If you're :

A non-executive company director
Chair of a board sub-committee with oversight of health, safety and well-being
A board Chair

Looking to use your influence in a positive way, while avoiding adverse outcomes through your action or inaction, then you probably already know that to do this effectively, you need to have sufficient knowledge and skill to know what to ask and when to act.

So I’ll spare you the spiel.

After all, you ALREADY KNOW that being informed is a key ingredient to being effective and only then can you be in a position to have influence on the holy grail … organisational culture.

You're probably also aware that when you feel that your work is making a positive impact, particularly when that impact serves a bigger purpose than your own self-interests and makes the world a better place, you find meaning and purpose in what you're doing.

HERE'S WHAT YOU
MIGHT NOT KNOW

Even if you’ve had the pleasure of serving on a board and therefore have governance experience, there are many board members who are not informed and therefore ineffective when it comes to governing and leading safety, health & well-being. They don't know how to interpret a health and safety performance report, or worse, what information should be included in their report, and many are unsure of what questions to ask or where to focus their efforts in order to fulfil their obligations, support their executive and use their influence in a positive way.

Even more concerning is that there are plenty of board members who are overly comfortable in their leadership of health, safety & well-being, but who are in fact ineffective because they’re relying on out-of-date theories.

Both are unfortunate situations because when board members are effective at leading safety, health & well-being there is great potential to:

BUILD TRUST WITH THE EXECUTIVE

When the executive feels that their board is informed of the complexity and challenges that the executive and the organisation are facing, there is more trust from the executive to speak openly with the board, and less need to manage the board. This ensures the board remains informed and effective in supporting the executive.

CULTIVATE CULTURE

Here's the thing, boards influence culture through their influence on organisational climate. That is, people's individual perception of the way we do things around here, how they perceive work gets done, what they see is a priority or what is acceptable behaviour. Therefore, it's imperative that board members understand how they influence climate to ensure that they are cultivating a culture where health and safety is prioritised, when there is conflict with such things as profit.

MAKE A POSITIVE IMPACT ON SOCIETY

By focusing on the safety, health and well-being of those who work for you, you not only improve their health, happiness and resilience, but you influence how they interact with people in their community, and through them, your influence will transcend the borders of your organisation and ensure that you make an impact on the health, happiness and resilience of society as a whole.

BOOST YOUR WELL-BEING

When you build more meaning and purpose into your work, which is what you'll find when you know that your work is serving a bigger purpose, you'll improve your overall well-being because finding meaning and purpose is one of the strongest indicators of living a meaningful life.

BUILD YOUR PERSONAL VALUE PROPOSITION

Numerous studies and informal feedback have found time and again that investment in health, safety & well-being has a substantial return on investment. If you can speak confidently to your executive and your peers around the benefits of investing time and attention to health, safety and well-being AND how the board can assist in contributing to positive health, safety and well-being outcomes, then you significantly improve the value that you can offer your current board and improve your value proposition for future board roles.

BE AN EFFECTIVE LEADER OF SAFETY, HEALTH AND WELL-BEING? GOT IT!

But where the heck do I start?

Perhaps in one of your more courageous moments, you stuck your neck out and questioned the company's approach to managing health and safety, but the response from your peers was not what you had hoped for.

You didn’t get people nodding their head in agreement, instead what you got was that look … you know the one I'm talking about, that look that suggests “you don’t understand the business”.

So maybe you took those feelings of embarrassment or shame from asking the proverbial ‘stupid question’ and you sat quiet … letting your executive or your health and safety advisor tell you what you need to know and when you need to know it.

I’m sure if it’s important or material to the board, they’ll bring it to your attention … right?!

And that does happen, you’re presented with your quarterly or monthly stats, or a significant incident and you tell yourself … Ok, what's covered in this document(s) must be all I need to know.

But, then you get the niggling feeling ...

What does all of this information really mean?

Should this information make me feel comfortable that things are being managed well?

Is this all I need to know to ensure that I'm fulfilling my duties?

And what if I want to do more than just prevent injuries and illnesses?

What if I want our organisation to improve people's well-being while they're at work?

If that's the case, what should I be looking out for? What should I ask?

