Thriving in Uncertainty: Leadership and Wellbeing in Turbulent Times – A Timely Summit 

In today’s fast-moving and ever-changing world, it can be hard for organizations to reconcile the demands of the present with the pursuit of long-term business goals. In the face of ongoing technological disruption, social and political upheaval, and mounting uncertainty, envisioning a clear, sustainable path forward can feel nearly impossible. 

And yet, while the challenges facing organizations today may vary widely—from economic volatility and political instability to social change, environmental pressures, or internal transformations like restructuring—the symptoms they present—and more importantly, the solutions they require—remain unchanged: 

• Burnout prevention 

• Proactive psychosocial risk management 

• Change-ready leadership 

• Psychological safety 

Together, these elements form the foundation of resilient organizations capable of navigating uncertainty and thriving through change. The key to success in today’s VUCA (volatile, uncertain, complex, and ambiguous) world lies in leadership that chooses not to wait for disruption to arrive before taking action, but instead prepares for its eventuality with future-minded strategies and wellbeing-first cultures.  

This was the guiding theme of the Workplace Options Center for Organizational Effectiveness’ virtual summit, Thriving in Uncertainty: Leadership and Wellbeing in Turbulent Times. Over the course of the four-day event, global thought leaders, data-driven practitioners, and executive peers led insightful, action-oriented discussions on how leaders can foster trust, clarity, and purpose amid today’s volatility. 

Across eight engaging and forward-looking sessions, attendees gained: 

• Future-proof strategies for reducing burnout and building sustainable, wellbeing-first workplaces 

• Global leadership insights from experts navigating disruption in real time 

• Proven frameworks for embedding psychological safety and trust into high-performing workplaces 

• Case-driven guidance on transforming psychosocial risk into a source of competitive advantage 

“As history proves, success isn’t partial to periods of calm. It’s in those moments of transition—when the ground shakes, rules are written, and reality is upended—that true creativity and innovation takes root, and transformative outcomes follow,” says Oliver Brecht, Vice President and General Manager of Enterprise Solutions at Workplace Options (WPO), who kicked off the summit with a compelling presentation on “Leadership’s Role in Combatting Burnout and Building Sustainable Work Culture.”  

“This summit was a reminder to leaders: that uncertainty offers a powerful opportunity to amplify purpose, sharpen direction, and lead with intention. That a culture where the best idea wins—and where people feel safe to envision new ideas—is one that will not only endure but thrive. And that by leading from the heart—honoring the human at the center of work—organizations can build a more engaged and resilient workforce, determined to grow and succeed together.” 

See below for more details about the thought-provoking summit: 

Day 1 – Preventing and Responding to Burnout: Designing Wellbeing-First Workplaces 

“Leadership’s Role in Combatting Burnout and Building Sustainable Work Culture” 

To kick off the event, Brecht delivered a powerful talk on burnout—exploring its causes, warning signs, symptoms, and most importantly, its remedies.  

Throughout the session, Brecht explored how senior leaders can model sustainable work practices, embed wellbeing into team dynamics, and shift the culture from pressure to purpose. 

Notable insights from the session include: 

• Burnout is a strictly occupational phenomenon—distinct from exhaustion, or fatigue—and is caused by factors such as limited autonomy, low support, high job demands, physical hazards, poor organizational justice, and work-life imbalance.  

• WPO data from 135,000 global cases shows: when more than 17 percent of EAP cases are tied to workplace concerns, there is a problem with the work environment—and the risk of burnout grows. 

• When over 53 percent of work-related cases involve stress, burnout is likely. 

• If more than 37 percent of cases involve conflict, toxic workplace relationships may be contributing—fueling burnout risk.  

• When more than 19 percent of stressors relate to work performance, the risk of burnout increases. 

• Burnout-proof leadership starts with the three C’s: competence, capability, and confidence. 

“From Reaction to Prevention: Designing Wellbeing-First Workplaces” 

Building on the concept of sustainable and wellbeing-first workplaces, Kurt Merriweather, VP of Employee Engagement Solutions at WPO, and Starr Guthrie, LCSW and WPO Service Lead, led a thoughtful and solutions-focused discussion on how organizations can move from crisis response to true burnout prevention. 

During the session, Merriweather and Guthrie offered actionable insights on how to design a workplace where proactive wellbeing strategies fuel productivity, retention, and resilience. Together, they explored how leaders can shift their mindset from one of compliance to one of compassion—integrating care into the way teams operate, make decisions, and support one another in real time. 

