Clear the air

Bullying can leave lasting impacts on mental health and feel very personal to the victim, it shapes how people then cope, connect, and work throughout their lives. In this episode, we’ll explore how bullying show up in workplaces, and what truly prevents bullying at a organisational level in the workplace. 

Michelle’s biography:
Professor Michelle Tuckey is the Professor of Work and Organisational Psychology at Adelaide University. She is a leading researcher whose work has reframed bullying as a structural issue and not just an individual’s bad behaviour. Michelle investigates how workplace systems and environments drive bullying and harassment, and how to redesign them to prevent interpersonal harm. This work underpins an award-winning prevention program reaching nearly 10,000 employees, and has shaped national policy through bodies including Safe Work Australia and the Australian and Queensland Human Rights Commissions.

In this episode, we dive deep into answering the following thorny questions: 

0:00 – Introduction
2:10 – How Michelle started specialising in bullying
2:55 – Defining bullying
4:15 – A real-world example of bullying at work
6:05 – How a power imbalance can exist in peer bullying
7:15 – Can managers be bullied?
8:05 – What are common misconceptions about workplace bullying?
9:35 – What conditions make bullying more prevalent in certain industries?
13:25 – Why rebuilding relational fabric is the key solution to reducing bullying and improving workplace culture
16:00 – How to create psychological safety in an organisation that lacks it
20:10 – How to end toxic cultures that promote bullying
21:05 – Early intervention and peer feedback as a way to reduce bullying
22:05 – How to align organisational systems with company values to reduce bullying
23:45 – How grassroots interventions can drive small culture change even without senior leadership buy-in
25:45 – Types of harm caused by workplace bullying
28:15 – Gaslighting through a network of silence
29:20 – Why you should see bullying as a systems issue rather than taking it personally
29:50 – How to take back power when you are being bullied
30:45 – Are there gender-specific types of bullying?
33:15 – Toxic culture, role clarity and leadership as organisational red flags
34:55 – Why the number one risk factor in bullying complaints is how leaders give constructive performance feedback
36:25 – The benefit of strong workplace relationships when giving constructive feedback
38:15 – Examples of how leaders can build a relational foundation with their direct reports
41:55 – Values alignment as the number one thing organisations can do to reduce bullying
43:15 – What are the early warning signs before bullying occurs in an organisation?
45:35 – What should individuals do if they are being bullied?
48:45 – Why bullying persists even when interventions have been introduced
53:05 – Why bullies do not see themselves as bullies and may feel they are bullied themselves
54:15 – How a country's culture can contribute to a bullying culture
56:30 – Why proactive intervention is key in bullying prevention policies
58:20 – Is moving the target away from the perpetrator enough to deal with bullying?
59:50 – Why HR and Health and Safety need to work together to reduce bullying
1:01:40 – Michelle's one wellbeing practice

Learn more about Michelle
https://www.linkedin.com/in/prof-michelle-tuckey/ 

Learn more about Clearhead
https://www.myclearhead.com/

Women continue to face unique pressures, balancing professional, family, and social expectations while carrying the often-invisible mental and emotional load. In this webinar, we’ll explore the experiences of women in leadership roles and what organisations can do better to support women into senior roles and maintain their wellbeing.  

In this episode, we sit down with leadership coach and consultant, Dr. Amanda Sterling, to delve into questions on gender equity in the workplace and closing the gender representation gap. Dr. Amanda will share insights from both her research findings on women in leadership and her own experiences in the field.  

Amanda's Biography: 
Dr Amanda Sterling is an award-winning consultant who partners with organisations to remove barriers for women into leadership and create inclusive workplaces where people and businesses thrive. 

Amanda combines her decades of experience working in corporate leadership development and culture change, as well as deep expertise on leadership, gender, and inclusion, to help organisations attract and retain more women in leadership and close their gender pay gaps. 
Amanda’s groundbreaking PhD research (completed in 2023) revealed critical insights into what is still holding women back from leadership roles and the opportunities to address this. Her research has been featured in multiple media channels such as RNZ,  and was highlighted by Global Women and the University of Auckland. 

Amanda is originally from the Kaipara region but has called Tāmaki Makaurau | Auckland home for the last 20 years. She is also a proud parent to one son. 

