Acacia CONNECT
REDISCOVERING CURIOSITY INSIDE ACACIA BEHIND
REFLECTION PRACTICES
Taking the time to reflect, both personally and professionally, helps individuals and teams gain clarity, reset their focus, and move into the new year with purpose.
WAYS TO MANAGE WORKPLACE BURNOUT
Burnout is a term often used in everyday language usually applied to work A recent Beyond Blue poll showed that 1 in 2 Australians are experiencing burnout
REDISCOVERING CURIOSITY
Play is often misunderstood as frivolous, but in reality, it is a powerful and restorative force It nurtures curiosity, strengthens relationships, fuels creativity and supports psychological wellbeing
SLEEP AS THE ULTIMATE PERFORMANCE TOOL
Sleep is often underestimated for the powerful influence it has on workplace performance It is the foundation of our cognitive capacity and the engine that fuels focus, creativity, emotional stability, and productivity
WITH EMPATHY IN THE AGE OF BURNOUT
Leading with empathy in the age of burnout requires a shift in how managers understand their influence on culture, wellbeing, and performance
ACACIA’S WORKSHOPS AND TRAINING
Creating a mentally healthy and highperforming workplace doesn’t need to start with comprehensive programs or large investments.
FROM THE CEO
As 2025 comes to an end, many of us feel the natural pull to pause, reflect, and reset. This year has highlighted how important it is to create workplaces where people feel supported, connected, and able to thrive, not only during challenging times but in everyday moments as well
Throughout 2025 we have explored key themes that shape the way we live and work. From managing burnout and leading with empathy, to reclaiming focus in a digital world and understanding the power of quality sleep, each topic has helped us better understand what it means to care for ourselves and for others We have also rediscovered the joy of curiosity, creativity, and play as part of a healthy and fulfilling life. This issue of Acacia Connect offers a behind-the-scenes look at the care that drives our work. Our popular workshops and training sessions have continued to support leaders and teams, and we’re thrilled to see the appetite for professional development grow stronger than ever.
Looking ahead to 2026, we are excited about more events, the continued development of our Appointment Hub and app, and the new initiatives featured in the upcoming Wellbeing Calendar Each represents another opportunity to build connection and strengthen wellbeing across our communities.
As you prepare for the year to come, I invite you to take a moment to reflect on what brought you strength, connection, and purpose in 2025 Thank you for allowing Acacia to be part of your wellbeing journey.
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 25
World Leprosy Day
FEBRUARY
ALL FEBRUARY Heart Health Month
ALL FEBRUARY FebFast
ALL FEBRUARY Ovarian Cancer Awareness Month
ALL FEBRUARY REDFEB
FEBRUARY 1 - 7
Feeding Tube Awareness Week
FEBRUARY 4
World Cancer Day
FEBRUARY 10
Safer Internet Day
FEBRUARY 13
Anniversary of National Apology to the Stolen Generations
FEBRUARY 14
National Condom Day
FEBRUARY 15
International Childhood Cancer Day
FEBRUARY 20
World Day of Social Justice
END-OF-YEAR
REFLECTION PRACTICES
As the year draws to a close, many of us find ourselves both exhausted and hopeful The final months of the year offer a natural pause point, an opportunity to look back on what has been achieved and to consider what might come next Taking the time to reflect, both personally and professionally, helps individuals and teams gain clarity, reset their focus, and move into the new year with purpose.
The Power of Reflection
Reflection is more than just remembering what happened. It is about slowing down, examining experiences with curiosity, and asking what lessons can be carried forward. A simple way to start is by setting aside quiet time to consider key moments from the past year. Ask yourself and your team questions such as:
What accomplishments are we most proud of?
What challenges stretched us and what did we learn from them? What will we leave behind to make space for growth in 2026?
LOOKING BACK TO MOVE FORWARD
Journaling for Clarity
Journaling is a powerful tool for reflection because it allows thoughts and emotions to take shape on paper You do not need to be a writer to benefit from it. Start by setting aside ten minutes to write freely about your year. Do not worry about structure or grammar. Focus on what comes to mind Over time, patterns and insights will start to appear.
Encourage team members to do the same and to share key takeaways if they feel comfortable This can create meaningful conversations that strengthen connection and trust within teams
Gratitude as a Reset
Practicing gratitude is one of the simplest yet most effective ways to shift perspective It reminds us of what is working well and what we value most. Try ending each workweek with a gratitude moment. Invite team members to name one thing they are thankful for from the week This can be something small, such as a helpful colleague or a project milestone, or something personal, like family support or a healthy routine.
When gratitude becomes a habit, it changes how we see challenges and fosters a more optimistic outlook for the year ahead. ams he year a reflection ndfulness then s from the and insights red lective ns progress in
Simple Strategies to Put Reflection into Practice
Practical ways to integrate reflection and renewal into your end of year routine: Schedule a personal reflection day before the year ends. Use it to review goals, achievements, and lessons learned.
