easy way.
"I just wanted to check in and see how you are going."
"How are you feeling about the recent [changes/challenging time]?"
Listen and reflect back so they feel heard
Acknowledge and validate the team member's thoughts, feelings, and perspective as natural responses; demonstrate signs of encouragement such as head nods, reflect back emotions — 'it sounds like…', summarise what they are saying to ensure you have heard correctly. Try and avoid jumping straight into solutions.
"That sounds really challenging."
"I can hear that you have been going through a lot lately."
Identify what would help and what you can do
Remember these conversations are about checking in and listening. Avoid assuming what someone needs. There might be things you can help address within your role, or this might look like helping connect them with additional support, as needed. Importantly, make sure you follow through on any actions discussed.
"Are there any work-related factors I can help address?"
"What support do you need from me?"
"Are you aware of Sonder? I can help connect you if useful."
Continue the conversation
Regular connections are key. They help us get to know our team and understand what's changed since the last conversation. You can see if actions or supports have been effective, or if anything needs to be adjusted.
"Let's set up some time to catch up again in a few days to see how things are going."
If you become concerned for someone's safety or notice they are significantly distressed during or after a conversation, action should be taken by escalating to the appropriate channels as outlined below. Refer to the Supporting Our Team In Need resource for further guidance.
Use these tiers to guide your response when a team member is struggling. Expand each level for guidance on what to do.
If there is an immediate danger of self-harm, suicide, or harming others.
Telephone emergency services: 000 in Australia or 111 in NZ. Follow Safety reporting requirements.
If there is no immediate danger but you have a significant concern about someone's safety or welfare.
Engage Sonder to conduct a Welfare Check (team member consent not required). Once the immediate risk is managed, the situation should be escalated to the Line Leader and Team Experience Partner (TXP). Follow Safety reporting requirements.
You have an increasing concern about someone's mental health and wellbeing but there is no immediate danger.
Contact your TXP or one-up Line Leader. Sonder may be engaged proactively, with team member consent, for a Wellbeing Check. The TXP or one up Line Leader may access in house psychological advice and guidance by sending a confidential Support Request Form to mentalhealthspecialists@woolworths.com.au.
Follow existing escalation pathways, e.g., to One-Up Manager, and reporting processes, e.g. Safety & Wellbeing Portal.
Free, confidential, 24/7 support via app or phone for any psychological, medical, financial, safety or wellbeing need for team. They also provide a Manager Assist service to help answer questions you may have about supporting your team.
Financial support and solutions to assist team members e.g. financial counselling, financial capability support, interest free loans and grants.
Financial support and solutions to assist team members e.g. financial counselling, financial capability support, interest free loans and grants.
Mental health awareness training for leaders and team members.
A hub containing an array of resources tailored to our team's wellbeing needs, including resources to support your own and others mental health, wellbeing at work, as well as family and relationship resources.
Visit Wellbeing@WooliesLeaders often carry increased pressure during change while simultaneously supporting others. Without managing your own energy, boundaries, and wellbeing, it becomes harder to lead effectively. Looking after yourself is not optional. It is what sustains everything else.
Seeking support
Navigating change can be hard. But you do not have to go it alone. Proactive support is the best way to set you up for success. Advice or coaching from experts can provide a sounding board for your concerns, give guidance and help you put in place strategies to navigate the challenging times ahead.
Leaders are not immune to being impacted by change. If you notice any changes in thoughts, emotions, behaviour or your physical health it is important to seek support. You can talk to your Line Leader or Team Experience Partner (TXP). Other support options are highlighted below.
During change, it helps to distinguish between what you can control, what you can influence, and what sits outside your reach. Directing your energy toward the first two reduces frustration and helps you make a bigger impact where it matters.
Your behaviour, your response, how you show up each day, the conversations you choose to have
Your team's experience, team processes, how workload is managed, how information is communicated within your area
Broader organisational strategy, market conditions, cost of living pressures, decisions made above your level
Boundaries help you lead in a way that is sustainable over time, particularly during periods of change when demands increase. They are not about doing less or caring less. They are about being clear on what sits within your role, how you use your time and effort, and where you need to step back, delegate, or escalate. It also sends an important message to others. When leaders role model healthy boundaries, recovery, and sustainable ways of working, it helps create a culture where people feel permitted to do the same.
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.
Evidence-based approaches to maintaining wellbeing. Expand each to see practical ideas for leaders.
Strengthen relationships with the people around you; social connection is so important for our wellbeing.
Move your body in a way that works for you. Even small amounts make a difference.
Pay attention to the present moment. Notice what is happening around you and how you are feeling.
Trying something new or developing a skill boosts confidence and curiosity.
Small acts of kindness and generosity — for others and yourself — have an outsized effect on wellbeing.
Free, confidential, 24/7 support. Available for leaders too, not just team members. They have a dedicated Manager Assist service to support leaders navigate the unique challenges they face.
Talk to your leader about eligibility for Wellbeing Coaching.