Here’s why most board members stay quiet and let their executive, their safety professional or their HR professional guide the discussion around safety, health and well-being:

Without a solid foundation of knowledge in what’s important, where the board can influence outcomes and an appreciation of what questions to ask that best support the executive, the board, and the overall company, board members will refrain from asking too many questions for fear of looking stupid or uniformed.

The lack of not knowing what to ask or what’s important, stifles any signs of confidence and opportunity to make a positive impact.

Board members also refrain from asking too many questions because they see what they want to see ... that is, that the absence of injury or illness is a sign that health, safety and well-being is managed well. But this reliance on the absence of negatives fuels overconfidence and complacency, rendering the board ineffective.

And board members will refrain from asking questions simply to avoid being overwhelmed with the amount of information provided when they do ask, that they can’t make heads or tails out of. This is, again, ineffective boardroom leadership of health, safety and well-being.

But here’s why not asking questions is irreversibly crippling ...

If you're not asking questions, people will infer that health, safety and well-being is not a priority for the board.

But just as importantly, if you're asking the wrong questions, people will do a lot of running around to ensure they answer your questions, but you'll be doing very little to contribute to positive health, safety and well-being outcomes. In fact, you'll likely be diverting necessary resources away from where they're needed.

As an already busy board, with little time to waste in each meeting and other business to attend to, you need to know that the questions you’re asking or the information you’re seeking is going to contribute to a climate where safety, health and well-being is seen as a priority, where there's a conflict, and that you give yourself the best possible chance to use your influence to make a positive impact.

But to do this ... you need to be informed.

Reason 1

UNDERAPPRECIATE THEIR INFLUENCE ON OUTCOMES

Boards are influencing health, safety and well-being outcomes in every board meeting, board site visit, annual report, public address or shareholder meeting simply by what you’re monitoring, measuring, rewarding or what you give your attention to in some way or another, or vice versa, what you pay no attention to at all.

People watch what you encourage OR what you ignore and they will take that as a cue as to what are the organisation’s priorities and what behaviour is considered acceptable. Their perceptions will then inform their decision-making, including whether to prioritise safety, health and well-being where there’s a conflict with such things as efficiency and profit.

It’s time to respect your influence for what it is – broad reaching and powerful – and approach it accordingly.

Reason 2

NO INJURIES, NO PROBLEMS

This one is very powerful. Simply put, many board members are overly comfortable relying on the absence of injuries as a means of determining what a safe and healthy workplace looks like - and if it's not broken, why fix it right?

This mindset shifts the urgency away from their own professional development.

Unfortunately, there are many artefacts that we tend to over rely on in terms of what looks like good management of health and safety (i.e. no incidents, risks documented as low in the risk register, low or zero compensation claims, policies, a governance committee with oversight of health and safety with senior executives and board representation), but all of this can mean very little in terms of preventing a serious incident or improving people's health and well-being.

Reason 3

EQUATE BOARD EXPERIENCE WITH EXPERIENCE IN GOVERNING HEALTH & SAFETY

This one arises from the roots of #2 because it’s easy to think that experience on a board equates to sufficient knowledge and skill to effectively govern safety, health & well-being if you’re applying out-of-date theories; such as, monitoring the absence of injuries as a measure of success.

For example, many organisations measure lost time injuries (LTIs) and use it as a management KPI or organisational target, even though lost time injuries have been proven again ... and again to have nothing to do with maintaining a safe and healthy workplace.

Far too few boardroom leaders are willing to question their paradigms around health, safety and well-being and spend the time to understand their influence on how work gets done.

Reason 4

ASSUME THE EXECUTIVE TEAM IS EXPERIENCED IN LEADING HEALTH, SAFETY & WELL-BEING

Do you think that your executive is effective in leading health, safety and well-being?

If so, why? What gives you that confidence?

Because executives are not by default effective leaders of health, safety and well-being simply because they’re in a senior leadership role – even if they’re in a ‘safety focussed’ industry like construction or mining.

Truth be told, many managers have never had training on effectively leading this non-financial risk, other than maybe an hour or two of safety training outside of their induction.

This is why executives need their board members to be effective and informed, so that they can challenge the executive when needed and continually support them by better understanding the issues and constraints they face.

LEAD WITH HEART IN THE BOARDROOM ISN’T SO MUCH A TRAINING PROGRAM AS IT IS AN ACTIVE JOURNEY OF SELF-REFLECTION & PARADIGM SHIFTS.