Questions explored during the session included:  

• What are some ways in which organizations take a defensive or compliance-driven approach to employee wellbeing—and why can this mindset be problematic? What tends to lead organizations into this trap? How do you address resistance from leaders who view wellbeing programs—like EAPs—as crisis-only tools, rather than strategic investments in performance and culture? 

• What does it look like when an organization lacks awareness of underlying wellbeing issues? How can you tell when burnout has become normalized within the culture? 

• What everyday behaviors or mindset shifts can help leaders visibly champion wellbeing—and what are the signs that leaders themselves may need to reset their own approach to mental health? 

• Is it enough to talk about the availability of EAPs? What additional actions are necessary to ensure mental health resources are actually trusted and utilized?  

• The phrase ‘pour from the saucer, not the cup’ has become shorthand for sustainable self-care. How might this concept translate into workplace life? 

• How can organizations support wellbeing in teams working across multiple time zones—and what kinds of manager training or accountability practices help mitigate the pressure to ‘do more with less?’ 

Day 2 – Transforming Psychosocial Risk into a Catalyst for Growth 

“Building Resilient Systems: Policies and Practices to Mitigate Psychosocial Harm” 

Recognizing the demand for practical, people-centered strategies to mitigate psychosocial harm and foster healthier, resilient workplaces, Christian Mainguy, Senior Global Consultant at WPO, sat down with members of the WPO France Consulting team—Vanessa Ezerzer, Noémie Leger, and Carole Da Silva—to explore how organizations can not only comply with psychosocial risk legislation, but also strengthen their capacity to lead through change and foster long-term sustainability. 

During the session, they discussed how WPO’s consulting work helps organizations turn compliance into meaningful cultural transformation, sharing valuable insights gleaned from the team’s experience:  

• Supporting companies through complex, high-impact changes—such as restructurings, job cuts, and digital transitions—with tailored interventions grounded in labor law and psychosocial risk prevention. 

• Working across sectors including service industries, energy, and infrastructure, with clients ranging from multinational corporations to small or mid-sized firms facing sensitive reorganizations 

• Adapting each intervention to the company’s unique context—balancing project demands with employee needs, operational constraints, and communication strategies that ensure accessibility for both onsite and remote workers. 

• Collaborating with HR, leadership, employee representatives, and occupational health via multidisciplinary committees, supported by anonymized monthly reports that surface employee concerns and guide timely, preventive action. 

• Prioritizing confidentiality, anonymity, and voluntary participation—building trust through transparent communication, ethical safeguards, and a strong referral process for at-risk employees. 

• Supporting managers and HR both as agents of change and as people—offering group workshops and practical tools that help them care for their teams and themselves during periods of disruption. 

“Identifying and Managing Psychosocial Risks Before They Escalate” 

As Mary Ellen Gornick, Consulting Manager Partner at WPO, noted at one point during the session, more leaders are fortunately starting to appreciate the threat psychosocial risks pose in the workplace. Yet many continue to underestimate the power of early intervention and the strategic value of proactive risk management.  

In conversation with Bianca Buie, WPO Ambassador Program Manager, Gornick emphasized the need to move beyond reactive approaches by continuously and deliberately assessing psychosocial risks—and integrating that awareness into the daily operations, leadership practices, and cultural fabric of the organization. She outlined practical steps leaders can take to begin this shift, and highlighted what organizations stand to gain from prioritizing prevention. 

“Addressing psychosocial risk in the workplace is often viewed through a wellbeing lens,” Gornick explained. “‘How does someone perform at peak?’ ‘How do they bring their authentic self to work?’ These are important questions, and they speak to the core of psychosocial risk. But its relevance extends beyond individual wellbeing. It also reaches into the long-term vitality and strategic advantage of the business itself.” 

“A psychologically healthy work environment,” she noted, “directly impacts engagement, performance, and loyalty. By proactively managing psychosocial risks, organizations can retain skilled employees, reduce turnover, and build institutional knowledge and resilience over time—all key elements of long-term viability.” 

This enables businesses to pivot in the face of disruption and better align workforce behavior with strategic goals, she explained. “Ignoring psychosocial risks,” she cautioned, “erodes that adaptive capacity and leads to stagnation, presenteeism, absenteeism, and attrition.” 

Day 3 – Thriving in Disruption: Building Organizational and Personal Resilience 

“Taking Care of People, Thriving in Uncertainty” 

As an ICF-Certified Coach with a master’s degree in change management, Rivkah Sherman—also a Project Development Coordinator at WPO—offered a grounded yet impassioned perspective on what it takes to lead through disruption during Day 3’s opening session. 

