A new report examining workplace wellbeing across Australia and New Zealand has highlighted significant challenges for employees, particularly those in junior management roles. Corinne Canter, head of consulting at Human Synergistics, revealed that many frontline leaders feel ill-equipped to handle the stress that comes with leadership, often experiencing low job satisfaction and inadequate organisational support. The findings, drawn from five years of data involving 70,000 workers, show that stress, absenteeism, and a lack of motivation are becoming increasingly prevalent, contributing to a costly cycle of decreased productivity and morale. Corinne emphasises the importance of developing leadership skills beyond task effectiveness, as frontline managers often set the tone for entire teams yet are left without proper guidance or resources.
Dan Hunter, CEO of Business NSW and a father of triplets, serves as an example of how structured personal and professional habits can mitigate stress. Hunter shared how discipline, early planning, and setting clear boundaries between work and family life help him maintain balance and remain an effective leader. He also advocates for a transparent and accessible leadership style, working from an open-plan office to foster connection and approachability. Echoing Canter’s concerns, Hunter believes that a positive workplace culture is essential to long-term success, and warns that blurred lines between work and personal life—especially in hybrid environments—can amplify stress if not managed carefully.
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