For Robert Boschetti, owner of the regional, family-run electrical business BOSCHETTI, supported by his wife Erica, the decision to engage in Workplace Mental Health Coaching was driven by a desire to build what he describes as a “choice workplace”. The aim is not simply to say the right things about wellbeing, but to listen, learn and create conditions where people felt genuinely supported.

As Robert reflected, if just 1% filters down the team, that is still a world of difference for somebody.

The challenge: growth, responsibility and complexity

“We’ve gone through a lot of growth, growth-rebuild and rebuild cycles,” says Robert. “This is definitely part of a rebuild cycle.”

Robert acknowledges that each cycle allows the business to learn something new. Over time the cycles have helped surface that strong technical capability alone is not enough to sustain the business long‑term. Each cycle revealed gaps in resourcing, capability and psychosocial safety, which were difficult to adequately address while continuing to run projects and grow the business.

“We’ve got some pretty full‑on brains working in the office and some pretty full‑on construction people,” Robert says – a mix that brings both opportunity and complexity.

Erica notes that as the business has expanded, demands have changed. With more staff comes new responsibilities around workplace wellbeing, performance management and difficult conversations.

While both Erica and Robert bring strong but different skills – Robert on the business and operations side, Erica on the people and psychological side – they saw a need for support that could bridge the two.

As Erica put it, “It’s hard to be an expert in everything in business… sometimes it’s better to have a third party in there to bridge that.”

The role of coaching

To support growth, BOSCHETTI engaged in Workplace Mental Health Coaching, delivered by Transitioning Well and proudly supported by the NSW Government. The program is available to NSW businesses with up to 200 employees and not‑for‑profits of any size, making it accessible to a wide range of organisations seeking to strengthen psychological health and safety at work.

From coach Anna Kijowska’s perspective, the focus has not been on introducing entirely new values, but on creating structure and consistency around practices already happening organically. Coaching has helped translate intent into practical systems that could meet psychosocial compliance requirements while remaining authentic to the business.

Anna describes this as building “the skeleton around anchoring these practices into day‑to‑day experiences.” This included developing a clear mental health policy and providing accessible frameworks for navigating conversations about wellbeing at work.

From values to systems

Coaching supported BOSCHETTI to move from good intentions to documented, repeatable practices.

Rather than relying on Robert’s personal skills or informal relationships alone, the business began formalising how psychosocial safety would be embedded across the organisation. This meant:

• Creating simple, easy‑to‑understand mental health policies
• Linking ways of working directly to documented expectations
• Ensuring consistency as delegation increased and new managers were appointed
• Supporting leaders to recognise and respond to psychosocial risk early.

This ensured that positive practices would not be lost as the business grew or as new personalities joined the organisation.

Managing psychosocial risk in practice

Psychosocial risk at BOSCHETTI is most likely to emerge during moments of pressure – particularly around difficult client interactions, performance conversations and the need to balance care for people with the realities of running projects and meeting commitments.

Anna highlighted that while Robert naturally navigates difficult conversations and negotiations with clients, not all staff felt equally confident in these situations. Coaching addressed this risk by helping leaders support team members through challenging interactions that could otherwise expose them – and the business – to psychosocial harm.

Through coaching, leaders strengthened their ability to balance care with boundaries, particularly when performance issues, personal challenges or difficult decisions arose.

As Erica observes, coaching has helped Robert move from handling issues intuitively to being more intentional: defining boundaries, preparing for hard conversations and distinguishing between his role as a supportive colleague and as a business owner.

Impact on culture and leadership

The impact of coaching was evident not only in policies, but in every-day behaviour.

BOSCHETTI’s leaders describe a workplace where conversations about family responsibilities, life events and stress are increasingly normalised. Decisions about parental leave, medical procedures or personal loss are treated as part of doing business responsibly – not as exceptions or inconveniences.

Over time, coaching also changed the way Robert and Erica worked together. Robert noted he was now more likely to bring back reflections and lessons from situations, rather than just problems – a shift that strengthened leadership alignment, role clarity and simplified decision‑making processes.

Growth with intention

Unlike many organisations that introduce wellbeing systems reactively, BOSCHETTI chose a proactive path. While acknowledging mistakes along the way, Robert described the organisation as intentionally using this phase of growth to “do it properly next time.”

Coaching allowed the business to focus on excellence rather than perfection. As Robert explained, “Perfection is an outcome. Excellence is a process.”

