In the first Psychosocial Hazards: Always Here, Finally Heard workshop, the group took part in a lively session that explored:
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Psychological hazards
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Psychological safety vs psychosocial safety
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A psychosocial prosecution
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The role of leadership and culture
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What you can do today to promote a mentally healthy workplace
Throughout the session, the group actively shared their ideas, thoughts and questions. I’ve selected a few of the questions asked during the workshop to explore further here.
How can we create systemic change to effectively manage psychosocial risks in the workplace?
To create real, lasting change in how we manage psychosocial risks at work, we first need to talk about culture.
Systemic change starts with shifting the way an organisation thinks, operates, and leads. In other words, psychosocial safety needs to be part of “how we do things around here” not just an extra add-on or a one-off initiative.
In our workshop, we discussed how culture influences the way psychosocial hazards present themselves. For change to stick, it needs to be embedded at every level: how people behave, how leaders lead, and how systems are set up.
We can’t talk about this kind of change without mentioning change management. Using structured models like Kotter’s 8-Step Model or the ADKAR framework gives organisations a clear plan for making change happen and sticking with it.
A few key principles to guide this:
- Have a clear, shared vision: Everyone needs to know what you’re working toward and why.
- Involve people early and often: Get buy-in by making sure employees feel heard and part of the process.
- Show empathy: Recognise that change, especially around mental health, can be emotional, and people need support.
Breaking the silence around mental health is key. That means:
- Talking openly in team meetings,
- Making psychosocial safety part of health and safety systems, and
- Training leaders to spot and respond to hazards early.
Where does the onus lie in making this change? Whose responsibility is it to create a positive workplace culture?
This one’s a shared responsibility but leaders definitely set the tone. Whether your team feels supported and safe, or pressured and burnt out, often comes down to how leaders behave.
- Senior leaders are key for setting direction, modelling values, and resourcing change.
- Middle managers and front-line leaders bring that vision to life through everyday actions, conversations, and decisions. They’re the ones closest to the people, so their influence is huge.
But it’s not just on leaders. Everyone has a role to play. A positive culture isn’t created by one person or one policy, it’s built through everyday interactions.
- Employees can speak up, support each other, and help shape wellbeing strategies.
- Peer support, shared responsibility, and even small shifts in behaviour can make a big difference.
It’s about ownership both from the top and across the board.
How can we lead by example for psychosocial risk? (i.e., What can you do in practice)?
There are lots of ways to lead by example, but two stand out: self-awareness and modelling the behaviour you want to see.
After all, if culture is “the way we do things around here“—why not be the one who starts doing things differently?
Be Self-Aware… For example:
- Notice how your own stress or tone might be impacting others.
- Don’t just check in on tasks—check in on how people are.
Model Healthy Behaviours… For example:
- Set boundaries—don’t send late-night emails or expect instant replies after hours.
- Encourage people to take breaks, use their leave, and switch off.
These might sound simple, but they go a long way. Leading by example shows others it’s safe to prioritise wellbeing and that’s where real change starts.
