As a leader, I believe one of the most powerful things we can do is create space for others to feel safe, seen, and supported — not just in their performance, but in their whole selves. That includes their mental well-being.

This past year, I’ve had my share of highs and lows. There have been moments of motivation and clarity, and others of fatigue, stress, and self-doubt. And I’ve come to realize: it’s okay to say that out loud.

In fact, it’s important to say it out loud.

Because leadership isn’t about being invulnerable — it’s about being human. When we lead by example, when we speak honestly about our experiences, we give permission for others to do the same. We normalize the conversation. We build a culture of empathy and care.

Mental health isn’t something we check at the door when we log in to work. It’s part of who we are.

However, supporting mental health in the workplace goes beyond advocacy days and corporate messages. It shows up in the everyday actions we take, like:

• Creating space for check-ins — making time to ask how someone is really doing, not just what they’re doing.
• Respecting boundaries — encouraging people to take breaks, use their leave, and truly disconnect when they need to.
• Normalizing flexibility — trusting people to work in ways that support both their productivity and their well-being.
• Being vulnerable ourselves — sharing our own challenges helps de-stigmatize the conversation and invites others to speak openly.
• Actively listening and responding — when someone shares they’re struggling, following up with empathy and support, not silence or discomfort.
• Promoting and using mental health resources — making sure employees know what’s available and encouraging their use without stigma.

These are the small, consistent acts of leadership that build psychologically safe, compassionate workplaces. It’s not an exhaustive list, but it’s a start.

And from the employee perspective — if you’ve been feeling overwhelmed, exhausted, or just “off,” you’re not alone. Burnout and stress can creep in quietly, and they look different for everyone. Some common signs include:

• Constant fatigue, even after rest.
• Difficulty concentrating or making decisions.
• Feeling detached or unmotivated.
• Increased irritability or emotional sensitivity.
• Trouble sleeping or changes in appetite.
• A sense of being “on edge” or anxious all the time.

If any of this resonates with you, please know: it’s okay to pause. It’s okay to ask for help. And it’s more than okay to prioritize yourself.

Here are a few ways you can support your mental health — even in small, meaningful steps:

• Talk to someone. Whether it’s a trusted colleague, a friend, or a mental health professional — sharing how you’re feeling helps lighten the load.
• Take your breaks seriously. Step away from your screen. Go for a walk. Disconnect without guilt.
• Use your leave. Time off is not a luxury — it’s part of maintaining long-term well-being.
• Set boundaries. It’s okay to say no, to log off on time, and to protect your energy
• Practice self-compassion. You don’t have to be at 100% all the time. Progress, not perfection.
• Access support resources. Many workplaces offer Employee Assistance Programs (EAPs), mental health benefits, or peer support networks — don’t hesitate to use them.

As we mark Mental Health Awareness Month, I invite every leader reading this to pause and ask yourself: What kind of leader do your people need right now?

One who listens.

One who leads with empathy.

One who makes space for rest, recovery, and real conversations.

Be that leader.

Show up this month — not just in words, but in actions. Start the conversations. Normalize the pauses, and set the example by protecting your own well-being, too. Because you can’t pour or lead from an empty cup.

Next week (May 5-11) is also Mental Health Week. The theme is “Unmasking mental health”. The CMHA is encouraging people across Canada to look beyond the surface and see the whole person. By embracing honesty and vulnerability, we open the door to deeper connections and the mental health benefits that come with it. In doing so, we can create a ripple effect of courage and understanding across the country.

The post May is Mental Health Awareness Month appeared first on Amanda Bernardo.

Let’s break it down:

What is a budget or hiring freeze in the federal context?

A budget freeze means your department or branch is being asked to tighten spending. You might see travel restrictions, training limits, and fewer resources for projects.

A hiring freeze means no new external hiring—and in some cases, even internal movement is restricted or delayed. Staffing actions like term extensions, acting appointments, or backfills for departures may be paused or require higher-level approvals.

What does it mean for movement and mobility?

Mobility—one of the core strengths of the federal system—can slow down significantly. Employees looking to explore new opportunities, take on acting roles, or transition between departments may find their options limited. Managers may struggle to backfill key positions or onboard talent for emerging priorities.

In practical terms:

Vacancies may go unfilled for longer periods. Internal talent development becomes more critical, as external hiring isn’t an option. Cross-departmental secondments or deployments may be harder to negotiate or approve.

How can managers manage with less—without burning out their teams?

Here are some approaches that can help:

Prioritize ruthlessly: Not everything can be a priority. Be transparent with your team about what’s urgent, what’s important, and what may need to pause.