This mindset made it easier to engage with coaching meaningfully – focusing on progress, learning and small changes that could still significantly affect someone’s day, year or life.

Reflections and lessons

For BOSCHETTI, Workplace Mental Health Coaching has not been about outsourcing responsibility, but about being resourceful.

Coaching has helped create space, clarity and efficiency – particularly for a regional, family‑run business balancing operations, growth and family life. It also reinforces that psychosocial safety is not separate from productivity or performance, but integral to both.

Erica emphasises the broader ripple effect of this work, noting that healthier workplaces influence families, communities and future generations – especially in male‑dominated industries where mental health is still often difficult to talk about.

By building structure around care, strengthening leadership capability and embedding psychosocial safety early, coaching helped BOSCHETTI move from intention to action — creating a workplace where safety, wellbeing and performance evolve together.

As Robert sums it up, “Don’t try and change the world. Just try and change someone’s day.”

The post “Don’t try and change the world. Just try and change someone’s day.” appeared first on Transitioning Well.

The Common Leadership Myths Preventing You From Being A High-Performing Leader

Take yourself back to your first promotion into leadership. Maybe it was decades ago or perhaps it was more recent. However long ago it was, chances are you didn’t receive any training to be able to excel in your new role. It’s a common pitfall many organisations make – promoting high-performers based on their technical expertise or ability to deliver results, and hope it translates into managing a team well. Though unsupported new leaders can become excellent, it comes with challenges to both the individual and the organisation.

“There’s a common misconception that leadership is static,” says Gagan Mudhar, Transitioning Well’s Head of Organisation Services. “It’s the idea that once someone is in a leadership role, they must be fully formed as a leader and that the work to lead is somehow already done. In reality, leadership is a dynamic journey. It’s shaped by the broad range of experiences across our life.”

At Transitioning Well, we believe that effective leadership is a skill that can be learned and developed. We work with forward-thinking organisations to provide their leaders with the tools and support needed to upskill into exceptional leaders. By challenging outdated myths and beliefs and promoting a research-led approach, we equip leaders with the knowledge they need to thrive in today’s complex business landscape.

Myth #1

Leaders MUST have all the answers

Fact: Great leaders are learners

The belief that leaders must possess all the answers is a harmful misconception. Effective leaders are those who are curious, open-minded, and eager to learn. 

By embracing a growth mindset and fostering a culture of continuous learning, leaders create environments where innovation thrives, and teams feel empowered to contribute their unique perspectives. 

A 2024 study by Harvard Business Publishing found that 70% of organisations emphasise the importance of leaders mastering a wider range of effective leadership behaviours to meet current and future business needs. 

Myth #2

Leaders shouldn’t show emotion at work

Fact: Emotional Intelligence is key

The stoic leader? It’s an outdated stereotype. Emotional intelligence enables leaders to build trust, inspire loyalty, and foster a positive work culture. Great leaders understand that true strength lies not in suppressing emotions but in harnessing them to build a powerful connection with their team.

By understanding and managing their own emotions, leaders can model emotional resilience and create a psychologically safe environment where team members feel comfortable being themselves, take risks, and innovate without fear. 

Moreover, the ability to empathise with others allows leaders to connect on a deeper level, build stronger relationships, and motivate their teams to achieve shared goals. A 2024 Forbes article highlights that emotional intelligence is considered the number one leadership skill. By understanding and sharing the feelings of their team, empathetic leaders build trust, create a supportive environment, and inspire their people to achieve great things.

Myth #3

Leaders don’t need support systems

Fact: Strong leaders build strong teams

The belief that leadership is a solitary pursuit isn’t helpful. Successful leaders understand the power of collaboration and the importance of building strong support networks. By surrounding themselves with talented and diverse individuals, leaders can access a wealth of knowledge, perspectives, and support. 

This collaborative approach fosters a sense of shared ownership, accountability, and innovation. McKinsey & Company’s research highlights the impact of diversity on leadership, revealing that diverse leadership teams are 35 percent more likely to outperform their peers. A further study by Zenger Folkman found CEOs with strong social networks delivered 21 percent higher returns to shareholders compared to those with weak networks. This underscores the importance of building inclusive teams and leveraging the strengths of different individuals to drive organisational success.

Myth #4

It’s ok for leaders to run on coffee and grit alone

Fact: Self-care is essential

The relentless pursuit of success can lead to burnout and diminished leadership effectiveness. Prioritising self-care is essential for maintaining physical, mental, and emotional wellbeing. 