Write a “year in review” letter to yourself summarising what you are proud of and what you want to focus on next year
Create a gratitude jar or digital journal. Add one note each day in December with something you are thankful for Ask three guiding questions each morning for a week:
What am I grateful for?
What can I learn from yesterday?
What intention will I set for today?
Set aside a team meeting for celebrating wins and sharing key learnings instead of discussing work. Identify one habit or mindset that no longer serves you and consciously release it before the new year begins. Create a vision board or mind map for 2026 to visualise goals, personal values, and desired achievements
Take a mindful walk outdoors without distractions to clear your head and reset your focus
Use a “stop, start, continue” exercise to guide planning for the year ahead: What will you stop doing, start doing, and continue doing?
Looking Ahead with Purpose
Reflection is not about dwelling on the past but learning from it When we take time to look back, we give ourselves the clarity needed to move forward with confidence. Whether through journaling, gratitude, or guided team reflection, these practices help individuals and organisations start the new year with renewed energy and focus
As 2026 approaches, pause to honour how far you have come and step forward with purpose and possibility.
WAYS TO MANAGE WORKPLACE WAYS TO MANAGE WORKPLACE
Evidence Based Interventions
Burnout is a general term often used in everyday language usually applied to work. One of the first steps in managing a condition better is to understand the symptoms and consequences to address and change. Acacia has other material on what is burnout and burnout symptoms, so we’ll only look at those briefly before outlining the best ways to prevent and manage burnout
What is Burnout?
The World Health Organization notes that burnout is included in the International Classification of Disease (ICD11) as an occupational phenomenon and describes burnout a a syndrome conceptualised from “chronic workplace stress that has not been successfully managed”
A recent Beyond Blue poll showed 1 in 2 Australians are experiencing burnout.
What are the possible symptoms:
Low and depleted energy
Low mood, irritability, anxiousness, feelings of being overwhelmed.
Negative feelings towards work including cynicism, lack of enjoyment and disengagement
Reduced productivity and increased procrastination.
Physical symptoms such bodily aches and pains.
Sleep disturbance
OUT OUTBURN BURN
Note: you don’t have to be experiencing all the symptoms listed to be experiencing burnout If you notice these symptoms that last more than a few days and longer than a week considering reaching out to Acacia to discuss personalised strategies for you
What can you do about it:
We experience ‘stress’ when demands stretch or exceed our coping resources Burnout is a cumulative condition i.e. chronic (long term) stress that is not managed Therefore many interventions are designed to prevent this cumulative build-up Remember (and continue to remind yourself), that not all is ‘stress’ is bad.
‘Positive stress’ – which is more usefully referred to as challenges and opportunities, actually can motivate us to get things done Take care of your physical health including getting adequate sleep,
Consider seeing your GP for a physical health check up (no matter what age you are) and make sure any heath conditions are well managed
Take enough daily breaks (for you) at work and include if you can, a change in environment and movement (like stretching and/or walking).
Stay connected to family and friends
Consider more substantial breaks such as annual leave to rest and recoup. Accumulated leave balances are not healthy (unless it’s for that planned longer trip)
Consider speaking to your supervisor/manager about ways your role might be modified in the short term to help you manage better
Raise occupational health and safety (OH&S) concerns with your manager or safety representative
Reflect on what things you can: avoid, alter, adapt or accept
Avoid
Consider healthy/adaptable avoidance such as sitting further away
Alter
See if you can manage your time better by lumping similar task together (can you work smarter and not harder?).
Respectfully ask someone to change their behaviour. Use “I statements” and impact statements at work. “I feel frustrated by the short deadlines and increased workloads” or “When you get the reports to me late that makes me frustrated and I’d appreciate if you got them in on
Adapt
Reflect on how you’ve delt with difficult situations in the past and remind yourself how you’ve successfully coped in the past, consider what can be utilised currently
Consider adjusting your own internal standards. Do things need to be perfect? Is good enough okay?
Adopt a mantra and repeat during the difficult times “I can handle this” tive thought stopping . Try and reframe the ething more balanced
“I’m terrible at my job” ngs I’m good at and there n improve upon ” ve useful self-talk and elf of your strengths et list (things that give easure - family, friends, hings, holidays) Draw on balance when stressed. erspective - look at the e the issues causing o matter as much in a year?
Accept
Talk to someone you trust and let them know how you are feeling. Verbalising often changes your view as well as getting an alternative perspective from someone else They don’t need to provide ‘the answer’.
Be kind to yourself. If you made a mistake, be forgiving and learn from your mistakes That’s how we grow and gain experience We are often our harshest critic. Speak to yourself like you would speak to others Identify aspects not under your control, accept these and consider how best to manage them
Other Healthy Habits
Practice mindfulness. Mindfulness has been shown to:
Help be more present in the moment which often reduces anxiety and depression symptoms
Be used in managing emotional reactions to stressors.