This program is built around 6 habits that will assist purpose-driven board members in their quest to make a positive impact by effectively leading safety, health and well-being from the boardroom. These habits will challenge conventional wisdom and give you the foundational knowledge, skill and mindset that you need to ask better questions and look for early warning signs. Through a series of videos and exercises, you'll be introduced to ideas that will help you recognise where and how you influence safety, health and well-being outcomes, and use your influence to remove excuses, cultivate the culture you seek, and lead by example.

The end result: You no longer govern safety, health and well-being because you're obligated to do so, but instead you begin to see and treat the health, safety and well-being of your people as the cornerstone of your business and the path through which you can make a positive impact on the health, happiness and resilience of society, which will ultimately bring more meaning and purpose to your role and improve your own well-being.

LEAD WITH HEART IN THE BOARDROOM

is the first program of its kind that ...

GIVES YOU THE KNOWLEDGE TO KNOW WHAT TO ASK AND WHEN TO ACT

No longer will you be waiting to be told what to look for, what to ask and when and how to act. You’ll start asking questions, but not just any questions, the right questions – you will be confident in leading the health, safety and well-being discussions.

TEACHES YOU WHERE YOUR EFFORTS ARE BEST PLACED

The 80/20 on where you get the most ‘bang for your buck’ in terms of where board members can make the biggest impact on health, safety and well-being outcomes. You will need to come with an open mind and be curious and for that I promise to take nothing for granted, make no assumptions and focus on not only building your knowledge, but helping you execute with confidence.

FOCUSSES ON MAKING A POSITIVE IMPACT & FINDING EVEN MORE MEANING AND PURPOSE IN YOUR WORK

Through your boardroom leadership in helping create a workplace where people leave in a better condition than when they arrived, you can make a positive impact on how they engage with their family and friends and through them, make a positive impact on the health, happiness and resilience of our society, and this my friend, is work that feels meaningful.

We start your journey with getting really clear on the type of leader you want to be because this affects all the choices you make in the boardroom and how you lead and ultimately your desire to positively influence health, safety and well-being outcomes.

In Habit 1 we’ll look at the role your values play in your leadership, how organisational success is inextricably linked and dependent on a healthy, happy and resilient society and in this Habit you’ll learn a few paradigms in our boardrooms that are holding many board members back from making a positive impact in society and the shift that’s needed in order for that to change.

Highlights:

Discover the extent of the impact that organisations have on the health, happiness and resilience of society, the path to turning things around and where you fit in.
Learn three boardroom paradigms that are holding board members back from making a positive impact in society and the first of many shifts that’s needed in our boardrooms to create the future we need.
Explore the business case for investing in health, safety and well-being so that you can speak confidently to your peers and lead the change that needs to happen in our boardrooms.
Learn how to leverage health, safety and well-being as the impetus for other making positive changes in your organisation, including a culture of dignity and respect.

One of three major paradigm shifts in the program will happen
as you venture from Habit 1 to 2.

In Habit 2 we build the foundational knowledge that you’re going to need for the rest of the program. This is where we get back to basics because you cannot lead these non-financial risks without a clear understanding of some basic principles.

Highlights:

The future of safety, and why it's not what you think.
Examine the difference between a holistic approach to understanding why an incident has occurred as opposed to looking for broken parts (i.e. the swiss cheese model), and we’ll tackle one of most important paradigms that restricts people from truly understanding how to prevent incidents.
Discover an approach to safety management that will make it easier for the board to appreciate and communicate to stakeholders how well the organisation is doing at managing safety.
Explore the business case for investment in a psychologically healthy and safe workplace and three strategic pillars to a mental health plan or management system.
Delve into the key factors causing stress in our workplaces today.
Discover the difference between climate and culture and how the board influences culture, in particular, where the board has the biggest impact on a culture of safety.

In Habit 3, we look at an important concept called ‘drift’. Drift is a risk in any business and it's a reason organisations can fail precisely because they’re doing well. We reflect on this concept throughout the rest of the program.

The lessons in Habit 3 are going to paint a picture of the types of health and safety information that you should be looking at in your board role and if you’re not how that influences people’s perception of the priority on health and safety.

By the end of Habit 3 you’ll be very comfortable with the fact that you can influence health, safety and well-being outcomes, indeed, you’ll be so confident that you’ll be itching to get into Habits 4 and 5 where you see how you can lead change and be part of the solution, not just play an oversight role.

