Leadership | Workplace Mental Health Institute

The Quiet Burden That’s Not in Your Job Description

22/09/2025

Ever knocked off work, sat in traffic, and thought, Why am I this wrecked? You didn’t stay late. You didn’t even have a major deadline. Yet you feel like you’ve run a marathon.

Chances are, you’ve been carrying invisible work.

Not the big-ticket projects that everyone expects to be tiring. It’s the smaller stuff. The side jobs. The emotional glue. The endless “little things” that keep teams afloat but rarely get a mention.

Like being the one who always writes up the meeting notes. Or the go-to person when someone needs a debrief after a tough call. Or the safe pair of hands people rope in to tidy up the client pitch before it goes out. None of it’s on your job description. But if you stopped? You’d hear about it quick smart.

The Weight That Creeps Up on You

Picture this. It’s 9:30am, and before you’ve even touched your own list, a few “quick ones” come flying your way:

“Can you fix the PowerPoint slides?”

“Mind walking me through the meeting notes?”

“Could you give this draft a polish before the client sees it?”

On their own, no big deal. So you say yes. But by lunchtime, you’ve chipped away half your focus. By mid-arvo, your real work is still waiting — and your energy’s gone.

That’s the trap. Invisible work doesn’t come crashing down in one go. It trickles in. It lingers. And because it never makes it into a report or KPI, no one’s keeping score.

Meanwhile, the “big wins” get celebrated with cake, speeches, or a pat on the back. But those small favours that kept the wheels turning? They disappear into thin air. Except for the person doing them.

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Why Leaders Often Miss It

It’s not that managers don’t care. Most just don’t see it. Work usually gets measured in deadlines, deliverables, numbers. Invisible work doesn’t leave a tidy paper trail. Unless someone names it, it flies under the radar.

And here’s the awkward bit: it feels trivial to call it out. Saying “I’m over being the one fixing the formatting” doesn’t sound nearly as serious as “I’m buried in projects.” So people bite their tongue — until it builds up into burnout, resentment, or someone quietly checking out.

Where Mental Health Fits In

This is why workplace wellbeing has to dig deeper than fruit bowls and lunchtime yoga. It’s about recognising those unseen drains — the constant interruptions, the emotional labour, the glue work that keeps things ticking.

Good mental health training gives staff a way to talk about it: “This matters too.” And it gives leaders sharper questions to ask: “What’s weighing on you that doesn’t show up in the reports?”

These small conversations can be the difference between someone thriving, or burning out in silence.

Sharing the Load

Invisible work won’t vanish. Every team needs people willing to chip in and pull their weight beyond the basics. But it doesn’t need to land on the same shoulders every time. And it certainly doesn’t need to go unnoticed.

Some practical shifts:

Rotate the small jobs so they’re shared around.
Call out unseen effort when you spot it.
Adjust expectations if someone’s clearly carrying more than their share.

Recognition doesn’t need bells and whistles. Even a quick, “Thanks for picking that up” makes the load lighter.

Why It’s Worth Seeing

On paper, invisible work looks minor. But in reality, it shapes whether people feel valued or invisible themselves. Ignore it long enough and good people switch off — mentally or literally.

But when workplaces make the effort to see it, share it, and respect it, that invisible work transforms from a hidden burden into a shared strength. And that’s when people stick around, chip in, and feel proud of what they bring to the table.

Author: Peter Diaz

Peter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

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The Pressure at the Top: Why Australian Leaders Need Support Too

17/09/2025

A manager once said something to me that I haven’t been able to shake:

“Most days, I’m so focused on keeping my team together that I don’t notice when I’m coming apart myself.”

He wasn’t trying to be dramatic. It came out like a passing comment. But it hit me hard, maybe because I’d already heard the same thing in different ways from other leaders here in Australia. People whose job it is to hold everything steady often feel like they’re falling apart quietly in the background.

The Part We Keep Missing

We talk a lot about employee wellbeing now, and that’s progress worth recognising. But there’s a blind spot: managers.

They’re stuck in the middle. Senior leaders send down goals, reports and “urgent” requests. Teams push back with questions, needs, frustrations. And the manager is left as the bridge, holding up both ends while trying to look calm and capable.