Drawing on Dee Hock’s concept of “chaordic organizations,” Sherman encouraged leaders to find their own balance between chaos and order—and to create space for their teams to do the same. Too much chaos, she noted, can lead to collapse. Too much control, on the other hand, can stifle creativity and hinder performance. But at the intersection of the two—where chaos meets order—there is opportunity for growth, innovation, and resilience. 

Key takeaways from the session included:   

• Resistance to change is natural, as is adaptability.
  
• Resilient leadership relies on self-awareness, managing energy, flexibility, and psychological safety.
• Leaders must accept that creativity comes from chaos, embrace emergent strategies, emphasize clear vision, and empower experimentation.
• To build team resilience, leaders must help individuals manage emotions, encourage positive action amid uncertainty, and foster honest communication. 
• Finding order requires sitting with discomfort, leading with vision, focusing on strengths, and managing one’s own emotions first.

“Leadership in Turbulent Times” 

Recognizing the evolving demands of leadership during disruption—from rapid pivots to emotionally intelligent decision-making—Donald Thompson, CDE®, Managing Director at the COE, and Marie Boon-Falleur, Partner at Bain & Company, led a candid and insightful conversation on how to lead with clarity, courage, and credibility in today’s unpredictable business landscape.  

During their conversation—rich with real-world examples and grounded in first-hand experience—the two explored how leaders can shift from perfunctory to purposeful team engagement within fast-change environments, offering practical advice and actionable strategies leaders can use today to meet the challenges of tomorrow.  

Key questions answered included: 

• How can leaders balance short-term crisis response with long-term strategic vision in today’s uncertain climate? 

• What are the most effective ways for leaders to build buy-in and reduce resistance during periods of change? 

• What are some actionable tips leaders can implement tomorrow to strengthen trust and communication during transitions?  

• If you’re working with a leader who hasn’t yet found their footing, how can you lead from within the team and manage up effectively? 

• What emerging trends should leaders be paying attention to now to prepare their organizations for future disruptions? 

Day 4 – Psychological Safety and Building High-Trust Organizations  

“Practical Techniques to Foster a Culture of Safety and Openness” 

As Chief Knowledge Officer at WPO, Gana Diagne brought deep insight and practical wisdom to one of the most pressing topics in the workplace today: psychological safety. Over the course of this eye-opening session, he unpacked what psychological safety really means, why it’s essential to team performance and wellbeing, and how leaders can actively nurture it within their teams.  

At its core, Diagne emphasized, a psychologically safe culture—where people feel empowered to speak up, take risks, and fully engage in their work—requires a fundamental shift in how organizations view mistakes. It means moving away from a culture of blame and toward one of learning, where both employees and leaders are allowed to get it wrong sometimes—and supported in growing from the experience. 

“Mistakes offer valuable opportunities to improve a product, process, or even the organization as a whole,” Diagne explained. “The goal is not to dramatize errors or to encourage them, but to create a space where they can happen—and where people are enabled to learn from them.”  

“‘Once a mistake is made, how can we learn from it?’ ‘How can we make sure it’s not repeated?’ ‘Can we change the process that led to that mistake, or study the system that’s behind it?’ These are the questions that need to be acceptable to ask,” he argued, “and that openness starts at the top—with leaders who set the tone by acknowledging their own fallibility, encouraging dialogue, and making it safe to learn out loud.” 

“Psychological Safety as the Cornerstone of High-Performing Teams” 

To close out the summit, Bob Batchelor, VP of Global Marketing and Communications at WPO, and Oliver Brecht led a candid and insightful conversation on the foundational role of psychological safety in driving high-performing teams.  

In this final session, Batchelor and Brecht unpacked real-word examples of what can happen when psychological safety is missing—offering actionable, evidence-based strategies leaders can implement tomorrow to build trust, foster inclusion, and create the space for people to thrive.  

Brecht shared insights from his experiences working with: 

• A tech start-up where cutthroat competition and a culture of “yes-men” discouraged dissent and innovation, resulting in high attrition, client losses, and organizational failure. 

• A long-standing nonprofit grappling with inflexibility and low autonomy, in which younger staff couldn’t challenge outdated practices, causing mission drift, internal conflict, and client disengagement. 

• A construction company where a manager’s challenges with inclusive leadership weakened morale and cohesion, risking turnover and disengagement. 

• A critical incident response team following the Bondi Junction stabbing in Australia, where Brecht supported both affected clients and his team through emotional processing and recovery—an example of psychological safety in action. 

Ready to Gain Critical Insights to Help Your Organization Thrive Amid Ongoing Uncertainty? 

Click here to view the full library of session recordings from the #2025COEWeek.