Highlights:

Get a glimpse of what is drift and how it can cause the demise of any organisation, without even knowing it.
Dive deep into board reporting so that you’re clear on what should be included and in your reports.
Explore the board’s role in the elimination and mitigation of health and safety risks and proactive and reactive approaches to understanding your risk profile.
Review the key differences between process safety and personal safety.

As you progress into Habits 4 and 5, you’re going to be much more informed, and you’re continually growing your appreciation of where you have influence. You’re not only seeing what you should be looking for and are more confident in what to ask for, but now you see how you must be part of the solution to a happy, healthy and resilient society.

This is where things get real! In Habit 4, be prepared to roll up your sleeves and get your hands dirty because the areas and system artefacts that we're going to examine are where you have a lot of influence.

You might say that in Habits 2 and 3 you’re getting your feet wet, you still saw yourself in strictly an oversight role with health, safety and well-being; whereas, in Habits 4 and 5 you’re much more active, these habits are focussed around you leading change, rather than being led.

Highlights:

Explore the difference between risk appetite and risk tolerance and which one is more suitable when it comes to health and safety risk.
Analyse a real risk in boardrooms to underestimating or oversimplifying health and safety risk.
Unpack the inherent limitations of using risk assessments and communicating risk and two trade-offs that can influence whether or not people prioritise safe and healthy work.
Dive into a precursor to groupthink in our boardrooms that has an impact on how you perceive risk.
Take a look at the influence that goals and targets, KPIs and incentives all have on people’s perception and belief of what is required for the organisation to achieve success and their influence on people’s prioritisation of health, safety and well-being.
Examine the implementation of a fatality gateway and why the current design of most short- and long-term incentive schemes pretty much render the safety component irrelevant and if that’s the case, what are the implications?
Discover four key areas that your organisation must focus on to prevent harm and the supporting role that your safety team plays.

At this point in the program, there’s been a lot of talk about safety and health, but here is where we really dive into well-being. So in Habit 5, we spend a good chunk of time looking at positive psychology and a supporting well-being framework.

When you’re finished Habit 5, you'll have a good understanding of the psychology, neurology and biology behind why people need to feel loved at work, what role does the heart play in human performance and achievement, how do we create meaning and purpose, what is flourishing and how can this improve business performance?

This is one of my favourite Habits because the focus is truly on helping people leave work in a better condition than when they arrived, both physically and mentally.

Highlights:

Discover what it means to flourish and the impact it has on our well-being and on our business.
Uncover a well-being framework and how it will help build and sustain the health, happiness and resilience of our society.
Explore a risk that exists in our boardrooms that prevents us from flourishing and the five behaviours that you can demonstrate to counteract this risk.
Examine the connection between the heart and the brain and the science behind how our emotions have an impact on our physical and mental health.
Delve into a state of being that McKinsey analysts found increased the productivity of top executives by 5X!
Uncover the impact of loneliness on our mental health and the antidote.
Explore the power of finding meaning and purpose and the difference between happiness and meaningfulness and how the board can use its influence to increase the meaningful work coefficient.
Unpack where organisations should focus their efforts in terms of motivating employees while improving their well-being.
Discover a risk in organisational reward and recognition programs that will ultimately drive the wrong behaviour or simply no behaviour at all.

In Habit 6 we go back to mindset, just like where we started in Habit 1. At this point in the program you’re incredibly aware of your influence on health, safety and well-being outcomes, and now you have a solid foundation of knowledge and tools to use your influence effectively and confidently.

But to continue to be effective and influence others, you need to bring the right mindset to the boardroom.

Highlights:

Outline the role of courage and vulnerability in being a boardroom leader of safety, health and well-being.
Look at the role of empathy in our boardrooms and why empathy may be the key to better leadership of safety, health & well-being.
Explore how curiosity and chronic unease are necessary to becoming a resilient organisation and promoting a learning and growth culture.
Delve into the role that our strengths play in building our own resilience and the resilience of others.

This private community of those currently enrolled in Lead with Heart in the Boardroom is a serious group of like-minded boardroom leaders who are committed to using their influence to make a positive impact and apply the key learnings from the program to their boardroom responsibilities.