It works on a spreadsheet. In day-to-day life? It chips away. You end up with diaries so full you forget to breathe. You repeat the same answers even when you’re exhausted. The calm exterior starts to crack.

That’s why building resilience in the workplace can’t stop at frontline staff. Managers need it too—arguably more than anyone else, because they’re carrying pressure from both sides.

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Stress Doesn’t Announce Itself

Stress rarely shows up with a neon sign. It sneaks in.

The manager who always cracks a joke at the start of a meeting suddenly sits in silence. The one who’s usually patient snaps over something trivial, like a missed deadline. Or decisions stall, not because they don’t care, but because their brain is juggling too many things at once.

Teams pick up on it straight away. Atmospheres shift. Meetings grow heavier. People stop contributing freely and start playing it safe. That kind of change spreads fast, and once it does, culture starts to erode.

When the Cracks Widen

A struggling manager doesn’t just impact themselves. It ripples outward.

Ideas shrink. Collaboration thins out. Trust fades. And after a while, good people begin scanning job ads—not because they dislike the role, but because the energy at work feels unstable.

It often starts so small you’d barely notice, like a drip under the sink. But over time the damage adds up. And sometimes the simplest interruption can shift the pattern: one honest check-in, a real conversation that goes beyond “How’s it going?”

Are you a psychologically safe manager? Take the self assessment to find out.

The Loop Leaders Know Too Well

Here’s the cycle. A manager feels stretched thin but pushes through anyway, because that’s what they think leadership demands. The pressure leaks out—shorter patience, withdrawal, less energy. Teams sense it, pull back, and results dip. Pressure circles back onto the manager.

And around it goes. Some leaders live in that loop silently for years.

But breaking it doesn’t always require a glossy wellbeing program or a big budget. Sometimes it’s much smaller, more human:

Training that’s practical—how to set limits, manage conflict, or bounce back after a rough stretch.
Workloads that line up with reality, not just best-case scenarios.
Check-ins that actually feel genuine, not box-ticking.
Senior leaders modelling balance—showing that setting boundaries is smart, not weak.

Rethinking Leadership in Australia

Good leadership has never been about being bulletproof. It’s about presence. About creating steadiness even when things around you aren’t steady.

More Australian organisations are starting to treat manager wellbeing as a priority. And not just because of psychosocial safety laws (though those matter). It’s because healthier leaders make clearer decisions, have stronger conversations, and create safer, more productive workplaces.

Because resilience isn’t about asking managers to carry more weight. It’s about making sure they don’t have to carry it all alone.

Author: Peter Diaz

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The Real Cost of Poor Leadership in Workplaces

10/09/2025

I once worked under a manager who made every day feel harder than it needed to be. The job itself wasn’t the problem — it was the way he showed up. Tense. Snappy. Quick to point out the smallest mistake. By Friday, the whole team looked like we’d been slogging through mud all week.

That’s the real cost of poor leadership. You don’t always see it in reports or profit margins. You see it in people heading home completely drained. In smart ideas that never make it to the table. And in good staff who quietly start polishing up their CVs.

What the Numbers Don’t Tell You

Every workplace talks about results. Revenue. Sales targets. Deadlines. Those matter, of course.

But they don’t tell you what it feels like to sit through a meeting where no one dares to speak up. Or to spend your weekend already dreading Monday because of the tone set by your boss.

You can’t measure the way trust disappears. But you can sense it if you’re paying attention.

When Burnout Sneaks Up

Burnout doesn’t usually arrive with flashing lights. It creeps in. Someone skips lunch. Another starts replying to emails at midnight. The office chat gets quieter. Before long, you’ve got a team running on fumes.

The work still gets done — until suddenly it doesn’t. Sick days go up. Mistakes pile up. And more often than not, it’s the reliable people, the ones you thought would hold the place together, who hit breaking point first.

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Why People Really Leave

Over the years, I’ve asked plenty of people why they left their jobs. Very few said money. Most said something like, “I just couldn’t deal with my boss anymore.”

