Wellbeing, change management and the role of leaders

We all know change is a constant in any organisation. Whether it’s a company restructure, new technology, or shifts in the market, teams are regularly asked to adapt. But while change is essential for growth, it can also be a source of stress. That’s why leaders need to be super aware of their teams’ wellbeing when planning and leading through change.

The Impact of Change on Team Wellbeing

Research shows that an astonishing estimate of 94% of employees have experienced work-related stress, with change being one of the main triggers (source). The American Psychological Association highlights that ongoing change without adequate support can lead to reduced morale, burnout, and disengagement.

Research by Gallup adds that employees who feel unsupported during change are three times more likely to experience stress and burnout. These findings make one thing clear: leaders play a vital role in supporting their team’s wellbeing, especially during periods of change.

The Role of Leaders in Supporting Wellbeing

Leaders aren’t expected to be wellbeing experts, but they can make a significant difference simply by how they show up. Their actions, communication, and empathy set the tone. When leaders create an environment where team members feel safe, heard, and valued, they help build resilience.

A Harvard Business Review study found that managers who communicate openly about change and involve their teams in discussions are more likely to maintain morale. Similarly, Forbes suggests that leaders who model vulnerability, by sharing their own experiences of navigating change, can build trust and foster openness.

How leaders can support wellbeing 

  • Foster Open Communication: Regular check-ins and team meetings create a safe space for employees to voice concerns. In the team meets;

“Let’s do a quick round: is there anything that’s been on your mind this week, or anything you’d like help with?”

  • Provide Clarity: Be clear about the reasons for change, what it means for the team, and what’s expected of them.

“This change is part of our wider strategy to improve client retention. For you, it means less manual tracking and more time spent on relationships. Training will start next week, and we’ll walk through everything step-by-step.”

  • Lead by Example: Share your own experiences of dealing with change, showing that it’s okay to find it challenging.

“I remember when we rolled out the new service model last year. I was unsure at first too. I got it wrong a few times, but what helped was asking more questions and leaning on others’ experience.”

  • Promote Self-Care: Remind team members about the importance of work-life balance and available support.

“I really appreciate your dedication this week, but I also want to make sure you’re looking after yourself. Can I help you prioritise or delegate anything? You’ve earned a break.”

  • Celebrate Successes: Recognise and reward team achievements, no matter how small, to keep spirits high.

“Big thanks to Lisa for streamlining the handover process, your new checklist saved us hours. And to Raj, your quick thinking with the client issue helped us retain the account. Great teamwork, everyone”.

Change management and leadership

Building Resilience and a Strong Team Culture

Resilience is about more than bouncing back, it’s about adapting and growing through challenges. Leaders can foster resilience by creating a team culture built on trust, psychological safety, and continuous learning.

Encourage honest conversations, support peer connections, and make time for team reflections. For example, we’ve found that through facilitating sessions where we dedicate a section of the session to sharing ‘what keeps me awake at night’ or a visual talking heads exercise of ‘where I go under stress,’ can significantly improve connections and help increase levels of awareness in how we can support one another.

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In many of our bespoke leadership development programmes we embed co-coaching with pairs working together intentionally to support each other through change and development. These co-coaching pairs encourage accountability, offer fresh perspectives, and create a safe space for honest reflection and problem-solving.

When teams feel safe to share ideas and concerns without fear of judgment, they are better equipped to navigate change together.

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