By engaging in activities that promote wellbeing, leaders can enhance their resilience, creativity, and decision-making abilities. A study by the American Psychological Association found that 73% of employees report feeling stressed at work, highlighting the importance of leader wellbeing as a role model for the entire organisation. 

Furthermore, a Gallup study also showed that organisations with highly engaged employees experience a 21% higher profitability compared to those with low engagement. When leaders demonstrate the value of self-care, they create a culture where employees are encouraged to prioritise their own wellbeing, leading to increased job satisfaction and productivity.

To find out more about how we can help

Take a look at our Leading Well Series, with sessions developed to equip leaders with essential tools to be well and lead well. ​
​ Learn more about our workshops and webinars to support leaders.

The post The Common Myths Preventing You From Being a High-Performing Leader appeared first on Transitioning Well.

Building Psychological Safety: Tips for Leaders

The success of any team hinges on open communication, collaboration, and a willingness to take risks. But how do you foster an environment where team members feel comfortable speaking up, sharing ideas, and admitting mistakes? That’s where psychological safety comes in.

What is Psychological Safety?

Psychological safety is the shared belief that team members won’t be punished or ridiculed for taking risks, asking questions, or offering honest feedback. It’s a space where vulnerability is seen as a strength, not a weakness.

Here’s why psychological safety is crucial for leaders:

• Boosts Innovation: When team members feel safe sharing ideas, it leads to a more creative and innovative environment.
• Improves Problem-Solving: Open communication allows teams to tackle challenges collaboratively and find better solutions.
• Enhances Learning: When mistakes aren’t met with blame, team members are more likely to learn from them and improve.
• Increases Engagement: Psychological safety fosters trust and respect, leading to a more engaged and productive workforce.

How Can Leaders Build Psychological Safety?

Fostering a psychologically safe environment within your team isn’t a one-time fix; it’s a continuous process built on trust and respect. Here are some key actions leaders can take to cultivate this vital team dynamic:

Lead by Example

Your actions speak louder than words. If you expect your team to be open and honest, you need to model that behaviour yourself. Be open to receiving feedback, readily admit your own mistakes, and embrace opportunities to learn and grow alongside your team. When you demonstrate vulnerability and a willingness to take risks, it sends a powerful message that it’s okay for others to do the same.

Normalise Mistakes and Focus on Learning

Mistakes are inevitable, and viewing them as learning opportunities is crucial. When a team member makes a mistake, resist the urge to point fingers or assign blame. Instead, approach the situation with curiosity. Ask questions to understand what happened, how it could have been prevented, and what lessons can be gleaned. By focusing on solutions and growth, you create a space where team members feel comfortable owning up to mistakes and learning from them, ultimately leading to a more resilient and adaptable team.

Celebrate Successes (Big and Small)

Recognition goes a long way in building confidence and fostering a positive team environment. Don’t wait for monumental achievements to celebrate. Acknowledge and appreciate even small wins and milestones. A simple “thank you” or a public shout-out can make a significant difference. Celebrating successes, big or small, reinforces positive behaviour and encourages continued effort from your team members. This recognition shows them that their contributions matter and motivates them to strive for excellence.

Create Open Communication Channels

Psychological safety thrives on open communication. Ensure your team members have multiple avenues to voice their concerns, ask questions, and provide feedback without fear of judgement or retribution. This could include regular one-on-one meetings, team huddles, or anonymous feedback surveys. Regularly scheduled check-ins allow you to stay connected to your team’s wellbeing and address any potential concerns before they escalate.

Respect Diverse Opinions

Value the unique perspectives each team member brings to the table. Encourage healthy debate and encourage respectful disagreement. Psychological safety doesn’t mean blind agreement. It’s about fostering an environment where all voices are heard and considered. By valuing diverse opinions, you tap into a wider pool of knowledge and ideas, leading to more creative solutions and innovative approaches.

Emphasise Confidentiality

Trust is a key component of psychological safety. If a team member shares something confidential with you, respect their trust and keep it private. Broken confidentiality can erode trust and discourage future openness. By demonstrating that you can be relied upon to keep confidential information safe, you encourage team members to feel comfortable coming to you with concerns or feedback, knowing their words will be respected.

By consistently demonstrating these behaviours, you can cultivate a team environment where everyone feels safe to take risks, share ideas, and admit mistakes. This sense of psychological safety empowers your team to learn, grow, and achieve remarkable things together.