When someone leaves, it costs more than just a hiring fee. You lose trust. You lose relationships with clients. You lose that sense of stability that holds a team together. And when one person goes, others often start wondering if they should too.

The Ideas That Never Surface

Here’s something you’ll never see on a balance sheet: the ideas that never get spoken. I once heard someone say, “I knew how to fix it, but why bother? The boss won’t listen.” That’s not laziness. That’s self-protection.

Multiply that across a whole team, and innovation doesn’t disappear with a bang. It disappears with silence.

Managers’ Mental Health Matters Too

It’s easy to point the finger at “bad bosses.” But often, managers are struggling themselves. They’re overloaded, under pressure, and short on support. And when a manager is running on empty, the team feels it.

Managers’ mental health doesn’t get talked about nearly enough — but it’s central to how a workplace runs. A burnt-out leader can’t create a thriving team. They pass their stress down the line, usually without even knowing it.

Supporting managers isn’t just the kind thing to do. It’s the practical way to stop the cycle.

The Real Cost and the Alternative

The hidden price of bad leadership isn’t just financial. It’s the flat look on people’s faces at 3 p.m. It’s the good staff you lose. It’s the bright spark that could have driven innovation, but never got a chance.

The good news? When leaders are trained, supported, and healthy themselves, everything changes. Teams don’t just hit targets — they want to be there. They bring energy. They contribute ideas. They grow.

That’s why at the Workplace Mental Health Institute, we focus on both sides: building leaders’ skills and looking after their wellbeing. Mental health programs like Mental Health Essentials for Managers, Leadership Resilience, and Managing Psychosocial Safety give Australian leaders the tools to step up without burning out.

Because at the end of the day, leadership isn’t just about titles or KPIs. It’s about how people feel on the other side of your decisions.

Author: Peter Diaz

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5 Traits of Confident Leaders in Uncertain Times

26/04/2017

Trump is in the White House, the iPhone 8 isn’t far away, and now we hear robots are planning to take our jobs. Uncertain times indeed.

These days change is inevitable and guaranteed. So how do we take back some semblance of control over our lives and our careers?

The key to it, I think, is confidence.

While confidence is often defined by a self-assurance in one’s own abilities, uncertain times often work to diminish a leader’s confidence in their organisation, in their employees, and in themselves. So how does one keep their confidence when faced with uncertainty?

1. Confident leaders perceive failure as the beginning, not the end.

Paralysed by fear of uncertainty, many leaders find themselves in endless cycles of the decision making process. These leaders tend to view failure as the end – the end of their success, the end of the company, or perhaps even the end of their career. Confident leaders tend to view failure as a learning opportunity, a part of the discovery process. They do not take unnecessary risks, but rather rely on sound decision making processes to take calculated risks that will springboard them into their next success.

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2. Confident leaders rely on the expertise of others.

We all know of one manager who confused confidence with expertise, eschewing the advice of those that surrounded them. Chances are, their leadership tenure met an untimely demise. Truly confident leaders treat their role in organisations the way a conductor of an orchestra treats his musicians. Understanding that they are not a professional musician in every instrument in an orchestra, conductors provide strategic direction based on the knowledge of how the instruments work together to create the best overall sound. Likewise, confident leaders know they are not experts on every tool, mechanism, process, or skill, but provide strategic direction on how each expert can work together for the overall outcome.

3. Confident leaders own their mistakes.

In a day and age where many people try to take ownership for success while sidestep the blame for their mistakes, confident leaders take responsibility for both. Rather than relying on blame for self-preservation, these leaders instead take responsibility when they are wrong, learn from their mistakes, and move on to greater success. Miraculously, this singular characteristic also inspires subordinates to do the same, creating a culture where fear of failure no longer limits productivity and innovation.

4. Confident leaders communicate purpose.

It is easy to get caught up in the chaos of uncertain times. However, those who lead with confidence also understand and effectively communicate their organisation’s purpose. Part of a healthy psychological reward system, the concept of altruism – behaving for the betterment of others – has been shown to increase job satisfaction and increase workplace cooperation. Confident leaders understand, sometimes intuitively, how their employees’ efforts contribute to the strategic vision of the company at large. Taking this knowledge a step further, they are able to clearly and effectively communicate how the company’s overarching vision translates into action plans at a departmental level. Once their people buy into the purpose, altruism takes over, improving productivity and overall job satisfaction throughout the department.

