Phase 2 – DURING: Responding to mental health impacts

The immediate response to change

The DURING phase is when people launch changes (if it is internal) or deal with the impacts (if it is external). This phase is often short, although it does depend on the event. For example, some events might be a matter of days, but for others the response could last several weeks. 

The key focus is meeting basic safety needs and applying people skills. Some events may also require specific trauma-informed actions and the support of mental health professionals.

What to do at an organisational level

Actions at an organisational level depend on the change. In short, you must implement the relevant action plan, and support leaders who directly care for their teams’ mental health. 

Implement plans and communicate

The first action is to implement plans that were created in the BEFORE phase. An internal, anticipated change—such as a new IT system—may have a specific, detailed plan ready to launch. An external, unanticipated change will require adapting a general risk-informed plan. The severity and pace of events can vary, so your organisation needs to be adaptable as plans are tested and feedback is received. 

All change requires good communication, to help people make sense of what is happening. Here are some tips for fostering open communication:

• Host regular organisation-wide and team forums where top management answers workers’ questions in real time.
• Use credible sources to convey information and provide advice.
• Release accurate information as soon as possible and repeat key messages.
• Set up formal and informal one-on-one and team communication opportunities.
• Provide communication channels for workers to relay their needs, questions and opinions such as through meetings, desktop alerts, apps, email, phone calls and text messages.
• Launch surveys asking workers about key concerns and seeking feedback (including how communication channels are, or are not, working).

The Communication and feedback module provides guidance on how to communicate effectively during times of change and uncertainty. 

People tend to believe the first message and without information, rumours start. Keep messages simple, credible, consistent and timely.

Support leaders to support teams

Your organisation’s leaders play a critical role in protecting and promoting workers’ mental health during change, so it is important that they are also supported. Here are some ways your organisation can support its leaders:

• Make it easy to share information about supports and for people to access them (e.g. arrange for mental health professionals to be on site).
• Work with your EAP (if you have one) to tailor support for leaders, and ensure leaders know when and how to access this assistance.
• Increase entitlements such as compassionate and bereavement leave or introduce special paid leave and additional flexibility so people have more options to navigate the change.
• Align these policies with other policies and processes so leaders know what their options are in the current environment and can quickly approve requests.
• Review what is necessary from an operational perspective so job demands are realistic.
• Provide tools to leaders so they develop team plans for unforeseen situations (e.g. when a worker needs to leave suddenly to attend to personal circumstances).
• Consider the need for financial assistance during highly disruptive events.
• Offer resources and supports to all workers during downsizing—those leaving and those staying. 

Support leaders to support themselves

As role models, it is important that workers see leaders taking care of themselves. Here are some ways leaders can take care of themselves:

• Prioritise basic needs: sleeping, eating well, taking breaks, being active and connecting with others. 
• Connect with trusted colleagues to help with decision making and keeping a wider perspective.
• Build in time to pause before announcements or important updates to deliver messages in calmer, more constructive ways. 
• Address problems over which you clearly have some influence (e.g. brainstorm a plan, advocate for yourself, take action). 

What to do at a team level

Meet basic safety needs

Key actions to protect workers’ safety will depend on the change in question. Sometimes the focus will be on protecting workers’ physical safety; other times it will be reducing psychosocial hazards. 

Here are some ways leaders can support workers: 

• Provide clear communication about the change and how it is relevant people’s roles.
• Maintain an open-door policy so workers can come and talk openly about their concerns.
• Notice how people are impacted and listen carefully if they share their needs.
• Initiate compassionate conversations (remembering not everyone will want or need support and that this can change).
• Connect workers to appropriate supports and support networks, as required.

Be alert for signs of mental ill-health

Here are some signs of stress or changes to mental health to look out for:

• Physical symptoms can include fatigue or exhaustion, a racing heart, shallow and fast breathing, sleeping difficulties, muscle tension and headaches, skin disorders and gastrointestinal upsets.
• Psychological symptoms can include worrying more than usual, feeling ‘on edge’, overwhelmed and/or unable to cope, feeling anxious and afraid, feeling sad, down or hopeless about the future and having difficulty concentrating or making decisions.
• Behavioural symptoms can include a drop in work performance, apparent changes in memory, concentration and decision making, concerns raised about workload or management support, increased sick leave and unplanned absences, more conflict with others (or avoiding contact with colleagues altogether), being irritable and increased substance use.

The relationship between mental health and work module provides more information on the signs and symptoms of mental ill-health. 

Leaders and managers are not expected to be aware of all the signs and symptoms of mental ill-health, but you can look out for changes in people’s usual behaviour or appearance. 

Link people to appropriate supports

At times, leaders and managers may need to help link workers with mental health supports. When people know their options, they can access supports more easily, particularly during a change or disruption, when stress levels are high. 

These are some common mental health supports:

• 000 or a hospital emergency department, for urgent support 
• an Employee Assistance Program (if you have one)
• a GP
• a community health centre
• a psychologist.

You can find a list of mental health supports here. 

Communicate and connect

Demonstrating concern and a willingness to listen, encouraging people to raise their concerns and issues, and consistent communication help generate the trust and connection that people need during all changes.