Anxiety affects almost one in five Australians There’re many things that cause anxiety but there’s also lots we can do to find balance too!
ACACIA’S HOLISTIC GUIDE TO CAFFEINE
A cup of coffee to start the day is a comfort to a lot of people but is there more to it and how can we enhance our natural energy levels?
UNDERSTANDING PSYCHOSOCIAL HAZARDS
Psychosocial hazards are prevalent in most workplaces with the recently released Commonwealth Code of Practice 2024 introducing more psychosocial hazards for a total of 17!
Join Ipswitch City Council in discussing their EAP@work program, the benefits to staff and positive influence it has had on the organisation
SYNDROME
Imposter syndrome is a common condition that affects many professionals Learn how to identify imposter syndrome and how to overcome it
FROM THE CEO
REBECCA WEISS CHIEF EXECUTIVE OFFICER
As another year draws to a close, here at Acacia we are committed and focused on continuing the momentum created in 2024 where prioritising wellbeing was a key goal.
Year on year we continue to see a growing movement in Wellbeing, where initiatives and programs are making a tangible impact in reducing the stigma surrounding mental illness
However, workplaces need to do more than reduce the stigma, we need to prevent harm from psychosocial hazards at work, including psychological and physical harm
The recently released Commonwealth Code of Practice 2024 has introduced more psychosocial hazards, expanding the focus on the whole of the work environment
We hope you have enjoyed Acacia Connect throughout 2024. I wish you and your loved ones a happy and safe holiday, and I look forward to sharing more wonderful articles in 2025.
Navigating online dating while protecting your mental health
Online dating has revolutionised the way people meet and connect With the convenience of apps such as Tinder, Bumble and Hinge, as well as websites like eHarmony, it’s easier than ever to find potential partners. However, the digital dating world can also take a toll on mental health if not approached mindfully.
We live in a world that romanticises finding “the one” This is evident in television shows like The Bachelor and Love Island. As a result, we may inadvertently set ourselves unrealistic expectations when it comes to dating Online dating can sometimes feel like a numbers game.
It's easy to romanticise the idea of finding "the one" through an app, but staying realistic can save you from unnecessary disappointment. Not every match will lead to a deep connection. Some people may be looking for casual encounters, while others might seek long-term relationships. Don’t expect immediate results: finding meaningful connections often takes time and patience
Before diving into online dating, take time to reflect on your emotional state. Are you dating because you're genuinely ready to meet someone, or are you trying to fill a void? If you’re feeling vulnerable, lonely, or stressed, consider whether this is the right time to start dating. Unresolved issues can impact how you approach relationships.
Different dating apps cater to different needs Picking one that aligns with your goals can reduce frustration and mismatched expectations
Which app is right for you?
Casual connections: apps like Tinder or Bumble might suit you. Meaningful relationships: platforms like eHarmony or Hinge focus on compatibility
Niche apps: if you have specific preferences or interests, consider niche dating sites, such as ones for fitness enthusiasts, religious groups, or LGBTQIA+ communities
Your profile is your first impression, so make it genuine and reflective of who you are. Be honest with yourself and avoid exaggerating or misrepresenting yourself.
Authenticity attracts people who appreciate the real you. Use your bio to highlight your interests, values, and what you’re looking for in a partner Choose clear, current pictures that accurately represent your appearance.
While our phones give us the ability to connect with an infinite pool of potential matches, this accessibility can also make us feel overwhelmed. Spending too much time on dating apps can lead to swiping fatigue, a phenomenon where dating becomes more of a chore than an enjoyable activity.
Be aware of making comparisons with others and the fear of disappointment if something or someone doesn’t live up to expectations Most people present an idealised version of themselves online. What you see doesn’t always reflect reality
Tip: Having some boundaries or restrictions in place may be helpful in having the right mindset for online dating.
Tip: Know what you’re looking for and be clear in your profile to attract like-minded individuals.
Tip: Identify your goals. Ask yourself why you want to date. Are you seeking companionship, love, or something else? Knowing your intentions can guide your interactions.
Online dating should complement your life, not dominate it Everyone’s path to finding a partner is unique On the journey of online dating, there will be ups and downs Try to remain grounded and focused on what is in your control
Practice more self-compassion. Remind yourself of your humanness
You will make mistakes and decisions that not everyone will like or understand. Try to give yourself more grace when there is conflict or misunderstanding We are all doing our best with what we have and know
Don't take everything personally When people react negatively or respond to something you do or say, it's not always about you. Like you, everyone in your orbit (your friends, family, neighbours, etc.) has their baggage. Past experiences influence how they perceive and respond to specific events or situations. You can have the very best intentions, and someone might still be triggered or react irrationally because of their own past and unique understanding of the world.
Remember that you can't control other people's perceptions and how they feel While we can take accountability if we make a mistake or mess up and practice humility, we can't control the receptivity of others. All we can do is our best the one thing we can control
Focus on living your life in a way that reflects your values and morals. Suppose you are navigating day-to-day experiences in a way that is authentic and reflective of your value system. In that case, you will notice yourself feeling more confident and secure in your decisions and less distressed when other people express dissent or feelings of disappointment
Separate your self-worth from dating success Your value is not determined by the number of matches or dates you secure. Regularly remind yourself of your unique qualities and what you bring to a relationship.