Widen our window or tolerance and bring us close to or back into our optimal zone
Do things that facilitate your “optimal zone” or tolerable zone See Acacia’s Window of Tolerance Tip Sheet.
If emotionally heighted - focus on strategies that will calm and soothe. Consider herbal tea, aromatherapy, music, deep breathing, etc
If emotionally low - focus on activities that will be stimulating and lift your mood such as socialising, exercising, pets, hobbies etc
Practice relaxation. Consider progressive muscle relaxation and deep breathing before, during and after work. This reduces physical symptoms such as tension, agitation, aches
If you are experiencing and/or concerned about occupational burnout, please consider reaching out to Acacia to organise a session with one of our experienced, trusted clinicians on 1300 364 273.
REDISCOVERING CURIOSITY, CREATIVITY, AND CONNECTION THROUGH THE ART OF PLAY: WHY PLAY ISN’T JUST FOR KIDS
For many adults the idea of play feels like something that belongs to childhood, an activity that fades away as responsibilities grow Yet the human drive to explore and imagine does not disappear simply because we grow older. It becomes quieter, overshadowed by routines, deadlines and expectations. Play is often misunderstood as frivolous, but in reality, it is a powerful and restorative force It nurtures curiosity, strengthens relationships, fuels creativity and supports psychological wellbeing. In workplaces navigating heavy workloads and wide scale change, rediscovering the art of play is more valuable than ever.
Play is not limited to games or recreation. It is a mindset built on experimentation, openness and the freedom to explore without fear of judgement It shows up in moments where people lose themselves in a task, when imagination replaces rigidity, or when shared laughter creates a sense of closeness. When adults give themselves permission to play, they unlock a way of thinking that supports better problem solving and deeper connection Far from being childish, play is an essential part of how people learn, adapt and thrive
WhyPlayMattersforAdults
One of the most significant losses as people move through their careers is the slow erosion of curiosity Many professional environments reward certainty and efficiency, which can discourage the questioning mindset that fuels progress Play naturally encourages exploration It invites people to ask what if rather than settling for what is. This shift stimulates creativity because it frees people from the pressure of being right and instead allows them to focus on possibilities.
Creativity also relies on psychological space. Moments of lightness often lead to breakthroughs because the mind is relaxed enough to wander and form new connections. Play activates brain systems linked to imagination and problem solving, similar to what happens when people daydream or brainstorm without constraints. Adults who reintroduce play into their routines often find themselves more innovative, more flexible and better able to adapt to complex challenges.
Connection, too, is shaped by play. Shared enjoyment breaks down barriers and helps people see one another beyond roles and responsibilities. Play creates moments of authenticity When teams experience this together, trust grows naturally In a time where burnout and disconnection are rising concerns, play offers a simple yet meaningful pathway back to human warmth
TheRoleofPlayinWellbeing
Burnout thrives in environments where people feel depleted or disconnected from themselves Play interrupts that cycle. It injects energy, humour and expression into spaces that may otherwise feel heavy or transactional. It reminds adults that joy is not frivolous. It is restorative Even small playful moments throughout the workday can help reset the nervous system and reduce the mental load. When workplaces encourage lightness and curiosity, people feel more supported and more engaged
Outside work, play continues to be a protective factor. Creative hobbies, imaginative projects, sport, music and moments of silliness nourish emotional resilience. Adults often tell themselves that they simply do not have time for play, but play does not require large blocks of time. It can exist in small rituals, in shared jokes, in drawing or building or exploring ideas simply because it feels good to do so The more people practice play, the more accessible it becomes.
HowLeadersCanEncourage PlayfulCulture
Introducing play into professional environments does not mean compromising professionalism Instead it signals a shift in mindset where experimentation and curiosity are recognised as essential to growth. Leaders can send powerful signals through their own behaviour When they show openness, humour or a willingness to try new things, they normalise the very qualities that foster creativity and connection.
Play can be integrated into discussions, brainstorming sessions and team routines. It can be as simple as beginning a meeting with a creative prompt, as intentional as designing collaborative challenges or as organic as encouraging moments of shared laughter When play becomes part of the culture, people feel safer to bring their full selves to work.
PracticalWaystoBringPlayBack intoDailyLife
While the benefits of play are clear, adults often need practical steps to help reintroduce it These strategies offer accessible ways to bring more curiosity, creativity and connection into everyday environments.
Create space for curiosity
Choose one moment each day to ask a question without needing an answer This could be in a meeting, during a walk or while working on a project. Curiosity grows when it is given room to breathe
Start meetings with a spark
Use quick creative prompts to energise thinking. Ask people to share the most surprising thing they learned that week or to describe an idea using a metaphor. These small moments loosen rigid thinking and help the mind open up.