Make no mistake, this is a unique opportunity, a confidential online forum for board members to discuss health, safety & well-being matters; that is, the challenges, opportunities and issues that boardroom leaders face.

Leverage the power of this group to:

Tap into the collective knowledge, experience and insights from accomplished and novice boardroom leaders - wherever you are in your boardroom journey, there's a nugget of wisdom here for everyone.
Quickly troubleshoot any little (or big) hang up in a matter of minutes so that you never get stuck for longer than you have to.
Form valuable friendships and networks that will support you well beyond your time in Lead with Heart in the Boardroom.

Lead with Heart in the Boardroom 28-day Guarantee

Let me say this upfront.

Lead with Heart in the Boardroom is a comprehensive and transformational leadership journey for boardroom leaders who genuinely want to make a positive impact on the health, happiness and resilience of those in their company and who are inspired by the potential to make an even bigger impact on society.

When you join, you will be part of a special community of like-minded leaders who WILL transform the future of boardroom health, safety and well-being leadership.

But here's the kicker.

By the end of 28 days you'll have received access to Habits 1 through 4. This means you'll be well aware of the potential for change that you're capable of making, you'll have a solid foundation of knowledge from which to ask better questions and you'll have some tools to support you in making the changes in your leadership that you seek.

However, if you don't feel that you're well on your way to using your influence to create positive health, safety and well-being outcomes while feeling SOOO much more confident in your knowledge and ability to lead a health, safety and well-being conversation, simply reach out, show me that you've put in the work and I'll refund your investment. Full details here.

How many hours will I need to invest each week?

I'm not going to sugarcoat it, Lead with Heart in the Boardroom is a commitment, but I designed the program to be transformational, and anything that's transformative is going to require an investment.

But I will say this ... each lesson in the program is anywhere between 15 – 30min and there are 4 – 6 lessons in each Habit, so all up, the training is a little over one day in total spread across a 6 - 8 week period; one day that will support you for years to come!

If you schedule 1 – 2 hours each week to watch the videos and an additional hour if you choose to do the exercises or get involved in the weekly Deep Dive sessions then you’re looking at 2 days to complete the entire program over the 6 - 8 weeks… which again, will give you the foundational knowledge that you will build on for years to come.

Also, remember that you have lifetime access, so there’s no need to rush to get through the program, you are free to go at your own pace.

Can I use this training towards recertification with my director membership association?

You sure can!

I realise that many company directors are required to undertake continuing professional development (CPD) to maintain their company director membership/certification with their relevant membership association.

Therefore, when you complete the program, you’ll receive a certificate of attainment that acknowledges the hours involved in the program in terms of the videos and exercises and an overview of the content. You can provide this certificate to your membership association as evidence of professional development.

On your behalf, I contacted the larger professional company director membership associations in Australia, UK, New Zealand, USA, Canada, Singapore and Hong Kong and received confirmation of the above from all but the HKIoD and the NACD in the USA.

Unfortunately, as of July 2020, the National Association of Corporate Directors (NACD) restricts how their members can accrue ‘education points’ and they don’t allow their members to use external training towards their Fellowship or Directorship Certification programs. Hopefully this will change in the near future as the NACD does not currently provide any training on a company director’s role in leading safety, health and well-being as part of their company director curriculum.

I'm an experienced board member, will I learn something new?

This I'm absolutely confident of!

With that said, let me just say this. I bet it wouldn’t surprise you to know that every board member I interviewed as part of a validation exercise for this program had never invested in any training in how to lead and govern health, safety and well-being, and I interviewed Chairs and both experienced and novice non-executive directors.

At first, I found that really strange …

… but then I did some digging around into the professional development training available to board members on leading health, safety and well-being and there was very little, in fact there was practically nothing.

Which explains why many of my interviewees expressed ‘a-ha’ moments during our interview when I walked them through a basic concept that supported why I was asking a particular question.

It is my observation that experience on a board doesn’t equate to the experience you need to effectively lead and govern health, safety and well-being, even if you’re in a safety conscious industry.

And I think the absence of a curriculum tailored to the role of a board member and their influence on health, safety and well-being outcomes, is a huge contributor to this. And it’s why when I developed Lead with Heart in the Boardroom, I did so around a structured framework – The Effective Habits of Purpose-Driven Board Members.

What makes Lead with Heart in the Boardroom different to other providers of health and safety training?