If online dating significantly impacts your mental health, don’t hesitate to seek professional guidance through Acacia or your mental health professional, who can help you navigate emotions, improve self-esteem, and develop healthier dating habits.
Online dating offers exciting opportunities to meet new people, but it’s important to approach it with care to protect your mental health
By setting boundaries, managing expectations, and prioritising self-care, you can create a positive and fulfilling online dating experience.
Remember, your wellbeing always comes first, and the right connections will align with your authentic self.
Imposter syndrome is when someone feels like they don't deserve their success or achievements, even though there's clear evidence that they've earned them People with imposter syndrome often think they're "faking it" and fear being exposed as a fraud, even if others see them as capable and competent.
For example, someone who gets a promotion at work might believe they only got it because of luck or because others overestimated their abilities, not because of their actual skills or hard work It’s a mental struggle where their self-doubt overrides the reality of their accomplishments.
Imposter syndrome is very common with some research suggesting 70% of people will experience it at some point in there lives. Imposter syndrome can affect anyone, of any gender and any age, regardless of their actual level of success or expertise It affects individuals across a wide range of fields, including students, professionals, creatives, and even high-achieving leaders.
While anyone can experience imposter syndrome, certain groups are more vulnerable:
High achievers: they often set very high standards for themselves and feel they fall short.
Minority groups: people who feel like "outsiders" in a particular environment (due to race, gender, or other factors) are more likely to experience imposter syndrome.
Students or early-career professionals: those starting in new environments where they feel untested or less knowledgeable
Imposter syndrome is not limited to any specific demographic or level of success. Even people with impressive accomplishments like scientists, artists, or CEOs report feelings of being an "imposter "
Recognise Imposter Syndrome
To be able to challenge Imposter Syndrome it is important to first understand what the symptoms are and how it presents for you. When you are able to recognise the signs and symptoms you can more readily put strategies in place to manage these when they arise Common symptoms include: self-doubt; attributing success to external factors, such as luck; experiencing a fear of being “exposed” as a phony/fraud; downplaying your own expertise and skills; setting excessively high standards for yourself; overworking or overpreparing to either prevent being ‘exposed’ or in an effort to ‘prove’ themselves; excessive rumination and worry around mistakes and flaws in your work; fear that you won’t live up to other expectations; and being overly critical in regards to your work/performance.
Reframe Your Thinking
People with imposter syndrome often experience negative thoughts about their ability, skill and competence. It is important to be able to challenge these negative thoughts with more realistic and balanced thoughts about yourself To do this, it can help to try to take a step back and focus on the bigger picture and what the facts are It can help to ask yourself what facts support that you deserve to be in your role? Another way to challenge these negative thoughts is to ask yourself how you might support a friend who minimises their accomplishments and then apply the same supportive language to your own self-talk.
Talk About It
Speaking with colleagues, friends, or mentors can help to reduce feelings of loneliness or isolation around imposter syndrome. Many people, particularly high-achievers, experience imposter syndrome. Hearing others’ experiences can help you feel less alone Additionally, sharing how you are feeling with people who you trust and feel safe with can also assist in providing a more helpful and accurate picture of your accomplishments and value
NO ONE IS PERFECT AND NOT
EVERYTHING NEEDS TO BE FLAWLESS TO BE VALUABLE
Stop Comparing Yourself
Comparing yourself to others can make imposter syndrome worse. Every time you compare yourself to others, it is likely that you will find some fault with yourself that fuels the feeling of not being good enough or not belonging. It is important to remind yourself that everyone has their own path and timeline for success Additionally, it can help to focus more on your own strengths and accomplishments, not how you measure up to others. It can also help to limit your exposure to social media—social media allows us with ease to compare ourselves to others with a simple swipe on our phones. Being mindful of your social media use and limiting this can be helpful in combating social comparison
Set Realistic Standards
Setting realistic standards can help manage the perfectionistic tendencies often associated with imposter syndrome. It can be helpful to remind yourself that no one is perfect and not everything needs to be flawless to be valuable. It can also help to focus on your progress and growth (e.g. how far you have come and what you have achieved etc.) rather than aiming for perfection It is also important to remind yourself to see failures or mistakes as opportunities for learning and growth, rather than an exposure as an imposter
Practice Self-Compassion
Be Kind to yourself. Imposter syndrome is characterised by critical self-talk that can cast doubt on ourselves and our abilities. Treat yourself with the same compassion you would offer to a friend Be gentle with yourself during moments of doubt, and remind yourself that everyone faces challenges and setbacks It can also help to take some time to self-reflect on your strengths, contributions, and areas for improvement This balanced view can help to mitigate feelings of inadequacy
Celebrate Your Wins
It can be helpful to track your accomplishments Keeping a journal of things such as successes, achievements, positive feedback and important milestones can help to build confidence and re-enforce more positive self-talk when it comes to your strengths and capabilities
Remember overcoming imposter syndrome is a journey. Be patient with yourself and take one step at a time. If feelings persist, consider reaching out to Acacia EAP to get some counselling support around this You’ve got this!
