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Leaders are the psychosocial “shock absorbers” of the system – what are we doing to support them?

Leaders are quietly carrying a burden most organisations don't see. As expectations grow and regulations tighten, the pressure concentrating within leadership roles is reaching a tipping point. Burnout, reduced autonomy, and rising compliance demands are converging in ways that threaten not just leader wellbeing, but the very systems designed to keep workplaces psychologically safe. The solution may require a fundamental rethink of how we design leadership roles.

Leadership: The Frontline of Psychosocial Risk Management

Leaders play a critical role in managing psychosocial risk at work, they are the first responders when it comes to identifying issues and concerns and they have a powerful influence over people's experience of work. Building psychosocial leadership capability is a core component of any effective psychosocial risk management strategy.

Difficult conversations are critical for psychosocial risk management

Difficult conversations are the cornerstone of proactive, agile, and effective psychosocial risk management, enabling leaders to respond to psychosocial hazards and risks within a business-as-usual environment.

Psychological Safety – is it just the icing on the cake when it comes to managing psychosocial risk?

When it comes to creating a healthy workplace environment and managing psychosocial risk, organisations need to know what the risks are and where they exist.

Psychological Safety in the Workplace - an exclusive seminar and Q&A

Are you looking to move beyond just compliance with your workplace mental health and wellbeing initiatives?

How to avoid ‘toxic positivity’ and take the less direct route to happiness

The term “toxic positivity” has received a good deal of attention lately. Coming off the back of the “positivity movement” we are beginning to recognise while feeling happy is a good thing, overemphasising the importance of a positive attitude can backfire, ironically leading to more unhappiness.

Psychological Safety - has it become the next Maslow’s hammer?

‘Psychological Safety’ is not new, but it has recently become the ‘next big thing’ for many organisations. It is a great concept, and when properly brought to life can have an enormous positive impact on people and organisations. However, it seems to be increasingly subject to concept confusion and erroneously used as a proxy for things like Psychological Health and Safety (PH&S), psychosocial climate and what constitutes a ‘mentally healthy workplace’. So, what is Psychological Safety, and in a practical sense, how does it apply in the corporate domain?

What is Psychological Agility and why is it so important in 2022?

Building Psychological Agility has become a core managerial skill and a desirable quality within any workforce. Psychological Agility gives people the capacity to respond rather than react to difficult experiences, and this is critical for navigating conflict, maintaining positive interpersonal relationships, and building effective team and organizational cultures.

Future of Work: Rethinking Culture, Capability, Conduct and Psychosocial Risk

Our new mixed ways of working bring with them a range of novel interpersonal dynamics and psychological job demands for people to navigate. With the sustained disruption of COVID-19, habit formation has occurred, people have found their new normal, but is it sustainable? And what are the psychosocial risks emerging in our Work From Home, Live From Work, mixed ways of working?

What is the role of behavioural ethics in second wave early intervention for mental health?

Second wave early intervention is characterised by identifying and targeting factors that contribute to job stress. As such, it goes beyond first wave approaches which either identify problems once they have manifested as mental illness or provide individuals with strategies to cope with job stress.