5. Confident leaders are honest and consistent.

It is tempting to sidestep direct questions about the future of an organisation. Yet truly confident leaders understand that honesty breeds trust and a sense of safety at work. Knowing your boss will give you an honest, direct answer to your question without dancing around the issues gives employees confidence in their leaders. However, honesty must be matched with consistency. If a leader is honest with one group, but betrays that honesty with another, the perception of favouritism arises and employees are left with feelings of uncertainty about their status with their boss. Truly confident leaders are not only honest, but are honest in every situation, every time.

Many people equate confidence with arrogance. While arrogance is wrapped up in ego tied with a ribbon of insecurity, true confidence understands and embraces is fallibility. It sees mistakes as inevitable and failures as learning experiences. It acknowledges the expertise of others and revels in consistent honesty. Perhaps most importantly, confidence does not waver in uncertainty. Those who are truly confident leaders see the chaos of competitive economic times as a way to energise a lagging team and rally them to a common purpose. Uncertainty truly separates the average leaders from the great ones who seem to effortlessly turn uncertainty into opportunity.

Author: Peter Diaz

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How do I lead authentically in a competitive culture?

20/02/2017

Most Leaders I’ve met, and I’ve met thousands of them, love the idea of being an authentic, ‘real’, leader. What about you? I love it but, and there’s a big ‘but’ here, I have to say that it’s not easy in the current competitive market. Despite the rise of informal, matrixed organisations, the majority of companies are still relatively traditional and have a hierarchical structure. And in these types of companies, it’s not uncommon to have a dog-eat-dog culture where everyone’s in competition with everyone… and one mistake can sideline you.

If you’re in a leadership position in an organisation like this, you’ve probably learned to adopt a certain management style to get things done. Maybe you relentlessly pursue your objectives, regardless of employee burnouts. Maybe you run a tight ship and exercise a lot of control over your employees’ work to ensure you hit your numbers. Or perhaps you play along with company politics—because if you don’t, you and your people will be disadvantaged.

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However, if you’re new to the company or if your conscience prompts you to question certain actions, there might be a moment when you realise that this autocratic, even ruthless management style doesn’t sit well with you. In the long run, it could even become destructive to your workplace mental health. Eventually, you could find yourself asking whether you can develop an authentic leadership style—one that aligns with your inner values—without risking a loss of respect and power and eventually becoming a casualty of the culture.

Fortunately, it’s entirely possible, and realistic, to develop an authentic leadership style, regardless of what your company culture is. An authentic leadership style doesn’t automatically mean that you have to become “soft” and wishy-washy. What it does mean is that you develop a leadership style in which your character and values are the most important factors.

It’s critical, however, to keep in mind that those can’t be the only factors that determine your behavior and actions. You need to balance them against your experience, knowledge, and the best interests of your company. For example, even if it’s in your nature to be open, you can’t always be transparent in the workplace. There are times when it’s best to keep certain information under wraps because it could have a demoralising impact on your employees. Or if you’re naturally cautious, there are going to be times when it’s not in your company’s best interest to hold off and instead, you’ll have to be decisive and take action.

It’s important to understand that becoming a more authentic leader isn’t going to happen overnight. It will take a lot of introspection, plus, you’ll have to become accustomed to using your own values as a touchstone instead of simply falling into old management habits. However, with time and practice, you can develop a leadership style that reflects who you are and what you believe in without sacrificing effectiveness.

Yet all things considered, it’s not in your control how your work environment will receive your change in management style. However, if you have to choose between being constantly stressed because your values conflict with your management style or having to find a new position where you can further develop your authentic leadership style, in the long run, the second option is probably better for your mental health and your overall wellness.

Author: Peter Diaz

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4 Leadership Styles Every Leader Needs to Know

31/01/2017

Have you ever given feedback to a team member and felt it wasn’t received well? Or communicated the outcome you want, and what’s eventually delivered doesn’t resemble what you asked for?