HOLIDAY SEASON
The holidays are a time for celebration, but can also bring about stress, loneliness, and challenges. For leaders, it is good to be mindful of this and consider incorporating the tips below, so you can help your team stay engaged, motivated, and healthy.
Acknowledge the Diversity of Your Team’s Celebrations
The festive season is often associated with specific holidays like Christmas and New Year’s, but your team may have members who celebrate other traditions or none at all. As a leader, it’s important to create an inclusive environment where everyone feels respected, regardless of their religious or cultural background.
One way to do this is by engaging in open communication with your employees about their traditions and preferences. Ask your employees about how they plan to observe the season, if at all You can even consider sending out a short survey asking about preferred work schedules, celebrations, and any potential conflicts or needs during the holiday period
An inclusive approach ensures no one feels excluded or uncomfortable, and it sends a strong message that diversity is valued in your team
Be Mindful of Mental Health and Loneliness
The festive season can be a challenging time for employees who experience loneliness or otherwise struggle with their mental health.
Existing mental health concerns can get worse during this time For some, the holidays are a reminder of lost loved ones, strained family relationships, or financial pressures. Others may feel isolated due to not having family or social connections nearby.
Consider having an open and supportive dialogue about mental health, ensuring employees know they can speak up about concerns. You could remind your team that they can access mental health resources, such as the Employee Assistance Program.
Remain aware that distress is not always expressed outwardly by the person experiencing it Setting up check-ins whether formally or informally can provide opportunities for people to share how they’re doing. Empathy from a leader can make a significant difference in helping people feel seen and supported
Flexibility is Key
The festive season and end of the year often brings increased personal commitments Providing your team with flexibility can help alleviate the pressure they may feel balancing work and personal life during this busy time.
Whether it’s adjusting work hours or allowing for remote work, showing flexibility helps employees manage their wellbeing while still meeting work expectations
If your organisation has a holiday shutdown or extended leave period, communicate this clearly and encourage team members to disconnect from work entirely
For employees who may not be able to take time off (such as those in customer-facing roles or essential functions), consider some alternatives, like a reduced workload where possible, financial incentives, or tokens of appreciation
Promote Team Connection and Social Interaction
Social connection is of particular importance to people during the festive season. Virtual or in-person team activities (depending on the makeup of your workforce) can help foster a sense of belonging, camaraderie, and inclusivity.
Consider hosting a low-pressure holiday event where team members can join simply to chat, share stories, or even participate in a light-hearted competition.
For remote or hybrid teams, virtual activities such as holiday trivia, or wellness challenges can provide a fun and engaging way to connect.
Set Clear Expectations and Offer Support for Managing Workload
As the end of the year is often a time of increased personal responsibilities, burnout and excessive stress can be looming
You can help your team navigate this by ensuring they are aware of the expectations for the holiday period well in advance and being transparent about the business’s needs If possible, reduce the pressure of high-priority tasks during the holidays Encourage employees to delegate, reprioritise, or adjust deadlines where feasible As a leader, provide the necessary resources and support to ensure employees are not overwhelmed, and remind them to take time for themselves Let your team know that taking breaks is encouraged and that rest is vital for long-term productivity and creativity.
Celebrate Your Team’s Contributions
The end of the year is an excellent time to show appreciation for your team’s hard work
Acknowledge the efforts and achievements of your team in a meaningful way, whether it’s through a holiday message, a personalised thank-you, or even a small gift or gesture of appreciation Feeling valued and recognised boosts morale and creates a sense of belonging and connection
As a leader, taking proactive steps to support the wellbeing of your team during the festive season is helpful for maintaining morale, engagement, and overall productivity By following these tips you can create a supportive work environment that helps people navigate this sometimes challenging time. With the right support in place, your team can enter the new year feeling refreshed, appreciated, and ready to succeed.
RETURNING TO WORK AFTER EXTENDED LEAVE
Returning to work after an extended period of leave whether due to illness, injury, pregnancy or childbirth, or the responsibility of caring for an unwell loved one can be an emotionally and physically challenging transition for employees
For people leaders, understanding how to support staff during this time is crucial for fostering a psychologically safe environment and ensuring a smooth reintegration into the workplace.
In both Australia and New Zealand, the legal and cultural frameworks surrounding leave and work-life balance have evolved in recent years, placing a greater emphasis on employee wellbeing
However, beyond the regulatory landscape, the key to a successful return-to-work strategy lies in psychological safety: the belief that one will not be humiliated, rejected, or penalised for speaking up, making mistakes, or asking for help This is particularly important after extended leave, as employees may be managing ongoing health challenges, adjusting to new personal circumstances, or struggling to regain their confidence and sense of belonging within the workplace.
The Importance of Psychological Safety
Psychological safety is a cornerstone of highperforming, inclusive organisations. Research by Amy Edmondson at Harvard Business School emphasises that teams with high psychological safety are more innovative, resilient, and engaged For employees returning from extended leave, feeling safe to express concerns, ask for help, and discuss adjustments to their work environment is vital for both their personal wellbeing and their productivity.
