How are you defining and measuring success when it comes to minimizing psychosocial risks? We found that when people’s hopes in new controls waver, their levels of energy and commitment to the changes soon follow. In this episode, Katie takes us behind the scenes of a large regional council to share how they set a clear goal for success when it came to addressing a range of psychosocial challenges in a climate of limited resources and stretched budgets. She shares the practical steps they took to reduce four of their top five psychosocial hazards by 5 to 13 percent.

How are you protecting your team's strengths, confidence and connection as AI tools become part of everyday work? Our research found that burnt out workers who regularly use AI are using their strengths at less than half the rate of those who rarely use it, are carrying noticeably more self-doubt, and are more likely to turn to a chatbot than a colleague when they're stuck. In this episode, Michelle takes us behind the scenes of her own team's two-year experiment with AI, sharing why they set clear boundaries around when to use it, and the simple strengths-mapping exercise now helping people decide what's theirs to own and what's the tool's to run day to day.

Are restructures causing distress and fatigue for your leaders and teams? We've found that whether people feel safe enough to be honest early about how a change is landing is the single biggest difference between changes that succeed and changes that don't. In this episode, Katie takes us behind the scenes of a large educational institution navigating a restructure, senior leadership changes and new psychosocial hazard obligations at the same time. She shares how they used the five HEART factors, honour feelings, engage purposefully, appreciate strengths, reach out and take tiny steps, to break the change into smaller moments, and how their leaders moved from overwhelmed and discouraged to equipped and energised.

How are you preparing your leaders to lead change well when the changes just keep coming? We found that most leaders respond to that pressure by planning harder or working longer to protect their teams, and the tighter they hold on, the more likely they are to burn out and the less likely their changes are to succeed. In this episode, Michelle takes us behind the scenes of the training she's been running with more than 500 leaders across hospitals, schools, government and aviation. She shares the five ways leaders tend to respond to change, what each one teaches their teams over time, and why the leaders who sense and adapt as changes unfold are the ones staying well, getting results and role modelling the HEART behaviours most often.