Giving constructive feedback and direction is a critical skill for all leaders, but it’s not always easy to do. You want to balance the need to achieve outcomes with maintaining a great relationship, knowing it’s inevitable that team members will get it wrong sometimes.

The key is to use the correct leadership style for the person you are leading. A great tool to help you do this is the Competence / Confidence Matrix, adapted from research done way back in the 70’s. But unlike your safari suit, this model has stood the test of time.

1. High commitment / Low competence: Guide and coach

This might a new person on the team – a recent graduate or even an experienced player who isn’t yet familiar with how your team goes about things.

Discuss and decide on ways of doing things
Identify and provide the training needed
Accept early mistakes as important opportunities for coaching
Give responsibility and authority for the aspects of tasks the person can do
Require frequent updates early in the project, but relax control as progress is shown

2. High commitment, High competence: Delegate & release

These are your proven performers. The worst thing you can do is make them feel micro-managed.

Involve the person in decision-making
Frequently as the person for opinions
Give responsibility and authority because the person is competent and committed
Ask for updates at important moments or when the person has questions

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3. Low commitment, Low competence: Direct & tell

You don’t want people in this category for long. You may be able to help them increase their competence or commitment, or it may be time to break up.

Discuss what would motivate the person and agree on what’s possible
Set clear rules, methods and deadlines
Give responsibility and authority for aspects of the task the person can do
Plan tasks in such a way that ensures the person has some success quickly
Identify & provide the training needed
Require frequent updates early in the project, but relax control as progress is shown

4. Low commitment, High competence: Excite & inspire

Your mission is to find out why their commitment is flagging. Are they looking for a new challenge, or are they disengaged with you, the team, or the company?

Discuss why the task is important and why the person is the right choice
Discuss what would motivate the person and what’s possible
Give responsibility and authority because the person is competent
Require frequent updates

Thinking back on recent interactions that went well, was there a relationship between the style you used and the competence and confidence of the team member? What about interactions that didn’t go well – might a different style have produced better results?

Delegating, directing and managing performance is something we all struggle with at times. Even highly experienced leaders come across people they just can’t figure out, or regardless of how consciously they try, where any interaction with the person just ends up pushing buttons! But know that engaging and developing the skills of team members is the cornerstone of good leadership and your genuine efforts today are influencing the next generation of leaders who are currently under your mentorship.

Author: Peter Diaz

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How Will You Lead Differently in the New Year

03/01/2017

There’s no one right style of leadership. Each manager needs to make decisions based on the people who make up her team and what works best for them. However, it’s also true that there is always room for improvement. And that’ll be time well spent since good leadership is strongly associated with improved results overall. The good news, it’s not that hard. By taking some time for some self-reflection and study, you can become a better leader in the new year.

Reflect on What Went Well

Figure out what your leadership wins were in last year so that you can build on them in the new year. This starts by writing down your own impressions of where you think you were successful. Think in terms of what you did that got you to a goal instead of just what was accomplished. Hint: you are looking for your own ‘pattern of success’ here.

You should also talk to employees and your manager to see what they think about the year we’ve just finished. What did they feel was especially effective? What did they find surprising or innovative?

… And on What Didn’t

None of us hit it out of the park every time. That’s ok. We are not supposed to. But we are supposed to take the opportunity to learn from what didn’t work. After writing down your wins, take some notes about what you felt did not go well. Were there times you fell short of goals? Times that you felt that you did not make yourself clearly understood to team members? Times you dropped the ball and didn’t delegate as well as you should?

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When asking others for their impressions on where there was room for improvement, it can sometimes be better to allow people to be anonymous. Consider sending around a survey or putting out a box where people can drop notes about what they think could have gone better and their suggestions for the new year. One word of caution: make sure that you yourself get into a powerful state before you review feedback. Some of it will not be pleasant. Don’t make it personal even when it feels personal. Remember, you are a leader and the aim is to take what you can out of it and learn how to lead better, not to go into a pity party. If you need to vent, go and vent with someone you respect and can guide you with wisdom, such as your executive coach.

