Leadership & Governance

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Be a more capable and confident leader of health and safety

First, do no harm

Many senior leaders carry a nagging sense of unease about someone being injured or experiencing harm on their watch; about having to sit with a worker’s family and explain that the life of a parent / sibling / child – and the lives of those family members – will likely never be the same again; about looking themselves in the mirror and knowing they could have done more. How would that feel?

Do any of the following ring true for you?

You’re unsure of your legal obligations when it comes to health and safety.
You don’t understand the practical ways you, as a leader, can help improve your organisation’s health and safety performance.
You’re struggling to bring your people along on the health and safety journey.
You’ve made the investment in systems and processes but are frustrated that investment hasn’t lifted health and safety performance.

You don’t know where to start when it comes to supporting the mental health and wellbeing of your people.
You’re confused about where the boundary between organisational and personal responsibility is when it comes to mental health and wellbeing.
The responsibilities of leadership and life through the recent COVID years have had an impact on your own wellbeing.

Know you’ve played your part

Investing in your leadership capability and confidence – and in your own wellbeing – is the key to fostering a stronger, more engaged health and safety culture and improving your organisation’s health and safety performance. Know that, through your leadership, you’ve played your part in ensuring your people thrive and your organisation succeeds. How would that feel?

Obligation creates opportunity

Senior leaders, particularly directors and CEOs, have a legal obligation to protect workers from physical and mental harm. Doing so doesn’t matter simply because it’s an obligation; it’s an obligation because it matters. Nothing’s more important than your people.

We can help you:

Building capability

Our leadership development programmes are designed to help you:

Understand what great health and safety leadership looks like,
Be a more capable and confident leader,
Keep up to date with developments – and the latest thinking – in the health and safety field,
Meet your legal obligations to protect people at work, and
Get after the organisational opportunities these obligations create.

Our leadership development programmes include:

Leadership and learning are indispensable to each other.

– John F. Kennedy

Supporting leaders

Be well to lead well

Enabling wellbeing is becoming a core leadership capability for senior leaders, one that underpins their own performance as well as that of their organisations.

The past few years have not only been taxing on organisations but also on leaders. The irony of an increased expectation on leaders to care for their people’s wellbeing is that those leaders may themselves be struggling for many of the same reasons.

What’s true for air travel – make sure to put on your own oxygen mask before assisting others – is also true for wellbeing: In order for leaders to meet their obligation to prevent harm and protect wellbeing at work, they first need to safeguard their own wellbeing.

The Global Leadership Wellbeing Survey (GLWS®) is a holistic, evidence-based tool that delivers deep insights into what shapes and sustains a leader’s success – at work and at home. The GLWS gives senior leaders the opportunity to reflect on how their wellbeing is being affected by aspects of their professional and personal lives and help them restore balance to their life and enhance their wellbeing:

The GLWS takes 15-20 minutes to complete online and is confidential.
Receive two one-on-one coaching sessions to work through your report and identify actions to help enhance and sustain your wellbeing.

Having completed the GLWS process, you’re eligible to attend a half-day Be Well To Lead Well workshop that brings together executive peers to share ideas and experiences on how to lead wellbeing in your organisations.

Executive coaching

The purpose of executive coaching is to support and/or accelerate the development of an executive’s leadership capability and confidence, in turn promoting improved role performance and organisational contribution.

Our approach to coaching is informed by our strong belief that, to be effective and sustainable, professional development must:

Be safe. All development conversations happen in the cone of silence so that leaders can explore challenges and opportunities openly and honestly.
Be both contextualised (i.e., aligned with organisational strategy) and personalised (i.e., linked to the executive’s history, interests, and aspirations).
Not only address identified development needs but also build on existing areas of strength.

Become the change you seek in the world.

– Mahatma Gandhi

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