Protect your people: Be mindful of workload creep. Just because a position is vacant doesn’t mean the team can or should absorb that work. Push back when necessary.

Invest in your current team: Use this as a time to grow internal talent. Offer stretch assignments, job shadowing, or micro-learning opportunities to keep morale up and build capacity.

Communicate often: Budget constraints can feel unsettling. Keeping your team informed—even if the message is “we don’t know yet”—helps build trust and reduce anxiety.

Be flexible: Rigid structures don’t work well when resources shrink. Can you shift responsibilities? Share support across teams? Rethink delivery models?

Other things to consider:

Prioritize mental health and well-being: Budget and staffing freezes often come with increased stress and uncertainty. Encourage use of leave, check in frequently, and normalize conversations about well-being.

Discover opportunities for innovation: Limits can force creativity. Some of the best process improvements and tech innovations emerge when teams have to rethink the way they work.

Revisit your team’s mandate: A freeze is a good opportunity to step back and assess whether your current work still aligns with departmental priorities. Sometimes, legacy tasks hang on simply because they always have.

Consider partnerships with other teams or departments facing similar constraints. Shared resources or joint initiatives can spread the load and unlock new ideas.

Advocacy matters: Managers and team leads play a crucial role in surfacing the impact of these freezes. Don’t be afraid to raise the flag when something’s not sustainable.

A freeze isn’t easy—but it’s not the end of progress. It’s a prompt to recalibrate: to zero in on what truly matters, protect your people, and get creative with how work gets done. Yes, it can feel limiting—but it can also be a moment to lead with purpose, clarity, and care.

Remember, the way we manage during constraint speaks volumes about our leadership. Focus on sustainability, transparency, and trust—and when the freeze lifts, your team will be stronger, more agile, and more connected because of it.

The post So you’re in a budget / hiring freeze? What now? appeared first on Amanda Bernardo.

It’s easy to talk about success. It’s harder to talk about the moments that shaped us:

The missteps. The pivots. The times we led from a place of uncertainty but showed up anyway.

But that’s exactly where connection lives.

Authentic storytelling is about more than showing people what we’ve achieved. It’s about showing them who we are—and how we got here. The lessons we learned the hard way. The values we leaned on when the path wasn’t clear. The moments that made us better humans, not just better professionals.

It’s ironic. Vulnerability is widely praised in leadership literature. Brené Brown, for example, argues that vulnerability isn’t weakness—it’s the foundation of courage, creativity, and trust. Being open about struggle or doubt doesn’t erode leadership—it invites connection. It builds psychological safety.

And yet, many organizations struggle to create room for that kind of leadership. They reward polish over honesty, control over connection. Vulnerability is often something we talk about on stage or in workshops, but not something we practice in the meeting room. Why is that? If vulnerability is so essential to effective, human leadership, why do so many organizations treat it like a liability the higher you go?

That mindset has to shift.

Because people don’t want to be led by a title. They want to be led by someone who gets it.

Someone who’s been in the trenches. Someone who’s made tough calls, missed the mark, and kept going. Someone who’s willing to say, “I don’t have it all figured out—but I’m listening, I care, and I’m here to grow with you.” Someone who isn’t afraid to be vulnerable, human.

They follow people who show up as themselves—and invite others to do the same.

That kind of leadership builds trust. It builds empathy.

It humanizes us—not just as decision-makers, but as people.

What does authentic storytelling look like in action?

Here are some examples:

In the workplace, that might sound like starting a team meeting by sharing how you handled a failure earlier in your career—and how that mistake shaped your approach today.

Online, it might look like a post that says: “This is what the outside world saw when I took this promotion. But behind the scenes? I was battling imposter syndrome, late nights, and self-doubt. Here’s what helped me push through…”

These stories don’t need to be long. They don’t need to be perfect. They just need to be real.

When we lead with vulnerability, we give our teams permission to do the same. We create spaces where people feel safe to speak up, take risks, and show up as their full selves.

And that’s where the magic happens—not just in how we perform, but in how we connect.

The benefit? Deeper trust. Stronger connection. Greater empathy.

Let me be clear: authentic storytelling isn’t about oversharing. It’s about being intentional. It’s about knowing which stories reveal your values, show your process, or offer perspective that helps someone else feel less alone in theirs.

So if you’re a leader trying to figure out what to say—start with your truth.

Not the polished version. The real one.

That’s what people remember.

That’s what people follow.

And more than anything—that’s what people trust.

The post Authentic storytelling is one of the most powerful tools we have as leaders appeared first on Amanda Bernardo.