When you are looking at how you did, you should also look at metrics that spell out hits and misses in numbers. Were there more sick days in your department this year than in others? Did you have a higher average than other departments in the company? Were your rates of turnover higher than normal or about average for your company and your industry?

Look Outside for Inspiration

If there were situations that you did not feel you handled as well as possible or areas where you feel your team has untapped potential, look for ways to change or improve your leadership to bring out everyone’s best in the coming year.

Sometimes the best thing we can do is find an example of what we want to be. Modelling your style on the style of someone who you find successful can be an excellent place to start. By looking to others, you can adopt some of what gets them their great results. Who’s the leader you admire or like the most? What is it about them you like?

A leadership coach or a mentor can help provide actionable advice about how to take your current leadership strategies and tweak them to be more effective. These individuals will have the outside perspective you need to see what you are doing well and how you can improve.

Challenging yourself in the workplace is another way to make yourself a better leader, as well. When the people who work with you see you stretching, they often feel more confident about your abilities. You will also likely learn new skills that translate well into better leadership.

Communicate with Your Team

To be effective, change can’t be unilateral. If you want to change procedures in your workplace so that you are more effective, be sure to talk about this with your team. Get them meaningfully engaged. Explain where you feel you all are at the present time, what new results you want to see and what you see as the ways to get there. Make sure you ask them for their ideas and suggestions of what they feel will help you, as a team, get there. Remember – sudden changes can make people feel unsettled or even worried about their jobs. This sort of open communication makes people feel more at ease. It also helps them understand your expectations better so that they are more able to shape their efforts to fit your needs.

Better leadership is, in many ways, the result of deliberate and thoughtful choices. By making decisions based on what you want instead of being in a place where you are purely reactive, you are better able to coax and work together with your team in the direction that will be more successful for you all. Be patient as you try putting new strategies into place. It can take some trial and error to get the results you want. Over time, however, it will lead to better results from your team and a happier, more productive workplace.

Author: Peter Diaz

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What kind of father is worse?

09/08/2016

I grew up with a father who loved me but was incapable of saying it. I knew he loved me because he’d discipline me very harshly and tell me it was for my own good, but in 50 years he was never able to say it. Even when I said it at the end of every phone call. Now, this is not strange. I know many people have grown up in this kind of environment. And many people have it many times worse than I had it. At least, I’m certain I was loved.

But, I’m wondering, what’s worse? a physically present but emotionally unavailable parent or a physically absent parent? I am reminded of this today simply because a client-friend of ours just forwarded me a link to a Canadian article saying that Presenteeism – when people are physically present but ‘not there’ – is costing Canada up to 3 times more than Absenteeism – when people are not there at all. This is because their performance is impaired, the quality of work declines, they make errors and fall behind. I believe that, at last count, the same is true for Australia. It’s an important topic for workplaces when we are talking costs of billions of dollars per year, don’t you think?

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And then, there’s another aspect to this. Managers. What kind of a manager are you? are you a manager that suffers from management presenteeism? What I mean is, are you physically there for your staff but are you emotionally unreachable? I’ve met many managers that have been taught to be like that. They’ve been told to have ‘professional detachment’. What does that even mean? and how effective is that in a business world where your success depends on your ability to form relationships? And, more importantly, what do you think the impact of having professional detachment is on your team?

For all of you who grew up with emotionally unavailable parents, don’t repeat the same mistake. Be available and contribute meaningfully to each other.

Food for thought, right?

Author: Peter Diaz

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Tag Archives: Leadership

The Weight That Creeps Up on You

Why Leaders Often Miss It

Where Mental Health Fits In

Sharing the Load

Why It’s Worth Seeing

The Part We Keep Missing

Stress Doesn’t Announce Itself

When the Cracks Widen

Are you a psychologically safe manager? Take the self assessment to find out.

The Loop Leaders Know Too Well

Rethinking Leadership in Australia

What the Numbers Don’t Tell You

When Burnout Sneaks Up

Why People Really Leave

The Ideas That Never Surface

Managers’ Mental Health Matters Too

The Real Cost and the Alternative