Articles

This article "Not Always the Employee: When Poor Management is the Real Performance Problem" explores how suboptimal leadership and ineffective management strategies can significantly impact employee performance and workplace productivity, emphasising the importance of addressing managerial shortcomings as a pathway to fostering a more efficient and motivated workforce.

This article explores the critical consequences organisations face when workplace complaints are insufficiently addressed or ignored. It emphasises the importance of strategic communication and proactive policy implementation in creating a supportive and equitable work environment. By examining real-world cases and offering actionable recommendations, this piece enlightens readers on the nuanced dynamics of workplace complaint management and the broader impact on organizational culture and reputation.

This article challenges the uncomfortable contradiction in modern workplace inclusion, exploring why PTSD remains stigmatised and marginalised in organisations that otherwise claim to champion diversity, equity and psychological safety.

This article delves into the critical importance of aligning organizational values with corporate behaviors, examining the challenges companies face when exceptional talent exhibits behaviors that conflict with established ethics and culture. It offers insights into fostering a workplace environment where values are upheld consistently at all levels, ensuring sustained trust and integrity in business operations.

This article explores the critical role human resource teams play in shaping organisational culture and how failures in addressing workplace issues can inadvertently sustain negative and toxic environments. It sheds light on the mechanisms through which ineffective HR practices may enable silence and inaction, offering insights into fostering healthier workplace dynamics.

This article, titled "The Invisible Assault: How Abuse Alters the Brain and Why Police Must Treat Domestic Violence as Neurobiological Harm," delves into the profound effects of domestic abuse on the brain's structure and function. It explores how sustained psychological and physical harm manifests as neurobiological trauma, advocating for law enforcement agencies to comprehend and address the neurological implications when dealing with domestic violence cases. By integrating neuroscience perspectives into policy and training, the article underscores the necessity for informed and empathetic approaches in aiding victims and holding perpetrators accountable. This comprehensive analysis aims to transform the understanding and handling of such sensitive societal issues.

Exploring the pressing topic of coercive control, this article sheds light on the underrepresented experiences of male victims. It examines societal attitudes, systemic challenges, and potential paths for improving recognition and support for those affected.

This article explores the serious consequences businesses face when governance is overlooked. Even small and medium-sized companies are legally liable if found negligent in areas such as workplace safety, HR practices, and employee protections. Drawing on real-world examples and legislative frameworks, the paper highlights why leaving governance to untrained staff exposes organisations to significant risk — and how proactive frameworks safeguard reputation, compliance, and long-term success.

This article explores coercive control as a hidden but devastating form of abuse that rewires the brain, undermines autonomy, and impacts every aspect of life — including the workplace. Drawing on lived experience, neuroscience, and recent legal reforms in Queensland, South Australia, and New South Wales, it reveals how perpetrators use tactics such as love-bombing, gaslighting, intimidation, and logistical sabotage to entrap their partners. It also highlights the workplace health and safety implications, using Australian and international cases to show why organisations must recognise coercive control as a serious risk and act to protect staff.

This article explores how neuroscience, governance, and movement converge to create truly safe and high-performing workplaces. Drawing on military principles of daily physical training and modern brain science, it introduces the concept of a NeuroSafe Workplace — an environment where people’s nervous systems are supported to think clearly, connect authentically, and perform sustainably. From psychosocial risk and policy design to PT, yin yoga, and recovery practices, it shows how safety starts not with compliance, but with the brain.

Emotionally intelligent leadership is not a soft skill — it is a critical business capability that drives customer loyalty, staff engagement, innovation, and strategic performance. This article explores how leaders who understand and manage emotions — both their own and their teams’ — create cultures where people care, collaborate, and continually improve. Drawing on research from Yale professor Marc Brackett, Herzberg’s Motivation–Hygiene Theory, and Steve Peters’ Chimp Paradox, we show what happens when EQ is ignored: conflict, disengagement, poor customer experience, and damaging turnover. Robust Leaders helps organisations cultivate emotional intelligence as a core leadership system for sustainable business success.

This article explores why unsafe behaviours persist in high-risk workplaces despite strong safety systems, policies, PPE, inductions, and mental health initiatives. Drawing from neuroscience, behavioural psychology, and Professor Robert Sapolsky’s neuro-determinism, it argues that unsafe behaviour is not simply a result of individual choice or non-compliance, but the predictable output of how the human brain responds to stress, reinforcement history, pressure, fatigue, culture, and system design. Integrating insights from leaders in safety science—Sidney Dekker, James Reason, Amy Edmondson, Karl Weick, Diane Vaughan, and Andrew Hopkins—the article challenges traditional approaches that focus on procedure and blame, advocating instead for neuro-informed, psychologically safe, and behaviourally intelligent safety systems. It repositions safety as a product of environment, cognition, and design—not just training and enforcement—and outlines a practical approach to building workplaces where safe behaviour becomes the brain’s most natural and rewarded default.