A study conducted by the Australian Human Rights Commission highlights that employees returning from maternity leave or sick leave often face workplace reintegration challenges, including uncertainty about changes that have occurred in their absence, lack of clarity around expectations, and fear of being stigmatised These factors can significantly contribute to stress and anxiety. Therefore, people leaders must be proactive in addressing these challenges and in fostering an environment where employees feel supported and understood.
TEAMS WITH HIGH PSYCHOLOGICAL SAFETY ARE MORE INNOVATIVE, RESILIENT, AND ENGAGED
Empathy and Flexibility: The Foundations of Support
One of the most effective ways to support staff returning to work is through empathy and flexibility. Each employee’s experience of leave and their reasons for being away will differ, which means a one-size-fits-all approach will likely fall short For instance, employees returning from pregnancy or childbirth may need flexibility around childcare or ongoing health concerns, while those recovering from illness and/or injury may require time to regain their physical and mental stamina
In both Australia and New Zealand, flexible work arrangements have become an important part of the workplace culture. Both countries have legal frameworks in place that allows employees to request flexible working conditions in response to family or health-related circumstances.
In Australia, the Fair Work Act provides employees with the right to request flexible working arrangements, and New Zealand’s Employment Relations Act includes similar provisions. People leaders should not only be aware of these rights but also foster a culture where such arrangements are normalised and encouraged
Research by the Australian Institute of Family Studies underscores the benefits of flexible work, particularly in relation to employee retention and job satisfaction The same study found that employees who experience flexibility in the workplace are more likely to feel supported and less stressed Flexibility around hours, location, and workload can help employees feel more in control of their return to work, enabling them to balance personal health, family commitments, and professional responsibilities without feeling overwhelmed.
Clear Communication: Setting Expectations and Providing Updates
Clear, transparent communication is essential during any transition, and it is particularly crucial when employees return after an extended period away Returning employees may feel disconnected from their team and uncertain about changes that occurred during their leave, whether it's changes in team dynamics, technology, or organisational priorities In fact, research from the University of Sydney found that employees returning from parental leave often report feeling “out of the loop” regarding organisational changes, which can lead to feelings of anxiety and insecurity
To help ease this transition, people leaders should proactively provide updates about workplace changes and clarify expectations around the employee’s role and responsibilities This ensures that the returning employee understands what is expected of them and can begin to re-engage with their work with confidence. However, it is important that these realistic expectations are set, taking into account the employee’s current situation.
Evidence from the New Zealand Council of Trade Unions suggest that employees who are reintroduced to work gradually, with clear and manageable goals, are more likely to succeed in their return and experience lower levels of stress. A phased return-to-work plan, which might include part-time hours initially or a temporary reduction in responsibilities, can help employees regain their footing without feeling pressured to jump straight back into full-time work
LEADERS CAN FOSTER AN ENVIRONMENT OF OPENNESS AND UNDERSTANDING
Supporting Mental Health and Wellbeing
The mental health of returning employees should also be a top priority Employees who have experienced a significant health challenge, undergone childbirth, or managed the stress of caring for an ill family member, may be dealing with mental health challenges such as anxiety, depression, or fatigue
There is a large amount of research that confirms mental health issues in the workplace can result in decreased productivity, increased absenteeism, and a higher risk of burnout.
People leaders should openly promote mental health support in the workplace, ensuring employees are aware of resources such as Employee Assistance Programs (EAPs) and counselling services.
In both Australia and New Zealand, there is growing recognition of the need for workplaces to support mental health
Initiatives such as the Heads Up campaign in Australia, which promotes mental health awareness in the workplace, highlight the importance of creating psychologically safe environments where employees feel supported in managing their mental health
Moreover, mental health support should not be limited to formal resources Leaders can also foster an environment of openness and understanding by checking in regularly with employees, showing genuine concern for their wellbeing, and encouraging them to take breaks when necessary.
We know from research the benefits of regular check-ins between managers and staff in reducing workplace stress and building stronger working relationships
The Role of Inclusion in the Transition Reintegration into the workplace can also be a matter of emotional adjustment Returning employees may feel alienated or disconnected from their team, especially if they’ve been away for an extended period Feelings of exclusion or disconnection can negatively impact an employee’s performance and overall engagement
People leaders can combat this by fostering an inclusive culture that actively works to integrate returning employees into the team This might involve reintroducing them to colleagues, updating them on team activities, and providing opportunities for them to reconnect with their work environment.
Social inclusion not only enhances an employee’s sense of belonging but also reinforces their commitment to the organisation
Supporting employees returning to work after an extended leave is not just about managing logistics; it’s about creating a psychologically safe environment where employees feel valued, heard, and supported.
By offering flexibility, clear communication, mental health resources, and opportunities for social inclusion, people leaders can ensure that their returning staff members are able to transition back into the workplace with confidence
Ultimately, people leaders who prioritise empathy and support during this critical period are not only helping their employees succeed but are also building a more resilient, engaged, and loyal workforce. This approach benefits both individuals and organisations, enhancing productivity and fostering a culture of trust and wellbeing in the workplace.