Use micro play breaks
Short bursts of playful activity can refresh mental focus This could be doodling, stretching, a brief puzzle, a burst of music or a moment of shared humour with a colleague The point is not the activity itself but the shift in mindset.
Encourage experiments rather than perfect outcomes
Adopt the idea of trying small experiments rather than chasing immediate success This allows teams to explore ideas without pressure and helps build cultures that value learning over perfection
duce shared creative activities
Occasional group activities such as building challenges, collaborative art projects or team based problem solving exercises encourage connection and help people see one another in a new light
Reconnect with personal play
Find one creative or enjoyable activity that feels personally meaningful. Whether it is cooking, building, music, writing, sport or crafting, the goal is to engage in something simply because it brings satisfaction
Celebrate moments of lightness
Acknowledge and welcome humour and positive interactions These moments are not distractions They are energy sources that strengthen resilience.
Rediscovering the art of play invites adults to reclaim parts of themselves that may have slipped into the background. Play helps people feel more alive, more connected and more imaginative. It supports wellbeing in times of pressure and fuels innovation in times of change. For workplaces seeking to build cultures of trust, flexibility and human warmth, play offers a powerful and restorative pathway. When people give themselves permission to play, they do not step away from life. They step more fully into it.
InsideAcacia InsideAcacia Behind the Scenes of Care
This article was shaped through conversations and reflections shared by Acacia staff from across the organisation. We asked our people to speak openly about what Acacia’s culture means to them, how they connect with our purpose, and what it feels like to play a role in the human side of care that defines our work. Their stories and insights offer a behind the scenes look at the values, compassion, and everyday moments that make Acacia the organisation it is.
Every day, people reach out to Acacia at moments when life feels overwhelming A difficult conversation at work, a relationship under strain, a sudden crisis, or a quiet ache that has lingered for too long What they most often remember is the kindness in our voices, the steadiness in our support, and the feeling that they were met by someone who genuinely cared.
What they do not see is the network of people behind the scenes living Acacia’s mission in a hundred quiet ways.
At the heart of Acacia is a simple promise to give each client an experience that exceeds expectations in service, quality, and outcomes. It is a promise built on compassion, collaboration, and a belief that . This belief is not just written on our walls. It is lived in our moments
Many staff describe working at Acacia as a reminder that care is a choice we make each day.
Finance Team
A Finance Administrator shared that it feels refreshing to belong to a business that prioritises people, not transactions. For them, even routine interactions are shaped by the understanding that we all carry pressures, and how we speak to each other can influence the kind of day someone has Those small choices, made countless times across the organisation, form the foundations of a caring culture.
Across the business, people spoke about meaning found in unexpected places
Office Manager - Georgia Georgia, our Office Manager, describes her team as the oil that keeps the gears turning She knows that when she creates a calm, organised environment, it gives clinicians the emotional space to bring their full selves to their sessions For her, even the way she speaks to clients during a reschedule is a form of care thoughtful pacing, affirmation, and ensuring the client feels seen and supported.
Intake Team - Paris & Taylah
In our Intake Team, the emotional labour is often invisible but deeply felt by those who do the work Paris describes how many callers stay on her mind long after the conversation ends, reminding her how meaningful even the smallest moments of genuine care can be.
Taylah shares a similar sense of purpose. For her, being part of someone’s first step toward support is both a privilege and a responsibility, especially when that person feels unsure or vulnerable She sees every connection matters not as a slogan, but as the kindness, respect, and presence that help people feel seen and heard from their very first interaction Together, their experiences highlight how early moments of connection lay the foundation for trust and reflect Acacia’s commitment to compassion in every role.
Clinical & Wellbeing Teams
Clinical and Wellbeing teams speak of connection as both a privilege and a responsibility. Senior Workplace Wellbeing Consultant Nicolette recalls a session where a depot worker openly shared how counselling had changed their life. Their vulnerability sparked a ripple effect throughout the group. Others felt less alone They felt permission to seek help
Moments like this capture our value of being genuine and caring, showing how shared humanity can open the door to support.
Collaboration & Team Work
Behind every workshop, every phone call, every referral, there is also a web of collaboration that makes care possible Our Director of Business Development, Matt, reflects that Acacia functions much like a living system each part must work together for the whole to thrive. From sales to operations, from technology to finance, from intake to clinicians, no function can stand alone Especially during critical incidents, when an organisation reaches out in chaos and fear, the entire company moves as one Contracts and internal processes fall away, replaced by an urgent, unified purpose to support people who need us right now.
Collective Responsibility & Care
This culture of shared responsibility is one of the qualities many staff say defines Acacia. People go above and beyond not for recognition but because they care about the wellbeing of others Matt has seen colleagues step in early, stay late, or shift priorities at a moment’s notice because they understand the impact of their contributions on someone facing a tough moment It is effort grounded in compassion rather than compliance a rare and powerful driver in modern workplaces.