Much of the training that’s available to boards is centred around compliance and it’s tailored to a particular jurisdiction and the relevant enforceable legislation.

I built Lead with Heart in the Boardroom to go beyond compliance, in fact, you won’t hear me refer to compliance very often, if at all. And I refrain wherever possible from referring to legislation in any particular jurisdiction because this program was designed for a global cohort of board members who want to go beyond compliance and who are inspired to make a positive impact.

What you’re going to get from this program is better practice, which happens to be well aligned to legislative obligations in for example Canada, UK, USA, Australia and New Zealand, and you’ll be introduced to a way of thinking that you can apply to any company structure, in any industry.

I’ve also made a conscious effort in Habit 5 to walk you through a well-being framework, and there are even fewer programs that look at the role of the board in well-being, than there are programs that support the board in leading health and safety!

Is Lead with Heart in the Boardroom more for board members who have oversight of health safety and well-being (i.e. those who sit on a governance committee)?

Not at all. Knowing how to lead and govern health, safety and well-being is an essential skill for any board member. It’s even more important in jurisdictions where you have personal liability.

Don’t delegate your responsibility to another board member who may appear to know what they’re talking about, but you’ll never know if they do or don't, if YOU don’t know what to look for.

When do I get access to the training?

As soon as you enrol, you’ll get access to the overarching framework, The Effective Habits of Purpose-Driven Board Members which will give you an overview of all the lessons in each Habit, any relevant exercises and Deep Dive session topics. You’ll also have access to a Schedule of when I’ll be showing up Live for the Q&A and the Deep Dive sessions. All of this is to make the planning of your study and organising your availability easier.

You’ll also have access to Bonus #1 Private LinkedIn Community so you can jump into that straight away.

In terms of the training content, Habit 1 will be available on 5 October 2020 and a new habit will be available every Monday, for six weeks.

I’ll be coming to you live for another two weeks after that for those who are taking a bit more time to go through the program.

What if I don't have a LinkedIn account to participate in the private community?

The private Lead with Heart in the Boardroom LinkedIn community is a valuable asset for this course because it’s an opportunity to expand your network on a professional platform like LinkedIn, so I do encourage you to have a LinkedIn account.

However, if you don’t have an account, you'll still be able to contribute to the weekly Q&A and Deep Dive sessions inside the Lead with Heart in the Boardroom membership area (this is where you access the program). Additionally, recordings of each week’s Q&A and Deep Dive session will be uploaded into the Lead with Heart in the Boardroom membership area AND our LinkedIn private community.

Why is the program content not all available at the one time?

Dripping the content, otherwise known as releasing the content on a predetermined schedule and not all at once, is a good way to deliver a program where you want participants to take some time to digest the material and do some work around the concept - this is the approach I've taken to teaching the concepts in Lead with Heart in the Boardroom.

I also choose to drip the content because I want the content to be front of mind when you go into your board meetings and because you're meeting, at most, monthly, there’s already a significant gap in time between when you will read and view the content and do the exercises and when you will go to your next board meeting.

I encourage you to give feedback on any aspect of the program in your feedback form that will be sent to you while you’re enroled in the program.

What does lifetime access mean?

Lifetime access means that, as per the Lead with Heart in the Boardroom Terms & Conditions, you will have access to the program for as long as the program is available. Lead with Heart in the Boardroom is therefore an investment in your competency now and in the next foreseeable future.

But the best thing about lifetime access is that you get access to the program whenever I update it. So every time I update a checklist or a guide or find new information that supports what you’ve learned in the program, or a new approach, you have instant access!

2020 IS THE YEAR

TO MAKE A POSITIVE IMPACT ON THE HEALTH, HAPPINESS & RESILIENCE OF SOCIETY

Through Your Effective and Confident Leadership and Governance ofSafety, Health & Well-beingFROM THE BOARDROOM

If you're :

Looking to use your influence in a positive way, while avoiding adverse outcomes through your action or inaction, then you probably already know that to do this effectively, you need to have sufficient knowledge and skill to know what to ask and when to act.

So I’ll spare you the spiel.

After all, you ALREADY KNOW that being informed is a key ingredient to being effective and only then can you be in a position to have influence on the holy grail … organisational culture.

You're probably also aware that when you feel that your work is making a positive impact, particularly when that impact serves a bigger purpose than your own self-interests and makes the world a better place, you find meaning and purpose in what you're doing.