If you are a people leader and would like to speak more about how to support an individual returning to work, Acacia EAP is able to provide you with manager specific support as part of our Manager Support Hotline
Australian Institute of Family Studies,
inform government policy and family services
New Zealand Council of Trade Unions,
Australia Human Rights Commission, (2024), Chapter 4: Experiences of employers in managing pregnancy, parental leave and return to work after parental leave
(2024), Research to
(2024) University of Sydney, (2024)
Anxiety: Why Is It So Prevalant
Anxiety is the most common mental health disorder in Australia. In 2020–2022, close to one in five Australians (17 2% or 3 4 million people) aged 16–85 years had a 12-month anxiety disorder.
While anxiety is usually a common reaction to a stressful situation, for some, anxious thoughts, feelings, or physical symptoms can become enduring, acute and upsetting, and interrupt daily life which can lead to persistent anxiety symptoms and may be considered an anxiety disorder.
Anxiety disorders typically involve feelings of tension, distress or nervousness A person may avoid situations they believe cause these feelings, potentially limiting their interactions with the wider world and impacting the way they live
Sobering statistics:
One in two people (50 3%) who described their sexual orientation as Gay or Lesbian, Bisexual or who used a different term had a 12month anxiety disorder
One in four people (25 6%) living in one parent family households with dependent children had a 12month anxiety disorder
More than one in ten First Nations people reported having long-term diagnosed Anxiety (17%) in 2019
Around one in fourteen (7%) of 4-17 years old will experience an anxiety disorder
There are different types of anxiety disorders, including:
Generalised anxiety disorder (GAD) is characterised by persistent and excessive worry, often about a range of daily situations like work, family or health. This worry is difficult to control and interferes with the person’s dayto-day life and relationships.
Specific phobia involves extreme anxiety and fear of particular objects or situations, which is out of proportion to the actual danger present. Common phobias include fears of flying, spiders and other animals, and injections.
Panic disorder is characterised by the experience of repeated and unexpected sudden surges of overwhelming fear and anxiety accompanied by physical symptoms such as chest pain, heart palpitations, dizziness and breathlessness These symptoms can be ‘out of the blue’ with no apparent trigger.
Bureau of Statistics, (2023), National Study of Mental Health and Wellbeing
While there is no single known cause of anxiety disorders, there are a number of risk factors that may contribute. These differ between the anxiety disorders but in general, the following factors may play a role:
Gender
Women are more likely to work in lower paying jobs and jobs that don't offer as much status as men, which can affect their mental health.
Trauma
Experiencing trauma, such as bullying, violence or the death of a loved one, can contribute to the development of anxiety disorders
Physical Health
Continuing physical illness can trigger anxiety or complicate treatment of anxiety disorders
Genes/Family History
Certain anxiety disorders appear to have a genetic component that may put some individuals at higher risk of developing problems.
Biology
Some anxiety disorders might have a basis in how the brain processes and responds to stress and physical arousal, and how the body releases stress hormones such as cortisol.
Thinking Style
Patterns of thinking characterised by anticipating the worst, persistent negative self-talk, and difficulty accepting uncertainty as well as low self-esteem are often linked to anxiety
Coping Strategies
Unhelpful coping strategies, such as a tendency to avoid situations that trigger anxiety, rather than facing such situations, can result in an increase of an anxious symptoms.
Stressful Life Events
Stressful events such as a marriage breakdown, work or school deadlines, and financial insecurity or hardship, social isolation can act as triggers for the development of an anxiety disorder
Anxiety is a common reason for people to seek help and research suggests that there are several effective psychological treatments available.
A mental health professional will take time to understand your individual situation and their evidence-based approach will depend on how your anxiety developed, what triggers your anxiety, and how it affects you
DATES&EVENTS Mental Health Mental Health
DECEMBER
ALL DECEMBER
Decembeard
DECEMBER 1
World Aids Day
DECEMBER 3
International Day of Persons with Disabilities
DECEMBER 5
International Volunteer's Day
DECEMBER 10
Human Rights Day
DECEMBER 18
International Migrants Day
JANUARY
JANUARY 3
International Mind-Body Wellness Day
JANUARY 4
World Braille Day
JANUARY 28
World Leprosy Day
FEBRUARY
ALL FEBRUARY Heart Health Month
ALL FEBRUARY FebFast
ALL FEBRUARY Ovarian Cancer Awareness Month
ALL FEBRUARY REDFEB
FEBRUARY 4 - 10
Feeding Tube Awareness Week
FEBRUARY 6
Safer Internet Day
FEBRUARY 13
Apology to Australia's Indigenous Peoples Anniversary
FEBRUARY 14
National Condom Day
FEBRUARY 15
International Childhood Cancer Day
FEBRUARY 20
World Day of Social Justice
ACACIA’S ACACIA’S GUIDE TO GUIDE TO CAFFEINE CAFFEINE
Caffeine is the world’s most widely consumed psychoactive substance, typically associated with the ritual of "kicking off" your day with a cup of coffee While coffee beans are the most common source of caffeine, it can also be found in tea leaves (black, green, and chai), cocoa pods, and a variety of other plants
People often reach for caffeine for its ability to enhance alertness, boost energy, and reduce perceived effort during physical activities. However, the relationship between caffeine and the body’s stress response system, particularly cortisol, is more complex than many realise. Understanding this connection can help you manage your caffeine intake for better health and wellbeing
Caffeine’s energising effects stem from its interaction with the brain's neurotransmitters. When consumed, caffeine enters the bloodstream quickly and blocks adenosine, a neurotransmitter that normally promotes sleepiness and relaxation This blockage leads to an increase in dopamine and norepinephrine, which boosts mood, energy, and alertness hence the feeling of being more awake after your morning coffee.