People & Culture
Acacia’s culture is also shaped by the alignment of values. As Kylie, our HR Support and Quality Manager, describes it, we have naturally attracted people whose values mirror our own She speaks of the pride that comes from working alongside humanitarians people motivated not just by tasks but by the chance to make someone’s day even slightly easier or brighter
For her, psychological safety is more than a concept It is being seen, heard, and supported through fair, clear, respectful practices and behaviours It is the weaving together of humanity and structure something her team works hard to uphold
Personal & Professional Growth
Growth and learning also play a central role in who we are. Laura from Business Operations shared that working at Acacia has made her a better listener. By being an ear for others, she has learned empathy in new forms appreciating that tone, time, and presence can de-escalate moments and ease someone’s emotional load. She also speaks about the confidence she has gained and the support she has felt to grow quickly into a role that aligns with her experience For her, being trusted to stretch into new spaces is its own form of care.
Through all of these voices, a common thread emerges. What makes Acacia unique is not one role or department. It is the way each contribution whether quiet or visible, reinforces our purpose of making a meaningful difference in people’s lives.
Our values guide us We are genuine and caring. We collaborate and work together. We deliver on our promises And we look to the future with curiosity and drive to adapt, innovate, and grow These values shape not only what we do, but how we do it with humanity, integrity, and hope.
But our people bring these values to life.
This is the story of Acacia A team that believes in care as a practice, not a slogan A culture where humanity is visible in every role, every interaction, every connection And a shared promise that whoever reaches out to us will meet someone who sees them, listens to them, and supports them with genuine compassion.
Because at Acacia, every connection truly matters.
creativity, and emotional regulation. This means patience, reaction time, and accuracy at work are compromised, making even simple tasks feel more demanding q illness, and a greater need for sick leave. All of these factors reduce overall productivity.
p g g wherever possible helps maintain sleep quality.
Prioritise sleep hygiene:
Limit screens for at least half an hour before bed, soften household lighting, and use night mode on devices. Choose calming activities such as reading, meditation, or gentle stretching to help melatonin rise naturally
The Takeaway
Sleep is not a luxury It is an essential performance tool. By making rest a priority, both employees and organisations can strengthen productivity, safety, creativity, and overall wellbeing. A well rested workforce is more effective, more engaged, and better prepared to meet the challenges of modern work life
WELLBEING CALENDAR WELLBEING CALENDAR
At Acacia, we believe that wellbeing
DIGITAL
FATIGUE
ReclaimingFocusinaworldofconstantpings
Whatisit?
Digital Fatigue is described as mental and physical exhaustion from prolonged or excessive use of computers, smart phones/mobiles and tablets. Also referred to as technological overload Additionally, with modern technology, there is a workplace pressure and expectation to ‘remain responsive’ ‘contactable 24/7’ and ‘always on’.
Studies have shown that digital fatigue can lead to depression and anxiety, stress and burnout Organisations that promote a culture of constant connectivity may find they have reduced productivity and retention issues
Psychology Today reports that we spend 4-6 hours a day on phones and tablets.
Whatarethesymptoms?
Difficulty concentrating
Anxiety
Feelings of being overwhelmed
Headaches
Difficulty sleeping
Reduced attention, concentration and motivation issues
Whatcanyoudotoreducedigital fatigueintheworkplace
Take regular breaks, get up, walk around, change the physical environment and stretch when you can.
Do not regularly eat lunch at your desk i.e. no actual lunch-break to avoid the temptation to be ‘always on’. Every 20 minutes look at something 20 meters away for 20 seconds to rest your eyes
Make sure your workstation is properly set up and your monitor is at eye level
Consider blue light filter if you spend long amounts of time on computers. Blink often this will rehydrate the eyes and reduce dryness.
Try checking emails/replying to emails in blocks rather than replying one by one.
Consider muting notifications to avoid distractions - turn off alerts where possible or at least make them less intrusive
Consider a brief phone call rather than drafting a long email. If something needs written confirmation “Per our discussion….” is usually shorter. Have in person meetings rather than virtual (where possible). Studies have shown that virtual meetings require a higher cognitive load due to excessive amounts of eye contact with ‘largerthan-life faces’
Leave your work computer and phone at work (if you can) to avoid the temptation to work after hours
Intentionally monitor work-life boundaries to ensure they are appropriate for wellbeing.
Whatcanyoudotoreducedigital fatigueinyourhome/personallife
Consider recording and measuring time spent on devices.
Verbalise your plan to reduce digital usage and enlist a partner to change together
If you are excessively checking your phone or device, intentionally notice and name the urge to yourself and try not to act on it
Try keeping your phone in a different room to help resist the urge to check
Switch off from a screen at least 1 hour before bed Blue lights from phones can signal your brain to stay awake
Choose a book over a tablet (especially before bed).
Consider switching to an “old school” alarm clock and do not keep your phone in your bedroom.
Take regular digital detox’s - where you avoid screens, phone and social media.
