Five Strategies For Prioritizing Mental Health During Workplace Change

Change. Even the mere thought of it can evoke strong emotions like fear, anger and anxiety. Our brain craves routine and predictability because they give us a sense of safety and control. But change introduces uncertainty, which our brain perceives as a threat.

In both our personal and professional lives, the discomfort that can result from change is a universal psychological response. To effectively lead through transitions, leaders must understand how to navigate our natural human response to change and prioritize simple strategies that set themselves and their teams up for success.

Not If, But When

Change is a fundamental reality for businesses, and leaders should always be expecting it. New administrations, national policies and regulations could impact business operations. Internal pressures like managing workforce expectations, responding to customer demands and adapting to seasonality can drive change. Advancements in technology push businesses to evolve to maintain a competitive edge. Unexpected disruptors, like a global pandemic, could require businesses to adapt in real time.

For the past decade, I’ve focused on improving how we deliver health care. I’ve seen firsthand how change can be an exciting process that drives innovation, creative thinking and resilience. However, it can also be an uncomfortable, bumpy road. And when not managed effectively, it can take a toll on our mental health.

In a 2023 survey on mental health at work, 61% of workers reported having at least one symptom of a mental health condition, and nearly one-third said their job negatively impacted their mental health. Workplace changes threaten to exacerbate this problem. For example, one study found hospital employees undergoing organizational change experienced significant increases in depression and anxiety.

How To Maintain Well-Being During Change

The most important asset on any organization’s balance sheet is its people, and prioritizing their well-being through change is critical for long-term success. Leaders steering the ship can use a range of strategies to protect their team members’ well-being during periods of change and come out stronger on the other side.

Care for your own well-being.

As the saying goes, “Put on your own oxygen mask first before assisting others.” Leaders cannot effectively support their team members if they are neglecting their own well-being. I recommend starting with the basics: Get adequate sleep, eat a balanced diet and move your body. Spend time outdoors. Practice stress reduction techniques like gratitude and mindfulness. Seek professional help like therapy or executive coaching. Take time off, and disconnect after hours and on weekends. Like the woodcutter who takes time to sharpen their saw, leaders who carve out time to rest and recharge show up more focused, are more productive and are less likely to make errors. It also shows the people in your charge that you expect them to do the same. Invest time into your well-being, and productivity takes care of itself.

Communicate with transparency.

Silence often breeds speculation and uncertainty, creating anxiety and putting people into a state of hypervigilance. This can negatively affect their well-being, productivity and even personal relationships. Frequent and clear communication can alleviate anxiety and help team members feel more bought into the changes, minimizing resistance and improving the likelihood of success. Communicate what the change is, why it’s happening and the expected impacts and outcomes. Share your vision of what the future looks like post-change, emphasizing how it will directly benefit team members. However, be authentic in your messaging and avoid toxic positivity or setting unrealistic expectations.

Create a culture of psychological safety.

Creating a psychologically safe workplace is a nonnegotiable business strategy, but it’s even more important when change is underway. People should feel empowered to say something if they see something, regardless of their roles. There should be no fear of raising concerns during the change process. Having platforms or events in which employees can share their candid feedback can make a significant difference in their psychological safety because they feel heard and valued by leadership.

Be flexible.

Change brings different demands and often unforeseen increases in workloads and stressors. To address this, I recommend leaders offer flexibility in the way their team members work. For example, adjust the scope of their work so they can focus on change-related tasks, alleviating the pressure of managing these alongside their core responsibilities. Offer hybrid work arrangements so team members can more confidently balance changing job responsibilities and personal commitments. Consider allowing employees to take time during the work week to schedule therapy appointments. Though some of these approaches may seem counterintuitive, each of them can help prevent burnout, which accounts for an estimated $190 billion in employer healthcare spending annually.

Offer the right resources.

Change often requires team members to learn new competencies and skills. I recommend providing resources for professional development to help team members adapt and become champions of the change. As a bonus, these opportunities can improve employee engagement; 70% of people say learning makes them feel more connected to their organization and invested in its success. It is equally important to offer resources that support mental well-being, like access to mental health professionals, peer support groups and employee assistance programs.

While our brain is wired to fear change, it also has a remarkable ability to adapt and grow. When we prioritize the well-being of our team members through the change process, we help them feel supported and valued and nurture their capability to adapt. They’re also more likely to feel invested in the change, which increases the likelihood of success by 30%. As leaders, our approach to change sets the tone for whether it becomes an obstacle or a bridge to personal and organizational growth.