Cortisol, often referred to as the “stress hormone,” is produced by the adrenal glands and plays a crucial role in the body’s stress response system, known as the sympathetic nervous system When you experience stress or wake up in the morning, cortisol levels naturally rise, preparing your body for action But how does caffeine affect cortisol?
It turns out that caffeine doesn't directly increase cortisol levels, but it does stimulate the body in a way that mimics stress Because caffeine blocks adenosine, the body interprets this as a sign of stress, triggering cortisol production even if you're not consciously feeling stressed. This is why drinking coffee can give you a surge of energy and alertness the cortisol response at play
There are several factors that influence how caffeine interacts with cortisol, including individual metabolism, timing, and overall stress levels Let’s explore these factors further
For regular coffee drinkers, caffeine tolerance can build over time, meaning that habitual consumption may reduce the intensity of the cortisol response. This means frequent caffeine consumers might not experience as much of a "stress" reaction as someone who drinks coffee infrequently.
Timing of caffeine consumption also plays a critical role Drinking coffee first thing in the morning, when cortisol levels are already naturally elevated, can amplify the cortisol surge, leading to heightened anxiety or stress. Moreover, consuming caffeine early in the morning can interfere with the body’s natural rise in adenosine, which helps regulate sleepiness. This could lead to an afternoon energy slump once adenosine levels rise later in the day.
To avoid this, experts recommend waiting at least 90 minutes after waking up before drinking your first cup of coffee This timing allows your body’s natural cortisol rhythm to stabilize and prevents an artificial boost from caffeine that could disrupt your natural energy cycle
Everyone metabolises caffeine differently due to factors like genetics, gender, and overall stress levels. Some people are "slow metabolisers" of caffeine, meaning it stays in their system longer and may have a stronger effect on cortisol, while others may not feel the same intensity. Understanding your personal caffeine tolerance is key to managing its impact on your body and mind
Moderate caffeine consumption (200-300 mg per day, or about 2-3 cups of coffee) is generally not associated with significant increases in cortisol or stress for most people.
However, higher doses may lead to feelings of anxiety, restlessness, or even exacerbate existing stress or anxiety disorders. As a general rule, sticking to a moderate dose and paying attention to how your body responds can help you avoid overstimulation
While caffeine is generally safe in moderate amounts, it can have negative effects on health when consumed in excess. Let’s take a look at some of the potential risks.
Sleep Disruption
Caffeine, particularly in the evening, can interfere with sleep quality and quantity To minimize this effect, it’s recommended to limit caffeine intake to no more than 100 mg (about one cup of coffee) in the eight hours leading up to bedtime
Decaffeinated coffee or herbal teas may be a better choice in the evening
Pregnancy Concerns
The research on caffeine during pregnancy is inconclusive Some studies have linked high caffeine intake to lower birth weights and an increased risk of miscarriage, while others found no such effects To be cautious, pregnant women are often advised to limit their caffeine intake or avoid it altogether
Caffeine Withdrawal
When you suddenly stop consuming caffeine, withdrawal symptoms can occur, including headaches, irritability, fatigue, and difficulty concentrating These symptoms can last anywhere from a few days to up to a week, depending on how much caffeine you regularly consume.
Nutrient Absorption Issues
Caffeine can interfere with the absorption of essential nutrients, including iron, calcium, magnesium, and zinc. A study showed that consuming coffee with a meal decreased iron absorption by 39%. Additionally, caffeine can increase calcium excretion, potentially contributing to lower bone mineral density over time
Gut Issues
Caffeine is a known stimulant of the digestive system, which can be problematic for individuals with sensitive guts or conditions like irritable bowel syndrome (IBS). It can lead to increased bowel movements, diarrhea, or bloating in susceptible individuals.
If you're a regular caffeine consumer and want to reduce stress while maximising its benefits, here are some tips to keep in mind:
Limit Your Intake: stick to 200-300 mg of caffeine per day roughly 2-3 cups of coffee. Pay attention to your body’s response and adjust accordingly
Be aware of Additives: be mindful of sugar, artificial sweeteners, and creamers, which can contribute to energy crashes and mood swings
Time It Wisely: avoid caffeine first thing in the morning or late in the day If you drink coffee for a morning boost, wait at least 90 minutes after waking up to avoid interfering with your natural cortisol cycle
Stay Hydrated: caffeine has a mild diuretic effect, so it’s important to drink plenty of water to stay hydrated throughout the day.