Evaluate the platforms you use - are they beneficial?
Consider avoiding/de-following people or platforms that make you feel worse, especially if you compare yourself to others
Consider deleting apps that you don’t use
Limit watching news outlets and consider what information is essential or useful to know vs what may result in negative thoughts and feelings. Prioritise healthy habits such as diet, exercise, hobbies and socialising. Incorporate mindfulness into your daily routine Studies show that mindfulness practice helps people have less stress generally (refer to the Acacia Tip Sheets on Mindfulness).
LEADINGWITH EMPATHYINTHE AGEOFBURNOUT
Leadingwithempathy intheageofburnout requiresashiftinhow managersunderstand theirinfluenceon culture,wellbeing,and performance.
Workplaces have evolved so quickly that many leaders are managing teams who carry high stress loads, blurred boundaries between work and personal life, and the weight of rapid technological and economic change. In this environment employees look to their managers not only for direction but also for humanity
The ability to create a space where people feel psychologically safe has become essential, not optional. Yet these expectations sit alongside ongoing pressure to deliver results. Balancing empathy with accountability is the real work of modern leadership
EmpathyinLeadership
Empathy in leadership is not about lowering standards or shielding people from the challenges of their roles Instead it is about recognising that humans perform better when they feel understood, supported and able to speak openly without fear. Burnout grows in silence. It takes root when people feel they have no safe place to express strain or ask for help. Managers who cultivate psychologically safe environments disrupt this pattern by creating a climate of trust where issues surface early rather than at crisis point This allows performance conversations to be grounded in honesty instead of panic
Psychological safety begins with the behaviour of leaders Employees watch for cues that signal whether it is safe to speak up When managers invite honest feedback, listen without judgement and show genuine curiosity, people begin to lower their guard This is especially important in times of high stress when team members may hesitate to admit that they are struggling. A leader who responds with patience rather than frustration sends a clear message that the person matters more than the problem. That message does not remove responsibility but it makes responsibility easier to carry.
Burnout often emerges when workloads are high, resources are stretched and expectations remain unchanged despite shifting conditions Managers cannot always fix these structural pressures but they can acknowledge them People experience significant relief when a leader names the reality of a heavy period and validates the strain it creates This simple act of recognition can prevent frustration from hardening into disengagement It also opens the door to collaborative problem solving Teams with high trust are more likely to admit capacity issues early, which allows managers to re prioritise tasks, adjust timelines or secure temporary support before problems escalate
Burnout
Attentiveness
Empathy also requires attentiveness Managers who check in regularly create natural moments for people to raise concerns These conversations do not need to be lengthy or formal. A brief and consistent question about how someone is coping can reveal early signs of fatigue, conflict or quiet withdrawal. When leaders respond with support rather than defensiveness the relationship deepens and employees become more willing to raise future issues This steady exchange is the foundation of psychological safety and it is essential for maintaining performance during demanding periods.
Expectations
Clear expectations are also an important form of empathy Ambiguity can increase stress and contribute to burnout. Employees feel safer when they understand what is required of them and how success will be measured A manager who provides clarity offers a sense of structure that counteracts the uncertainty of a fast changing work landscape. This does not eliminate pressure, but it reduces the anxiety that comes from guessing what a leader wants. Clarity paired with empathy gives people confidence to take ownership of their work.
Performance Boundaries
Guiding performance through an empathetic lens means separating behaviour from identity. People make mistakes or fall behind for many reasons, and often those reasons are tied to external pressures, personal circumstances or simple human fluctuation. An empathetic manager does not ignore performance gaps but approaches them with curiosity rather than blame. Asking what is getting in the way of success invites a solution focused conversation. The employee is more likely to engage in improvement when they feel supported rather than judged This approach strengthens accountability because the individual becomes part of the plan rather than the subject of a reprimand
Another essential element of psychologically safe cultures is the modelling of healthy boundaries. When leaders routinely work late, skip breaks or carry unreasonable workloads, the team often follows. Over time this creates an environment where exhaustion is normalised. Empathetic leadership challenges this pattern by demonstrating responsible boundary setting Taking leave, maintaining reasonable working hours and speaking openly about the importance of rest encourages employees to do the same It signals that sustainable performance is valued more than short bursts of overextension.
SeekingHelp
Managers can also play a key role in normalising help seeking. Many organisations offer support services through Acacia yet employees often hesitate to use them. Some feel it reflects weakness or fear that their privacy will not be respected. Leaders who openly encourage the use of support services remove this stigma. They reinforce that seeking assistance is an act of responsibility, not a sign of failure When an employee feels safe to access help early, burnout becomes far less likely and performance becomes more sustainable.
