Empowering Staff for Sustainable Success: How Business Leaders Can Support and Educate Teams

As a business leader, building an environment that balances high performance with wellbeing isn’t just good practice—it’s essential. In high-stress roles, employees often feel the double-edged nature of ambition, grappling with performance pressures that, if left unchecked, can impact morale, productivity, and mental health.

Leaders play a critical role in educating and empowering their teams to thrive in challenging environments. Here are actionable strategies that leaders can use to help employees succeed sustainably, with a focus on personal growth, resilience, and wellbeing.

1. Normalise Open Discussions About Mental Health and Performance

Employees in high performance roles often experience the psychological pressures of ambition, including fears of both success and failure. By opening conversations about these topics, leaders can help reduce the stigma around mental health and create a space where employees feel comfortable discussing their challenges. A key insight from Dr Tarah Kavanagh, Carlton Football Club’s Psychologist emphasises, “Mental health and well-being are the foundation of performance.” When employees feel supported, they are more likely to engage fully and manage stress effectively.

How to Implement:

Host workshops or bring in speakers who can provide practical guidance on managing stress, handling performance anxiety, and setting healthy boundaries.
Schedule regular check-ins where employees can discuss their workload and any challenges they face. This open-door approach reassures staff that their wellbeing is a priority.
Model this openness by sharing your own experiences with managing stress and asking team members how they’re doing, creating a culture of transparency and trust.

2. Create an “Internal Measuring Stick” for Confidence and Self Worth

Many employees depend on external feedback for validation, which can create instability in their self worth, especially in fluctuating work environments. Leaders can help staff develop an “internal measuring stick,” guiding them to build confidence rooted in their values and internal achievements rather than only external recognition. As Tarah pointed out, “Values don’t change from week to week. That’s a solid foundation to have.”

How to Implement:

Encourage employees to identify their core values and goals, helping them understand what drives their passion and satisfaction outside of traditional performance metrics.
Facilitate workshops where employees can create personal success criteria based on their values, strengths, and long-term vision. This process empowers them to gauge their success independently, reducing the pressure of meeting external expectations. Reinforce the importance of focusing on progress over perfection, reminding employees that sustainable growth is more valuable than constantly striving for short-term wins.

3. Address the Fear of Success and Failure

In high performance settings, employees often feel intense pressure to maintain or exceed their current levels of success, leading to performance anxiety. Understanding and addressing both the fear of failure and the fear of success can significantly ease the mental load on employees, allowing them to pursue their goals with confidence.

How to Implement:

• Share stories or case studies of professionals who have overcome fear in their careers, showing employees that setbacks are learning opportunities rather than signs of failure.
• Normalise viewing mistakes as valuable learning experiences. When leaders treat mistakes as stepping stones for growth, employees are more likely to take calculated risks and innovate.
• Provide practical training on resilience and emotional intelligence, helping employees manage their reactions to both success and setbacks effectively.

4. Embrace the Highs and Lows with Empathy and Understanding

Emotional highs and lows are part of any high performance environment. Leaders who create a supportive, empathetic culture can help employees manage these fluctuations and prevent burnout. “Emotions are contagious,” as Tarah observed, highlighting the importance of a stable, empathetic approach from leadership.

How to Implement:

• Encourage team members to take breaks and recharge, particularly during demanding projects. This ensures they’re not just productive but also present and motivated.
• Foster a culture where it’s okay to voice challenges and setbacks without fear of judgment. Leaders can set this tone by openly discussing their own struggles and demonstrating how they navigate stress.
• Reinforce the importance of team support, helping employees understand that sharing responsibilities and challenges enhances resilience and reduces isolation.

5. Balance Rising Aspirations with Contentment

The drive for continuous improvement can be both motivating and overwhelming, especially for employees who are constantly setting new goals. Leaders can help team members strike a healthy balance by celebrating achievements, striving for contentment, and reminding them that it’s okay to pause and appreciate their accomplishments. As Tarah noted, “We have rising aspirations… it’s good for survival and performance. But unfortunately, we get caught in this trap that nothing’s ever good enough.” This relentless drive, while beneficial for reaching high performance levels, can lead to burnout if not managed carefully.

How to Implement:

• Regularly acknowledge team and individual achievements, whether big or small. This validation builds morale and helps employees feel valued for their hard work.
• Host reflection sessions at the end of projects or quarters, where employees can review what they’ve learned, what they accomplished, and what they want to improve. This practice promotes a growth mindset while encouraging self recognition.
• Encourage goal-setting that includes both professional and personal aspirations, supporting employees in finding fulfillment beyond work accomplishments.

6. Build a Strong, Balanced Identity Beyond the Job

Many high achievers tie their identities to their professional roles, which can create challenges when setbacks or transitions occur. Leaders can guide employees toward a more balanced identity, showing them that personal growth and interests outside of work are just as valuable as career success. Tarah observed, “When players come into our environment, we start preparing them for the transition on the first day that they arrive…We have a strong focus on dual career. It’s good for performance here and now… they’ve got balance.” This approach applies equally to business environments, where employees who maintain a balanced identity and cultivate interests outside of work are often more resilient and engaged.

How to Implement:

• Support dual-career goals by encouraging employees to pursue educational opportunities, hobbies, or side projects. By providing flexibility, leaders can show they value employees’ personal growth alongside their professional contributions.
• Provide mentorship or resources that promote a healthy work-life balance, reinforcing the idea that personal interests enrich employees’ lives and help them avoid burnout.
• Set an example by sharing your own passions and interests outside of work, normalising the idea that a well-rounded identity strengthens one’s resilience and adaptability.

7. Equip Managers to Support Mental Health and Well-Being

Leaders cannot do this alone; it’s essential to equip managers and team leads to support mental health across the organisation. By training managers to recognise signs of stress and provide appropriate support, leaders can ensure that well-being is a priority at every level. As Tarah emphasised, “Mental health and wellbeing… [are] the foundation of performance. We’ve got to make sure that our people are well before we can expect them to perform.” This underscores the importance of proactive mental health support in high performance environments, where employees thrive when they feel valued and supported.

How to Implement:

• Provide training for managers on recognising signs of stress, burnout, and disengagement. Equip them with tools to support employees’ mental health, such as techniques for active listening and strategies for referring employees to additional resources.
• Encourage managers to regularly check in with their teams, both individually and as a group, ensuring that all team members feel seen and supported.
• Create clear, accessible support channels that allow managers and employees to seek help when needed, developing a proactive approach to mental health in the workplace.

For business leaders, empowering employees with the tools and support they need to thrive is an essential part of creating a sustainable, high performance culture. At Ontime Delivery Solutions we focus on nurturing an environment where mental health, self awareness, and resilience are prioritised among our staff and contract drivers, building teams that not only perform but also feel valued and engaged. Educating our team on this approach doesn’t just improve individual wellbeing; it builds a resilient workforce capable of thriving in even the most demanding environments.

Talk to us about how our engaged team of owner drivers can save you time and money, and eliminate your delivery headaches. Call us on 1300 132 367 or email our friendly team.