HERE'S WHAT YOUMIGHT NOT KNOW

BUILD TRUST WITH THE EXECUTIVE

CULTIVATE CULTURE

MAKE A POSITIVE IMPACT ON SOCIETY

BOOST YOUR WELL-BEING

BUILD YOUR PERSONAL VALUE PROPOSITION

Even though the reasons for becoming an effective boardroom leader of safety, health and well-being are obvious, the path to doing it successfullyIS ANYTHING BUT OBVIOUS!

BE AN EFFECTIVE LEADER OF SAFETY, HEALTH AND WELL-BEING? GOT IT!

But where the heck do I start?

Here’s what you’re getting when you enrol today:

BONUS 2

Private Lead with Heart in the Boardroom LinkedIn Community

BONUS 3

Weekly Live Q&A and Deep Dive sessions with Sam in the Private Members Only Community to further explore key concepts in the program

$1,600 Value

When you add it all up, that’s a Total Value of $4,891

Monthly

$597

One-time (save $267)

$1,497

THE 4 UNDERLYING REASONS

BOARD MEMBERS DON'T INVESTIN THEIR OWN SAFETY, HEALTH & WELL-BEING PROFESSIONAL DEVELOPMENT

Reason 1

UNDERAPPRECIATE THEIR INFLUENCE ON OUTCOMES

Reason 2

NO INJURIES, NO PROBLEMS

Reason 3

EQUATE BOARD EXPERIENCE WITH EXPERIENCE IN GOVERNING HEALTH & SAFETY

Reason 4

ASSUME THE EXECUTIVE TEAM IS EXPERIENCED IN LEADING HEALTH, SAFETY & WELL-BEING

Introducing

Six Effective Habits for Purpose-DrivenBoard Members to EffectivelyLead Safety, Health and Well-Being

LEAD WITH HEART IN THE BOARDROOM ISN’T SO MUCH A TRAINING PROGRAM AS IT IS AN ACTIVE JOURNEY OF SELF-REFLECTION & PARADIGM SHIFTS.

LEAD WITH HEART IN THE BOARDROOM

Habit 1

FOCUS ON WHAT'S IMPORTANT

Habit 2

BE INFORMED

Habit 3

ASK BETTER QUESTIONS

Habit 4

REMOVE THE EXCUSES

Habit 5

CULTIVATE THE CULTURE YOU SEEK

Habit 6

LEAD BY EXAMPLE

EXCLUSIVE BONUS

PRIVATE MEMBERS ONLY LINKEDIN COMMUNITY

EXCLUSIVE BONUS

WEEKLY LIVE Q&A AND DEEP DIVE SESSIONS WITH SAM

Lead with Heart in the Boardroom 28-day Guarantee

Here’s what you’re getting when you enrol today:

BONUS 2

Private Lead with Heart in the Boardroom LinkedIn Community

BONUS 3

Weekly Live Q&A and Deep Dive sessions with Sam in the Private Members Only Community to further explore key concepts in the program

$1,600 Value

When you add it all up, that’s a Total Value of $4,891

Monthly

$597

One-time (save $267)

$1,497

QUESTIONS OTHERS LIKE YOU HAVE ASKED BEFORE SAYING "YES" TO LEAD WITH HEART IN THE BOARDROOM

Here’s what you’re getting when you enrol today:

BONUS 2

Private Lead with Heart in the Boardroom LinkedIn Community

BONUS 3

Weekly Live Q&A and Deep Dive sessions with Sam in the Private Members Only Community to further explore key concepts in the program

$1,600 Value

When you add it all up, that’s a Total Value of $4,891

Monthly

$597

Through Your Effective and Confident Leadership and Governance of
Safety, Health & Well-being
FROM THE BOARDROOM

HERE'S WHAT YOU
MIGHT NOT KNOW

Even though the reasons for becoming an effective boardroom leader of safety, health and well-being are obvious, the path to doing it successfully
IS ANYTHING BUT OBVIOUS!

BOARD MEMBERS DON'T INVEST
IN THEIR OWN SAFETY, HEALTH & WELL-BEING PROFESSIONAL DEVELOPMENT

Six Effective Habits for Purpose-Driven
Board Members to Effectively
Lead Safety, Health and Well-Being