If you’re thinking of reducing or quitting caffeine, here are a few strategies to help make the transition smoother:
Gradual Reduction: slowly cut back on your caffeine intake to avoid withdrawal symptoms. Try Herbal Teas or Decaf Coffee: these alternatives provide a warm beverage without the stimulating effects of caffeine.
Explore Adaptogens: herbs like ashwagandha and rhodiola can help reduce stress without the need for caffeine.
Incorporate stress-Reducing Practices: Yoga, meditation, and regular exercise can support your body’s stress response without caffeine
Caffeine can be a powerful tool for boosting energy and focus, but its effects on stress and health are nuanced By being mindful of your caffeine consumption considering factors like dosage, timing, and individual tolerance you can enjoy the benefits of this popular stimulant while minimising negative side effects Whether you’re a casual coffee drinker or someone looking to quit, understanding how caffeine affects your body will help you make more informed choices about your daily routine
UNDERSTANDING PSYCHOSOCIAL HAZARDS
Safe Work Australia defines a psychosocial hazard as “anything that could cause psychological harm (eg harm someone’s mental health)”. In the workplace psychosocial hazards can arise from the environment in which we perform our work, the way our role is designed, how the duties are managed, and the interactions we have with those around us when conducting our work (leaders, colleagues and the public).
These hazards pose a risk to the health or safety of the worker It is the responsibility of a workplace to manage the psychosocial risk that may arise from these hazards. A psychosocial risk is the probability or likelihood that a person will be harmed by the hazard and the severity of the harm caused Risks are managed by being eliminated where possible, or minimised through applying control measures.
The presence of a psychosocial hazard does not necessarily mean that psychological harm will result for a worker. Assessments are conducted to understand the harm the hazard could cause, how serious the harm could be and the likelihood of it happening
In October 2024 the Commonwealth Code of Practice was released which identified 17 common workplace psychosocial hazards (introducing 3 additional hazards to those in the SafeWork model Code of Practice in 2022)
THE 17 PSYCHOSOCIAL HAZARDS
Job Demands: this includes high workload, tight deadlines, long hours (including shift work), role overload, and demand outside of work hours. Low job demands are also a hazard, and could include long idle periods, monotonous or repetitive tasks or easy work that is below one’s ability. Job demands pose a risk when intense and sustained for long periods of time
Lack of Role Clarity: unclear, inconsistent or frequently changing roles, responsibilities or expectations. This could include no (or a poor) job description, multiple directions from various managers, or conflicting information about performance expectations can create stress and frustration
Low Job Control: having little control over the work or aspects of it, lack of autonomy or decision-making power in how or when the job is performed can be a source of stress. This could include adopting efficiencies, prescriptive processes or requiring permission before progressing routine tasks.
Poor Support: this includes practical assistance and emotional support from managers and colleagues, as well as inadequate training, tools or resources to perform the tasks. A lack of functional IT systems or limited opportunities to engage with coworkers are further examples of this hazard.
Poor Organisational Change Management: insufficient consultation, communication and support during change and the impact this may create for the worker. Poorly managed change can include restructuring, downsizing and mergers
Inadequate Reward and Recognition: this psychosocial hazard can present when there is an imbalance between the worker’s effort to complete a task/job and the recognition and reward of this through both formal and informal means. High levels of unconstructive negative feedback, low skill development opportunity, low positive feedback, a lack of acknowledgement for high effort and inequitable recognition or rewards are examples of this psychosocial hazard
involves the lack of procedural fairness (conducting a fair process to reach a decision), informational fairness (keeping people informed of the process) or interpersonal fairness (treating people with respect) in the workplace.
Traumatic events or material: exposure to workplace accidents, violence or harassment is a hazard that poses a psychosocial risk to the worker This can include direct exposure through witnessing or experiencing a traumatic event, as well as indirect exposure through reading, hearing or seeing accounts of traumatic events, abuse and neglect
Remote or Isolated Work: working in locations that require long travel times, or if access to resources, support or communication is difficult, this can create stress and social isolation Isolation can also be created by the time and nature of the work, such as night shift or working alone
environment where there is exposure to unpleasant, poor quality or hazardous conditions is a psychosocial hazard. This could include performing hazardous work, demanding work whilst wearing PPE, conditions such as high noise levels or uncomfortable temperatures, or poor work-related accommodation, facilities and amenities
Violence and aggression: this includes violence, or threats of violence, from other workers, customers, patients, clients or members of the public Violence and aggression includes behaviour such as yelling or intimidation
Bullying: repeated and intentional mistreatment including harassment, verbal abuse or exclusion This includes bullying by workers, clients, patients or visitors. Examples of bullying include repeated spreading of misinformation or rumours, belittling or humiliating comments, or being verbally denigrated or threatened.
Harassment (including sexual and gender-based harassment): this is due to personal characteristics (age, race, disability, sex, relationship status, religion, gender identity, nationality). Sexual harassment includes unwelcome sexual advances or conduct of a sexual nature.
Conflict or Poor Workplace
Relationships and Interactions: this psychosocial hazard extends to colleagues, other stakeholder relationships, clients or customers Inappropriate exclusion of a worker is also an example of this psychosocial hazard.
