Leadership strategies for mental health and team empowerment
Last week, we marked R U OK? Day, a timely reminder to check in on those around us, particularly in the workplace. As leaders, we often support our teams’ mental wellbeing while maintaining confidence in times of uncertainty. Striking the right balance between showing vulnerability and avoiding the creation of fear is an ongoing challenge. Yet it is how we lead with empathy. Maintaining a strong mindset at work can be hard. This was a topic I explored in my RUOK Day keynote, Growth Mindset @Work, with the Sydney North West Region of NAB Business Bank last week.
A key point we reflected on was this: ‘thoughts are not facts’. This insight is essential for mental health, both personally and professionally. The ability to separate opinion from reality allows leaders to maintain clarity, but how do you do this while still remaining approachable and human? How do you show enough vulnerability to build trust without causing concern?
Let's explore how to strike this delicate balance.
The power of vulnerability
As leaders, we’re often told to be strong, decisive, and in control. Yet, over the past few years, leadership styles have evolved, and vulnerability has increasingly been recognised as a strength, not a weakness. Being vulnerable allows others to see us as real, relatable human beings, which can build trust and deepen relationships with our teams. Brené Brown, a renowned researcher on vulnerability, once said, “Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome.”
Showing vulnerability doesn't mean you need to overshare or reveal every fear or doubt. It’s about being authentic, acknowledging challenges, and demonstrating that you face obstacles and uncertainties just like everyone else. This honesty can build empathy and encourage open communication, making your team feel more comfortable bringing forward their own challenges.
The danger of fear
While vulnerability can be powerful, the opposite end of the spectrum is fear. When leaders over-share their uncertainties or express too much doubt, especially during critical moments, it can unintentionally cause anxiety and unrest within the team. In a business environment, fear is contagious. If employees sense that leadership lacks confidence, it can lead to speculation, reduced morale, and even poor performance.
Leaders must be careful to avoid creating unnecessary worry. The goal is to show that while you may not have all the answers, you are committed to finding solutions, seeking guidance where needed, and providing a stable path forward.
How to get the balance right
So, how do you navigate this balance between showing vulnerability and maintaining leadership confidence? Here are some strategies to help you strike the right tone in your leadership.
1. Know when to share
Not every situation requires complete transparency. If you're going through a personal or professional challenge that might overwhelm your team, it's worth considering whether sharing this information will help or hinder them. Before you open up, ask yourself: Is this relevant to the team? Will it create understanding or panic?
For example, if your company is facing a difficult financial quarter, acknowledging the challenge but focusing on solutions will show your team that while you're realistic about the problem, you're also confident in the organisation’s ability to overcome it.
2. Anchor your vulnerability in facts
As mentioned earlier, thoughts are not always facts. In times of stress or uncertainty, it's easy to get swept up in emotions and opinions, but strong leadership requires grounding in reality.
When sharing vulnerability, base your statements on facts, not feelings. For instance, rather than saying, “I’m really worried about the direction we’re heading,” you might say, “We’ve had some unexpected results this quarter, and while it's concerning, here’s what we know, and this is how we’re planning to address it.”
This approach shows that you're aware of the challenges without spiraling into unnecessary alarm.
3. Balance transparency with optimism
Vulnerability doesn’t mean pessimism. It’s essential to frame vulnerability with a forward-looking, solution-oriented mindset. Acknowledge that things might be tough, but also express optimism and a plan for the future.
Consider a leader who might say, “We’re going through a challenging time, and it’s difficult for all of us. But I’m confident in this team’s ability to come together and find a path forward. Let’s talk about how we can all contribute to the solution.”
This signals that you’re not ignoring the reality but also refusing to dwell on the negatives. It also invites the team into the problem-solving process, empowering them and developing a collective sense of responsibility.
4. Lead with empathy
Remember that the best leaders are empathetic leaders. R U OK? Day is a great reminder that our team members are humans first and employees second. By being vulnerable about your own experiences, you give permission for others to do the same. It opens the door for meaningful conversations about mental health and wellbeing, which is increasingly important in today’s fast-paced and often stressful work environments.
Being empathetic doesn’t mean you must fix every problem or have all the answers. Sometimes, it’s as simple as listening, acknowledging someone’s feelings, and showing that you understand. For example, if a team member is struggling with a project, rather than giving advice straight away, you might say, “I know this is tough. I’ve been there too, and it can be overwhelming. Let’s figure out a way to make it more manageable.”
Final thoughts
Balancing vulnerability and strength as a leader isn’t easy, but it is essential. Show that you are human, capable of empathy and understanding while providing your team with the confidence and direction they need to thrive. Be transparent about challenges, but always anchor your leadership in facts and optimism.
As leaders, the way we communicate directly impacts the mental health and morale of our teams. So, as we reflect on R U OK? Day, let’s commit to leading with a blend of vulnerability and strength, knowing that thoughts are not facts and that we can face challenges together.
Author of ‘Meaningful Work: Unlock Your Unique Path to Career Fulfilment’, Nina Mapson Bone is a people strategist, consultant, chair and keynote speaker. She consults with boards, CEOs, founders and executives on bridging the disconnect between strategy and the needs, motivations and capabilities of their people. Nina’s executive career has spanned three continents and diverse sectors. She was previously the Managing Director of Beaumont People, where she led a period of significant growth for the organisation, during which it was recognised with multiple awards. For more information visit www.nmbpeoplestrategy.com.au
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