For health services
Psychosocial duty landed in December 2025, and most of year one went into documentation. I work with health services on the part a register cannot reach: what it is actually like on the floor, and what leaders can change about it.
The moment
Victoria's OHS (Psychological Health) Regulations 2025 commenced on 1 December 2025, carrying a positive duty to identify psychosocial hazards and then eliminate or reduce them so far as is reasonably practicable. WorkSafe published a Compliance Code alongside them, and prevention plans are encouraged rather than mandatory.
Health services were already measuring this. You have had the survey, the pulse check, the wellbeing strategy and the resilience module. What you have not necessarily had is anyone reading the result back to your leaders in a way that tells them what to do differently on Monday.
You cannot resilience-train a workforce out of a rostering problem.
Occupational violence, chronic vacancy, rosters that assume nobody gets sick, and a gap between what the executive believes is happening and what the ward knows is happening. Those are conditions, and conditions belong to leaders.
Safe Work Australia put the median accepted psychological injury claim at $67,400 and 35.7 weeks lost. In a service already carrying vacancies, that number lands twice. Once as a claim, and once as the shift nobody can fill.
Your world
What I hear from health services
What is actually going on
How I work
People at Work is free and WorkSafe backed. I am not going to sell you a survey. What I do is read one with you, or run a short private piece of work if you would rather hear it unfiltered, and turn it into something your executive and your unit managers can both act on.
I am a behavioural scientist with a doctorate in psychology and twenty years working on people and leadership across health services, not-for-profits, business and universities, including rural health innovation. I am based in Bendigo, and I have spent a good part of my working life in regional services rather than reading about them.
Where this usually starts
Health services usually start with one of these rather than all of them. A talk is the cheapest way to find out whether the thinking lands with your people before you commit to anything larger.
Shifts how a whole group sees the work, while they are all still in the room.
Where the leadership group settles the work and cuts the track.
Take the route down a layer and turn it into practice, on your own material.
Tests each leader's own change on real ground, which is what makes the rest hold.
They are not four alternatives. Each one does something the others cannot, and they build on each other in order. Taken together they are one guided season, and that is what I call The Expedition. Most organisations take some of it rather than all of it, which is the design working rather than a compromise.
Is this the right thing
This is for you if
It is not for you if
Where to start
Bring your service's situation as it actually is. I will tell you honestly whether this is a fit, and you will leave with at least one thing you can use either way. No pitch.
Quickest way in: grab a 30 minute conversation in my calendar. Book a 30-minute conversation → Or leave your details and I will come back to you personally.
Thanks, Brad will be in touch.
He'll follow up personally, usually within a day.
Only Human
The diagnostic is the fastest way to find out. It is free, it takes about five minutes, and it shows you the conditions you are creating for the people around you. Take the diagnostic →
Or leave your details for a short piece of thinking, every so often, written for leaders who are curious about the humans they lead, including themselves.