0:00 – Introduction
2:20 – Why Amanda decided to research women's leadership
4:35 – What barriers prevent women from becoming leaders?
6:05 – What assumptions perpetuate these barriers?
7:55 – How can we challenge societal assumptions about mothers in leadership roles?
9:30 – Why men are key to increasing leadership opportunities for women
11:00 – How can we help men feel comfortable being part of the solution?
14:05 – How can women influence men in the workplace to change the status quo?
16:50 – Why women's leadership development programmes alone are not enough
17:55 – Why representation does not equal inclusion
20:00 – How to develop the measures needed to drive organisational change
21:15 – The case for men's leadership development programmes
22:20 – What are the benefits of having more diverse teams?
23:55 – Why women leaders leave leadership positions
25:45 – The false assumptions behind the belief that women are less confident than men
28:05 – Are organisations acknowledging the additional emotional burden women face?
30:00 – The four-factor framework for increasing women in leadership roles
31:55 – Factor 1: Flexible work
32:19 – Factor 2: Partner support
33:10 – Factor 3: Manager support
33:35 – Factor 4: Women's leadership development programmes
34:40 – How workplaces can shift gender expectations around parental leave
37:00 – When is there a place for women-only safe spaces?
39:15 – What can workplaces do to create more supportive managers?
42:45 – How the four factors change across career stages
44:33 – Making the case for change in the workplace
46:15 – Case study: Z Energy
49:20 – What are the long-term measures for assessing the impact of inclusive teams?
50:04 – What is one thing organisations can do to create change?
51:00 – Amanda's one wellbeing practice

Learn more about Amanda
https://dramandasterling.com/ 

Learn more about Clearhead
https://www.myclearhead.com/

Bringing out the best in ourselves and others is something many of us strive for - but how do we realistically work towards it, especially in the workplace? In this episode, behavioural psychologist Dr. Scott Geller explores how motivation, Actively Caring for People (AC4P), and evidence-based behaviour-change strategies can support personal wellbeing, leadership, and more connected, high-functioning teams. This episode highlights the role of community and coaching in empowering both ourselves and those around us.

Scott’s biography:
Professor Scott Geller is Professor Emeritus of Psychology at Virginia Tech and the former Director of the Center for Applied Behavior Systems. He has authored 55 books and more than 300 research articles looking at behavior-based interventions to improve human welfare on a large scale. His talent is well-recognised and he has received multiple awards for his work.

In this episode, we dive deep into answering the following thorny questions.
00:00 – Introduction
02:10 – Why Scott became a behavioural psychologis?
03:35 – What is the definition of motivation?
05:00 – The three factors that drive self‑motivation.
08:15 – Applying the 3C framework to motivate yourself to go to the gym.
10:30 – The importance of learning and social support when trying something new.
13:00 – How to stay motivated to help others when you’re struggling.
14:30 – Self‑transcendence and the top of Maslow’s hierarchy.
18:00 – What is the Actively Caring for People (AC4P) framework?
20:50 – How to give corrective feedback with empathy.
21:40 – The COACH framework for inspiring people to care at work.
24:50 – The role of leaders in creating a safety culture.
26:55 – How to build interdependent communities where everyone benefits.
7:45 – Three steps to empowering employees to try something new.
31:05 – How to get teams to actively care.
32:25 – The role of leaders in encouraging active caring.
34:35 – How to sustain choice, competence, and community in an organisation.
36:35 – Example: eliminating bullying in a school using caring principles.
38:00 – Summary and final reflections.

Learn more about Scott: https://www.linkedin.com/in/scott-geller-3045211/
Learn more about Clearhead https://www.myclearhead.com/

The representation and inclusion of indigenous models of hauora (health) in mainstream medicine is vital to ensuring culturally-safe health services. In this episode, we delve into Māori mental health specifically from the lens of Ngāti Whātua Ōrākei. We discuss the importance of whakapapa; knowing who you are, where you come from and your sense of belonging to hauora and ways that services can shift to a preventive care model for whānau, hapū and iwi.

Our guest speaker, Tūrakawa Bartlett, addresses common narratives about Māori wellbeing and offers insights on how te ao Māori (Māori worldview) is beneficial for everyone, not just Māori. Together, we discuss what signs to look out for when someone you know may be struggling or how to know when you are struggling yourself.