Evolving leaders embrace new ways of thinking, integrate emerging trends, and adjust their leadership styles to foster collaboration, trust, and innovation. They recognize that what worked in the past may not work in the future and that staying relevant requires an openness to change, a commitment to self-improvement, and the ability to empower others. Leadership evolution is about leading with agility—balancing experience with curiosity and strategy with adaptability.

Too often, leaders fall into the trap of believing that past success guarantees future effectiveness. But the workplace has changed, and so have employee expectations. Flexibility, autonomy, purpose-driven work, and psychological safety are no longer “nice to haves”—they’re foundational. Sticking to outdated leadership styles not only risks disengagement but also makes it harder to attract and retain top talent.

So, how can leaders ensure they remain relevant and supportive?

Embrace new ways of working – Hybrid work, asynchronous collaboration, and digital tools are the new normal. Leaders who adapt create environments where employees feel empowered rather than restricted by legacy processes.

Foster a learning mindset – The best leaders never stop learning. Seek feedback, stay informed about industry trends, and engage in conversations that challenge your own perspectives.

Lead with empathy and trust – Employees don’t just want a boss; they want a leader who understands their evolving needs, whether it’s work-life balance, career growth, or inclusivity. Trusting your team to deliver results—without rigid oversight—builds loyalty and engagement.

Encourage experimentation – Innovation doesn’t come from doing things the way they’ve always been done. Leaders should create space for employees to test new ideas, fail safely, and iterate.

To achieve this, organizations also have a role to play. They must actively support leadership growth, ensuring that leaders have the tools, training, and self-awareness to adapt to the evolving workplace.

Leadership development isn’t just about climbing the ranks—it’s about sharpening the ability to navigate change effectively. At the same time, organizations need to be mindful of leadership styles that resist change. When outdated mindsets persist—whether through micromanagement, resistance to new ways of working, or an unwillingness to embrace new perspectives—it can stifle innovation, lower engagement, and create an environment where top talent looks elsewhere.

Strong leadership is the foundation of a thriving organization, but only if it grows alongside the people it serves.

Leadership that stands still risks becoming obsolete. The question is—are you adapting, or are you holding on to the past?

The post Leadership that stands still risks becoming obsolete appeared first on Amanda Bernardo.

“Maybe you don’t notice your progress because you’re always raising your bar.”

For many of us—especially women—the bar is always moving. We push forward, take on more, prove ourselves over and over again. The gas pedal is always down because slowing down feels like falling behind.

We’re told we need to be twice as good, work twice as hard, and never let up. And even when we do achieve something, we immediately focus on the next thing. We minimize our wins, telling ourselves, it’s just part of the job or anyone could have done this.

For me, going beyond expectations wasn’t just a habit; it felt necessary. While part of that is just who I am, the other part was fear. Fear that if I slowed down, I’d lose the momentum that kept me moving forward.

But here’s the thing: we don’t need to prove ourselves every single day to deserve our success.

Yes, we will always push ourselves to grow—but organizations need to push to do the same, to raise their bar too. On support. On work-life balance. On development. On opportunities. On all the things that make careers sustainable for women. When they do, they don’t just support women—they build stronger, more resilient workplaces for everyone. Because success shouldn’t come at the cost of burnout for anyone, and ambition shouldn’t mean sacrificing well-being.

Becoming a mom has made me think about this even more. It’s shifted how I see the system—not just as something to navigate, but as something that needs to change. We deserve workplaces that recognize our value without demanding we constantly prove it at the expense of our health, our families, or ourselves.

And let’s be honest—this burden isn’t the same for everyone. Women of colour, women with disabilities, and others facing systemic barriers often have to work even harder just to be seen. If we’re going to talk about raising the bar, we need to make sure it’s being raised for all women, in ways that acknowledge and address these deeper challenges. Because real progress isn’t just about individual success—it’s about changing the system altogether.

So with #InternationalWomensDay this Saturday, let’s keep pushing forward—but let’s also demand better.

For ourselves. For the women coming up behind us. And for a workplace that truly values balance, growth, and equity.

The post We don’t need to prove ourselves every single day to deserve our success appeared first on Amanda Bernardo.

The post Leading with Empathy: Supporting Mental Health Every Day appeared first on Amanda Bernardo.

The post 2024 Induction – APEX Ceremony of Entry into the Executive Ranks appeared first on Amanda Bernardo.

The post Celebrating motherhood and milestones appeared first on Amanda Bernardo.

The post Boosting confidence in the workplace appeared first on Amanda Bernardo.

The post KLC Series Pt. 6 – Achieving Results appeared first on Amanda Bernardo.