Fatigue: a state of physical or mental exhaustion which reduces a worker’s ability to perform their work safely and effectively. Examples include roles with consistently high cognitive demands, lack of recovery periods and long work hours Fatigue may cause further physical and psychosocial harm
Intrusive Surveillance: excessive surveillance methods / tools to monitor and collect information about workers. This includes an unreasonable level of supervision for the purpose of work performance monitoring such as tracking calls, use of keyboard activity trackers, technology to monitor computers and GPS monitoring.
Job Insecurity: being in a state of uncertainty about continued employment. This may be due to insecure work arrangements (fixedterm contracts, seasonal or casual work) or a subjectively perceived threat of job loss
Psychosocial hazards can cause signification harm to an individual’s mental and physical health. It is vital that we all play a role in identifying these hazards and taking appropriate measures to manage the risks associated with them. Whilst employers have the responsibility to protect employees from psychosocial hazards, as workers we are all responsible for our own psychological and physical
Ipswich City Council sat down with Acacia to share their experience on implementing an EAP@Work™ program in their workplace.
Creating a workplace culture that values mental health and wellbeing is no longer optional it’s essential Acacia’s EAP@Work™ service offers a proactive solution by providing onsite counselling sessions facilitated by experienced professionals This approach brings mental health support to employees’ workplace, making it easier to access, more approachable, and ultimately more effective
This onsite service promotes helpseeking behaviour by increasing accessibility and reducing stigma, enabling employees to address concerns early before they grow into significant challenges.
Acacia has supported many organisations to setup a successful EAP@Work™ program this year. These organisations are across many industries including professional services, IT, local council, emergency services and government. Through a flexible and tailored design approach, the service can be delivered in-person or virtually, in office workspaces or field environments.
EAP@Work™ is beneficial for all –employees, leaders and the organisation as a whole. These benefits include:
Reduces barriers and stigma around accessing psychological support. Offers convenient, face-to-face access onsite without the need to travel to unfamiliar locations Promotes early help-seeking behaviour, with employees accessing support as an immediate response to an issue arising Enables managers to focus on team dynamics while ensuring individual employees receive necessary support. Increased overall utilisation of EAP services
Enhanced psychosocial safety in the workplace
Improved employee morale and resilience, contributing to a healthier workplace culture
Acacia’s EAP@Work™ can be designed to meet the workplace needs, offering flexible and tailored models:
Pre-Booked Sessions: Ensures confidentiality with scheduled one-on-one appointments.
Drop-In Model: Provides flexible access to support during work hours.
Walk-the-Floor Model: Allows professional to connect with employees informally in their workspaces, fostering trust and approachability.
This flexibility makes EAP@Work™ particularly beneficial for teams exposed to psychosocial risks or facing demanding work environments
Ipswich City Council, shared their journey with an EAP@Work™ service that commenced in June 2024. This program was designed as a combination of pre-booked sessions and a walk-the-floor model which suited the diverse workforce It was introduced as a proactive wellbeing initiative, incorporated into their overall Mental Health and Wellbeing offering.
Chris Lee, Workplace Safety and Wellbeing Manager, and Cindi-Lee Davies, Wellbeing and Return to Work Coordinator, championed this program in their workplace to motivate and empower employees to take proactive care of their wellbeing. The service was designed to provide an opportunity for people to have timely support with workrelated matters.
Although this was the key focus initially, they also encouraged staff to attend for personal concerns as an introduction and referral pathway to ongoing EAP counselling offsite. Chris and Cindi-Lee stated that “having the service onsite allows an easy and convenient option when our employees are struggling already”
For any program to be successful there needs to be active promotion and engagement by all users.
Ipswich City Council engage many promotional channels including posters which provides a QR link to the easy online booking portal for employees to anonymously schedule a session The attending EAP professional is also invited to wellbeing events, creating an environment for them to meet employees, introduce themselves and promote the EAP@Work™ program and other services available.
Chris, Cindi-Lee and Ipswich City Council also encourage the EAP professional to attend the occasional team / branch meeting when time permits, as a soft introduction to them and the service they are providing in the workplace
Ipswich City Council observed measurable changes following the implementation of their EAP@Work™ program, including higher EAP usage rates and more proactive help-seeking among employees.
Feedback highlighted the convenience of onsite sessions, the ability to book online and the reassurance of speaking with a professional in a familiar environment
Acacia’s EAP@Work™ is more than just an onsite counselling serviceit’s a proactive wellbeing tool for building resilient and engaged teams.
With tailored delivery models, seamless integration into existing wellbeing initiatives, and a proven ability to reduce stigma, this service empowers organisations to prioritise their employees’ mental health
If you would like to learn more about Acacia’s EAP@Work™ service or the range of other programs available to support your organisation, please connect with our Customer Experience Team today
Acacia CONNECT
CONTRIBUTORS
Phoebe O’Leary National Clinical Services Manager
Rebecca Weiss Chief Executive Officer
Lisa Lemme Clinical Services Regional Manager (SA, WA & NT)
Elizabeth Gralton EAP Professional (Accredited Practicing Dietitian)