In this episode, we dive deep into answering the following thorny questions:
00:00 – Introduction
03:05 – Framing today’s session from a Ngāti Whātua Ōrākei iwi lens
06:00 – Mental health from a Māori worldview
12:40 – Barriers preventing Māori from connecting with their true identity
19:00 – What help is available for Māori experiencing mental health challenges
22:50 – How support services can make it easier for Māori to reach out
25:00 – Signs to look for when checking in on someone who may be struggling
27:50 – Internal signs that you might be struggling yourself
30:50 – What non‑Māori can do to create culturally safe support spaces
39:00 – Definitions of kawa and tikanga
42:35 – Differences in how Māori and non‑Māori experience health services
46:50 – Why a bicultural Māori and non‑Māori health model is essential
49:30 – Signs someone may need professional help
52:30 – Rose, Letica, and Turaukawa’s personal wellbeing practices

Leticia, from Ngāti Whātua Ōrākei and Kaipara, has completed her training as an Intern Clinical Psychologist and is currently working on research. Her approach to psychological well-being and oranga is shaped by clinical expertise and lived experience, with a strong focus on Māori mental well-being and previous experience in community alcohol and drug (AOD) services.
 
Tūraukawa, from Ngāti Whātua ki Tāmaki, is the CEO and Director of MANAVATION, a kaupapa Māori hauora service supporting Tangata Whenua and Tangata Tiriti in achieving their wellbeing goals through cultural and language revitalisation. Tūraukawa has received numerous recognitions, including the Bob Henare Award for Individual Excellence in Māori Mental Health and DAPAANZ Best Newcomer to the Addictions Sector. He also facilitates reo Māori wellbeing retreats to enhance cultural foundations and promote holistic wellbeing.
 
Rose, a graduate Enrolled Nurse from Ngāti-Whātua Ōrākei and Ngāti Kahu ki Whangāora, draws from her lived experience of losing two siblings to suicide, which drives her commitment to providing compassionate care.

Psychosocial hazards are now recognised as one of the most significant and complex risks facing modern workplaces, but what do they actually look like in practice, and how can organisations address them in meaningful, effective ways? In this webinar, we unpack real-world case studies and discuss how factors such as workload, role clarity, leadership, culture, and organisational change can affect mental health, wellbeing, and performance at work. We will discuss what good practice really looks like, where organisations commonly get stuck, and how to move beyond a compliance mindset.

Dana’s biography:
Dana Carver is a Principal at the research and evaluation firm, Scarlatti. She has over 25 years’ experience in social research, organisational design and wellbeing. For the past 5 years, her focus has been on helping organisations identify, assess and mitigate psychosocial risks. Dana is also the co-creator and Chair of the Good Programmes Trust, home of the award-winning GoodYarn, https://www.goodyarn.org/, program, which has seen over 20,000 people educated in mental health literacy.

In this episode, we dive deep into answering the following thorny questions:
00:00 - Intro
02:05 - How did Dana become interested in psychosocial risk management?
03:00 - What are psychosocial hazards?
03:45 - How many psychosocial hazards are there?
04:40 - What are the most common psychosocial hazards?
05:25 - What is the framework used to prioritse hazards based on frequency and intensity?
07:00 - What is the definition of psychosocial risk?
08:45 - Should you eliminate or mitigate risk?
10:05 - What is an example of a control that eliminated the risk?
11:15 - Is psychosocial risk management a part of the Health and Safety legislation?
12:50 - What are the obligations of the employer?
13:55 - What are the 4 stages of psychosocial risk management?
14:30 - What are the warning signs you need to assess your psychosocial risks?
16:00 - What is the framework for identifying and assessing risks?
18:00 - Poor pay as a hazard vs personal life choices.
20:10 - What are some misconceptions about psychosocial risk management?
21:50 - How do you get management to buy in?
23:30 - How do you assess buy in up front?
25:00 - What is the definition and some examples of controls?
27:05 - Should employees be able to see the risk assessment results?
28:30 - How do you know the controls are effective?
30:05 - How long does it take to see impact?
32:05 - Are there differences depending on the size of the organisation?
33:00 - Dana’s top tips for psychosocial risk management.
34:00 - What are lead and lag indicators of success?
34:35 - How do you know if you have the right outcome measures?
35:25 - How often should you do a risk assessment?
37:25 - How do you get organisational buy in?
38:45 - Do you need to measure employee mental health to measure reduction in harm?
39:55 - What is the definition of psychological safety?
40:35 - The shift away from fruit bowls to systemic change.

Learn more about Dana (https://www.linkedin.com/in/dana-carver-a35553b1/)
Learn more about Clearhead https://www.myclearhead.com/

psychosocial hazards explained • workplace mental health risks • how to assess psychosocial risk • psychosocial risk management framework • employer obligations psychosocial risk