The wellbeing ‘confidence gap’ is holding you back

Meaningful cultural change requires shared capability and responsibility that operates in the smallest of moments, according to one wellbeing expert.

Ahead of a joint R U OK? and St John Ambulance Australia workshop targeting the bridge between wellbeing awareness and meaningful action, HR Leader spoke to R U OK? chief executive Lachlan Searle to explain the ongoing confidence gap and how it affects individuals and organisations.

According to Searle, the confidence gap affects people who truly want to support someone struggling but do not feel equipped to intervene.

Noting that Verian research recently found that three-quarters of Australians believe in checking in regularly, while one in three hesitate to do so, Searle acknowledged that this stems from fear of saying the wrong thing, invading someone’s privacy, or simply not knowing what to do if someone says they are not OK.

“For an organisation, that can mean warning signs may be noticed but not acted on, and opportunities for early connection can be missed,” he said.

“That’s why practical rehearsal matters. People need opportunities to practice what they might say, how to listen without judgement, encourage appropriate action and check in again afterwards. The aim isn’t to turn colleagues into counsellors, but to help everyday people feel more confident having a meaningful conversation.”

For employers, the focus should be on giving staff the opportunity to contribute to a genuine culture of care and leading with confidence.

“Managers and leaders have an important role because their behaviour helps determine whether people feel psychologically safe to speak honestly. They need the confidence to notice changes, create space for conversation, respond with genuine care and understand the boundaries of their role,” Searle said.

Similarly, Searle urged organisations to have more than one pathway to support, as some will prefer speaking to a manager, or a trusted colleague, a workplace champion, an HR representative, an employee assistance provider, or an external service.

At the same time, Searle urged organisations to ensure staff are similarly equipped to handle tough conversations, especially given that colleagues can be the first to notice changes in one another.

In practice, this looks like training staff, making support options available and visible, and ensuring staff are in no way penalised or stigmatised for speaking up.

These steps will then have the flow-on effect of establishing stronger bonds between staff.

In the same way, Searle said that people are more likely to speak up when they believe the person genuinely cares, will listen without judgement, and will respond appropriately.

“Employers can help create those conditions by making check-ins a normal part of workplace life, rather than waiting until someone is visibly distressed. Leaders should be approachable, listen without immediately trying to fix the situation, respect privacy and follow up after the initial conversation,” he said.

“They should also be honest about what they can and cannot keep confidential, particularly where there is an immediate safety concern.”

Broadly speaking, authenticity will be more impactful than the perfect policy or perfect response.

“You don’t need to fix someone’s problems or have all the answers. Start with genuine care, listen without judgement and help them connect with further support if they need it,” Searle said.

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