Connection
Team connection is another protective factor often supported by empathetic leadership. People cope better with stress when they feel part of a community rather than isolated in their challenges Managers can encourage this by creating small but meaningful opportunities for people to talk, share ideas and support one another. These moments build trust between colleagues and enhance collective resilience. In times of high demand a connected team naturally adjusts and supports each other because that behaviour has been modelled and reinforced by the leader
Empathy also plays a role in decision making. Leaders face tough calls that can impact workload, resourcing and work life balance. Considering the human effect of these decisions does not weaken performance expectations Instead it leads to choices that support both wellbeing and output
Empathetic managers think about the pace of change, the distribution of tasks and the potential consequences of rapid shifts They communicate decisions with transparency and rationale which reduces anxiety and invites collaboration.
When people understand why a decision has been made they are more likely to accept it and stay engaged even when the news is difficult.
EmpathyandDecisionMaking
In the age of burnout leadership requires a shift away from the idea that empathy and performance sit on opposite ends of a scale In reality they reinforce each other. People work best when they feel respected and safe. They innovate when they trust their environment They stay committed when they believe their leader cares about their experience Empathy strengthens the foundation that allows high performance to occur consistently rather than sporadically
Managers do not need to be counsellors or resolve every personal challenge. What they can do is create a culture where people feel able to voice concerns early, where mistakes are treated as learning opportunities and where wellbeing is seen as a shared responsibility. This approach does not reduce expectations. It creates the conditions that allow expectations to be met without sacrificing health.
In a world where burnout has become common, the leaders who thrive will be those who combine clarity with compassion, firmness with humanity, and accountability with support. Their teams will not only perform but endure and grow
HowAcaciacanhelp
Managers do not have to navigate these challenges alone. Acacia offers a dedicated Manager Support service that provides confidential guidance on complex team situations, early intervention strategies and wellbeing concerns.
Leaders can speak with an experienced professional to explore options, clarify next steps and strengthen their approach to psychological safety and performance. Reaching out for timely support is a practical way to protect your team and yourself, and it reinforces the message that seeking help is a responsible and professional choice. EmpathyandPerformance
Acacia’s Workshops and Training Acacia’s Workshops and Training
Building Mentally Healthy Workplaces
Creating a mentally healthy and highperforming workplace doesn’t need to start with comprehensive programs or large investments Sometimes, meaningful change begins with focused, practical sessions that opens minds, builds skills, and starts new conversations about wellbeing at work.
Acacia Connection’s range of employee health and wellbeing workshops is designed to do exactly that: deliver impact, spark engagement, and equip teams with actionable strategies to support better mental health, stronger communication, and sustainable performance
Delivered by a team of registered psychologists, wellbeing practitioners, and industry experts, each session blends the latest research with real-world relevance
The workshops can be hosted in person or virtually, making them a flexible solution for organisations of any size or industry.
From raising awareness of mental health and psychosocial hazards to helping teams manage stress, strengthen resilience, and communicate more effectively, every session offers a meaningful learning experience that contributes to a safer, healthier, and more connected workplace.
Acacia’s workshop collection spans five key categories:
1 Workplace Mental Health
2.Employee Health & Wellbeing
3.Productivity & Performance Skills
4 Communication & Conflict Resolution
5 Customer Interaction Skills
Whether the focus is supporting employees to navigate change, understand the science of sleep, or deescalate conflict, each topic is built around evidence-based insights and practical takeaways that participants can apply immediately
For leaders, the Mental Health for Leaders Program equips managers with skills to recognise early warning signs, start supportive conversations, and guide team members toward the right resources. This program complements Acacia’s broader Workplace Wellbeing Series, which helps organisations build a sustainable wellbeing culture through customised sessions on core health and mental wellbeing topics
Other popular options include the Effective Communication Masterclass, the Diversity & Inclusion Program, and the Anger De-escalation Workshop – all of which help organisations strengthen connection, inclusion, and psychological safety
As workplaces enter 2026, the conversation around mental health and psychosocial safety is evolving rapidly
Employers are expected to take a proactive, preventative approach – one that values education, consultation, and shared accountability.
Acacia Connection’s suite of workshops provides a ready-made way to meet those expectations, helping organisations embed wellbeing into everyday culture
Each workshop is designed to fit seamlessly within a busy workday to create space for reflection, shared learning, and genuine connection Organisations can choose to host standalone sessions or curate a themed wellbeing calendar across the year
Acacia’s facilitators work collaboratively with HR, safety, and leadership teams to tailor each session’s focus, ensuring alignment with organisational goals and workforce needs. The result is training that not only educates but also energises –building confidence, empathy, and collective responsibility for wellbeing
Now is the perfect time to plan ahead.
To build your 2026 wellbeing calendar or explore custom workshop options, get in touch with Acacia Connection at workshops@acaciaconnection com or visit acaciaconnection.com.
Top Workshop Themes for 2026
Practical, engaging, and evidence-based training to support high-performing teams.
Mental Health for Leaders
Empower managers to recognise early signs of distress, lead with empathy, and support their teams effectively. This fourpart program strengthens confidence in navigating difficult conversations and fosters psychologically safe leadership.