To find out more about how we can help, take a look at our Leading Well Series, with sessions developed to equip leaders with essential tools to be well and lead well. ​
​ Learn more about our workshops and webinars to support leaders.

The post How Leaders Can Foster Psychological Safety appeared first on Transitioning Well.

Cultivating Leadership Capability 

We know that leaders need to be well in order to lead well, but it’s often easier said than done. 

The pressure on leaders today is significant and can feel unrelenting. Adding to the existing workplace demands, leaders face the added pressure of managing hybrid teams and keeping them engaged. Operating amidst global turmoil and a local cost of living crisis, leaders need to be inspiring and empathetic while also pushing on performance. Not to mention juggling their personal responsibilities outside of work, it’s not surprising we’re seeing high levels of exhaustion at the top. 

While there is growing awareness that wellbeing is a key lever to managing personal and professional challenges while sustaining performance, implementing changes in our busy lives is often challenging. 

Having a foundation of wellbeing (or flourishing) is helpful when tackling personal and professional challenges and maintaining performance. A Deloitte report found that employees with high wellbeing are 46% more productive and 86% less likely to experience burnout. However, translating this in organisations can be challenging. Read on for more about practical strategies to cultivate leadership capability. 

Being Well 

Leaders cannot pour from an empty cup. Prioritising wellbeing isn’t rocket science, but these are the key pillars of wellbeing that can fall away when we’re stressed and overloaded:

• Physical health: Maintain a healthy diet, exercise regularly, and prioritise sleep. A study published in the Journal of Applied Psychology found that their teams rated leaders who get enough sleep as more transformational.
• Mental & emotional wellbeing: Practice mindfulness exercises like meditation or deep breathing. Engage in activities that bring you joy and a sense of calm. Don’t shy away from seeking professional help if needed.
• Life-work integration: Establish boundaries between work and personal life. Schedule dedicated time for relaxation and hobbies. Leaders who can switch off and disconnect from work are more effective leaders.

Leading Well 

Being an effective leader is tied up with your leadership style. Carve out some time for honest reflection. Identify your strengths and weaknesses. Explore your leadership style and how it impacts your team. Consider questions like:

• What motivates me?
• How do I handle stress?
• What are my communication strengths and weaknesses?
• How does my behaviour influence my team?

Reflection, personality assessments, and feedback from trusted colleagues can be valuable tools in this process. By understanding yourself better, you can identify areas for improvement and build upon existing strengths. 

Continuous learning 

The world is constantly evolving, so should your leadership style. Read books and articles on leadership best practices. Attend workshops and conferences. Seek mentorship from experienced leaders. Never stop learning and growing as a leader.

As leaders move through different stages of the leadership pipeline (new leader, leader of leaders, divisional leader), each passage requires a transition in values, behaviours and skills. What made you successful before will not solely guarantee success at subsequent levels, which may be particularly challenging. Leadership coaching through these transition points can accelerate the process of de-skilling and re-skilling to facilitate successful transitions.

Building Trust

People trust leaders who are genuine. Be transparent about your challenges and celebrate your team’s successes. Acknowledge your mistakes and demonstrate a willingness to learn. By leading with authenticity, you foster a culture of trust and psychological safety, where your team feels comfortable taking risks and innovating.

Effective leadership skills to have in your toolkit

• Communication: Leaders must communicate clearly, concisely, and with empathy. Actively listen to your team and create a safe space for open communication.
• Delegation and autonomy: Trust your team. Delegate tasks effectively and empower them to take ownership.This fosters growth and engagement.
• Decision-Making: Make clear, well-considered decisions. Encourage diverse perspectives and involve your team when appropriate.
• Conflict Resolution: Address conflict directly and constructively. Focus on solutions and maintaining strong working relationships.

Remember, cultivating leadership capability is an ongoing process. There will be setbacks and challenges. The key is to prioritise self-care, refine your skills, and continuously learn. By investing in your wellbeing and leadership development, you become a more effective leader, inspiring your team to achieve their full potential and prioritise their wellbeing too. 

To find out more about how we can help, take a look at our Leading Well Series, with sessions developed to equip leaders with essential tools to be well and lead well. ​
​ Learn more about our workshops and webinars to support leaders: ​https://lnkd.in/gJxEPZXr

The post Cultivating Leadership Capability  appeared first on Transitioning Well.