In Leadership & Wellbeing Episode 13, we delve into the profound insights shared by Lieutenant General John Frewen, a remarkable leader with over four decades of experience in the Australian Defence Force (ADF). His journey offers invaluable lessons on maintaining physical and mental wellbeing in high-stress environments, and the crucial role self-awareness plays in sustaining great leadership. 

The Foundation of a Distinguished Career 

Lieutenant General Frewen’s distinguished career began with his graduation from the Royal Military College at Duntroon in 1986. His leadership roles have taken him to diverse operations in Rwanda, the Solomon Islands, and Afghanistan. Leading troops from Australia, New Zealand, Fiji, Papua New Guinea, and Tonga, he was appointed a Member of the Order of Australia in 2004 for his exceptional performance as the Commander of the Combined Joint Task Force in 2003. As of 2021, he serves as the Chief of Joint Capabilities of the ADF. 

The Critical Role of Wellbeing in Leadership 

Throughout his career, Lieutenant General Frewen has learned that maintaining physical and mental wellbeing is not merely a luxury but a necessity for effective leadership. This aligns with the theory of emotional intelligence in organisational psychology, which posits that leaders with high emotional intelligence can better manage stress, empathise with their team members, and make more informed decisions. Research suggests there is a strong correlation between emotional intelligence and positive wellbeing, particularly self-esteem, life satisfaction and self-acceptance. Emotional intelligence involves self-awareness, self-regulation, motivation, empathy, and social skills—all crucial for a leader’s success. 

He shared a poignant story from his time in the Solomon Islands, where he was working 18-hour days. His subordinates recognized his extreme fatigue and intervened to ensure he took a break to recover. This experience underscored the importance of prioritizing wellbeing to navigate crises effectively and serve as a role model for one’s team. In this case, it also demonstrates the power of having great people around you to help you take care of yourself and ensuring you listen to those people. Leaders who model self-care set a precedent for their teams, promoting a culture of wellbeing and resilience. 

Addressing Trauma in High-Stress Environments 

Lieutenant General Frewen advocates for addressing trauma and psychological support within high-stress work environments. The ADF’s mandatory sessions with psychologists provide a platform for early intervention and reconciliation, helping to destigmatise psychological services.  

He likens psychological help to having a personal trainer for the mind, emphasising the necessity of mental health support for maintaining overall wellbeing. This perspective is crucial in normalising mental health care and encouraging individuals to seek support when needed. 

Recognising and Managing Burnout 

Exhaustion and burnout are significant risks for leaders in high-stress environments. Lieutenant General Frewen candidly discussed his own experiences with burnout and the importance of recognising the signs early. According the World Health Organisation, burnout is a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed. It is characterised by emotional exhaustion, feelings of negativism or cynicism related to one’s job, , and reduced professional efficacy. It can have severe consequences on both individual and organisational performance. 

He highlights the need for leveraging moments of respite to recharge and being proactive in self-preservation to maintain decision-making capabilities. These strategies are essential for sustaining high performance and effective leadership. Techniques such as mindfulness, regular exercise, adequate sleep, and setting boundaries can help leaders manage stress and prevent burnout. His views are aligned with the research relating to the concept of ‘effort-recovery’ espoused by Meijman and Mulder in 1998, where they found that after intense periods of effort where the high workloads trigger fatigue and exhaustion, we all need to deliberately create space to recover mentally and physically in order to be able to deliver more sustainable performance.  

The Power of Group Discussions 

One of the most poignant moments of Lieutenant General Frewen’s career was his time in Rwanda, where he encountered the aftermath of genocide. He learned the effectiveness of group discussions in expressing emotions and sharing experiences, which fostered healing. This strategy has since been a cornerstone in his leadership approach, facilitating open communication and collective resilience within his teams. 

By fostering an environment where team members feel comfortable sharing their thoughts and emotions, leaders can build stronger, more cohesive teams and a psychologically safe organisation. This practice also enhances mutual support and understanding, which are critical for navigating challenging situations. 

Lieutenant General Frewen’s experiences serve as a powerful testament to the interconnection between leadership and wellbeing. Effective leaders must be mindful of their health and wellbeing to lead their teams successfully. By prioritising self-awareness, addressing trauma, managing burnout, and fostering open communication, leaders can navigate the challenges of high-stress environments and achieve true success in their fields.