Psychosocial Hazards in the Workplace
Help employees and leaders understand, identify, and manage psychosocial risks such as workload, role clarity, and interpersonal conflict. This session builds awareness and reinforces organisational responsibility for a safe, supportive environment.
Dealing with Difficult or Angry Customers
Equip frontline and service employees with situational awareness and de-escalation strategies to manage high-stress interactions calmly and confidently. This workshop enhances resilience, communication, and emotional regulation.
General Wellbeing & Resilience
Explore the science of self-care, healthy habits, and sustainable performance
These sessions focus on building personal wellbeing foundations, from managing stress and sleep to fostering optimism and connection.
SUMMER HEATTENSIONS SUMMER HEATTENSIONS
Australia's intense summers present significant challenges for outdoor industries such as construction and fly-in fly-out (FIFO) mining operations. The high temperatures and frequent heatwaves not only compromise physical health but also profoundly impact workers' mental health and exacerbate workplace conflict. The need to address these psychological and interpersonal risks is as crucial as managing the physical dangers of heat exposure.
The Psychological Toll of Heat
Exposure to hot ambient conditions triggers a physiological stress response that significantly impacts mental wellbeing and cognitive function
This psychological strain manifests in several key ways:
Increased Stress and Anxiety:
The body's effort to regulate its core temperature elevates physiological stress, contributing to heightened anxiety and a general feeling of being overwhelmed.
Cognitive Impairment:
High temperatures impair critical cognitive functions, including attention, memory, and decision-making abilities. As the brain diverts resources toward thermoregulation, performance on complex tasks declines, increasing the risk of errors and accidents in safety-critical roles
Irritability and Mood Swings:
The physical discomfort, fatigue, and frustration from heat exposure often lead to heightened irritability, anger, and negative emotions.
Sleep Disruption:
Hot nights make achieving restful sleep difficult Chronic sleep deprivation, a known risk factor for various mental health issues, results in exhaustion that exacerbates mental strain and poor mood the following day
Fuelling the Fire: Heat and Interpersonal Conflict
The effects of heat extend beyond individual well-being, seeping into workplace dynamics and social interactions
Evidence suggests a strong link between high temperatures and increased aggression, hostility, and interpersonal conflict, partly mediated by the heat's impact on neurotransmitters like serotonin, which regulates mood
Increased Aggression and Hostility:
Heat amplifies discomfort, making individuals more prone to "reactive aggression" and more likely to perceive minor slights as major provocations.
Workplace Harassment and Discrimination:
Research on U S Postal Service (USPS) workers found a statistically significant increase in harassment and discrimination complaints on days when the maximum temperature exceeded 90°F (32°C), indicating a link between heat stress and a broad range of negative workplace behaviours
Social Isolation:
The discomfort caused by heat may drive workers to distance themselves from colleagues, reducing social support and increasing workplace tension
Communication Breakdowns: Fatigue reduces patience and clarity in communication, leading to misunderstandings between workers and supervisors.
Unequal Workloads:
Resentment can build if some workers are perceived as struggling more with heat exposure than others, leading to a sense of unfairness regarding workload distribution.
Strategies for a Cooler, Calmer Workplace
Mitigating both the physical and psychological impacts of summer heat requires a proactive and holistic approach from employers. Resources and guidelines for managing heat risks in Australia are available from Safe Work Australia in their Guide to managing the risks of working in heat
Implement Heat Management Protocols:
Schedule strenuous tasks for cooler times of the day (early morning or late afternoon), provide shaded rest areas, ensure constant access to cool drinking water, and rotate tasks to prevent prolonged exposure for any one worker.
Promote Open Communication:
Encourage workers to speak up if they feel unwell or overwhelmed and train supervisors to recognise signs of both physical heat stress and escalating conflict.
Foster Team Cohesion:
Encourage peer support systems where workers look out for each other's wellbeing, particularly in isolating FIFO camps.
Provide Mental Health Support:
Offer access to confidential counselling services, either onsite or via telehealth, and work to normalise conversations around stress and mental health to reduce stigma.
Conflict Resolution Training:
Equip supervisors with skills to de-escalate disputes quickly and fairly and provide all workers with training in effective communication and problem-solving
Leverage Technology:
Utilise wearable devices to monitor worker hydration and body temperature, and implement apps for anonymous reporting of safety or conflict concerns
Building a Culture of Care
Ultimately, reducing conflict and managing mental health in hot outdoor workplaces requires more than just physical adjustments It demands a cultural shift where well-being is prioritised alongside productivity.
Leadership must model healthy behaviours, with taking breaks and staying hydrated, helping to set a positive tone.
Inclusive policies that recognise different heat tolerances and a commitment to continuous improvement are essential.
By combining practical physical measures with psychological support and conflict resolution strategies, employers can create safer, more harmonious, and more productive workplaces for all.
