Solving modern day business challenges


Great things in business are never done by one person. They’re done by a team of people.


What makes people underperform and how do we get better results?

Psychological Safety + Customer Advocacy Scores are your lead indicators of organisational performance and your exposure to risk

To mitigate risks and drive performance with a human centred
approach (humanity + performance model) we focus on:
1.People; employees, leaders, customers, stakeholders, shareholders
2.Organisational Culture of Psychological Safety as a foundation
3.Strategic Purpose + Brand + Values
5.Organisational Experience
6. Governance + Accountability

The growth coefficent.


Table of Contents.

What is Psychological Safety?

How Psychological safety impacts people + organisations.


Psychological Safety?

Psychological safety is a lead indicator of team performance, organisational and personal risk.

How Psychological Safety impacts people + organisations.


of employees have felt bullied or harrassed at work.


of employees are not engaged at work.

(CALLUP 2021)


Australians attempt suicide every day



of employees
have taken time
off work in the
last 12 months for
mental health.


of board members
believe their
decision making is
compromised due
to psychological
safety in the



of Australian
employees are
looking for a
new job.



of employees
take out their
frustrations on

Why does
Psychological Safety matter?

A psychologically safe environment is one whereby people feel part of the team, feel comfortable asking for help, sharing information and challenging the status quo.

These factors are essential to critical decision-making within our leadership
teams (board, committees, executive leadership teams) and lead indicators
of performance and risk metrics such as innovation and customer centricity
future litigation and ultimately profits.                                                                        
 Psychological safety is a condition in which you feel:
•Included, and a sense of belonging, fostering; strategic direction,
cultural competency, Psychological Safety, neuroscience of leadership, mitigating bias, values and behaviour guides.
•Safe to learn, empowering; change management, upskilling/reskilling workforce, transformation projects.
•Safe to contribute, fostering; problem solving, critical decision making, Customer Centricity, engaged employees.
•Safe to challenge the status quo, fostering; innovation, critical decision making, human led design, codesign.

What Psychological Safety is
(and is not), exactly.

Psychological Safety is a belief that one will not be punished or humiliated for speaking up with ideas, alternate views, questions, concerns or mistakes.

It is currently a Workplace Health and Safety regulatory obligation
to assess, measure and take action to correct psycho-social hazards.
The Commonwealth and State Governments recently committed to
ensuring that psychological safety was emphasised in the WHS Acts
and are issuing notices to boards, directors, executive leaderships
teams on breaches.
Psychological Safety is not about being nice and getting along. It’s
about giving and receiving feedback, intellectual debate, openly
admitting mistakes, learning from each other, and giving each other
permission to initiate and improve. This means creating very clear
rules of engagement, consequences of misconduct and clarity around
the purpose and roles of all participants. Without the accountability
frameworks, we are creating unprecedented levels of uncertainty and
fear which is driving defensive behaviours and decision-making which
is not in the best interests of anyone

When you should invest in Psychological Safety?

It’s normally a good sign that it’s time to engage a specialist when you’re considering:

  • To identify any “blindspots” or unidentified issues bubbling under the surface
  • To identify regulatory or legal compliance risks
  • Prior to, or immediately post a merger or acquisition
  • To start to scale and achieve innovation and customer-centricity goals
  • To acquire and retain good talent
  • Prior to listing on the ASX, or any other public stock exchange
  • Prior to purchasing a business
  • Churn rates of over 30% experienced in your organisation
  • (customers or employees)
  • Prior to investing in large projects




Solve modern business challenges with People + Science.

People + Science tools are founded in neuroscience
which identify, diagnose and inform tailored recommendations to turn your greatest threats into your greatest achievements.

How our People + Science tools help leaders.

Critical decision-making is necessary to drive better performance and mitigate both organisational and
personal risk.

When teams within an organisation operate within an environment
of Psychological Safety, the organisation is setting itself up for growth,
and a sustainable competitive advantage.
Our People + Science tools enable us to:
the current and future WHS exposures, with a slim
margin of error, as a result of Psychological Safety.
•Estimate the cost
of lack of team cohesion and Psychological
Safety — the dollars your organisation is missing out on.
•Mitigate the risk
leadership teams, boards and managers are
exposed to as a result of not creating team Psychological Safety.

Boards that are able to function effectively as a team have 800% greater impact on firm profitability than any one well-qualified director.


How we empower organisational growth.

Our tools give you the knowledge you need to make good decisions, provide clarity, inspire confidence, connect and engage, create positive impact and leave a positive legacy in your organisation.

Our approach.

We work with leaders that want to do more than tick a box.
We work in 90 day sprints.



01 Assess.

Organisations differ; every organisation is complex and unique.
It is critical that we do not rely on surveys but conduct rigorous
interviews and availability for conversation with stakeholders.
For us, it is important to assess an organisation with high levels
of trust, impartiality, and independent



02 Research.

Data, science and research — insights and learnings; all insights
start with conversations, surveys and interviews. We are able to
conduct both qualitative and quantitative research. We have
extensive experience with internal and external stakeholder
research and analysis


03 Training.

Our analysis allows us to prioritise the levels and therefore the
impacts of training and development. Importantly, we are able
to identify any risks in the environment that create a barrier to
skills enhancement and training. Our training can be conducted
virtually or face-to-face. We offer flexibility and customisation for
geographically, culturally and learning diverse workplaces.


04 Consult + Advise.

Business tools; we provide access to our business tools, virtual
boards and facilitation notes, and training to enable a sustainable
transfer of information and insights.


05 Support.

We work with teams as an added set of hands, ear and shoulder
to get the job done. We share insights and knowledge as we go,
and work in both sprints and journeys.


06 Codesign Solutions.

Team driven insights; codesigned solutions based on
your organisational resilience, change readiness, strategic
goals, resources and people. This may involve mentoring,
workshops, training, processes, procedures, communications,
or codesigned workshops.

What we do.

We work with leaders that want to turn their greatest risk into their greatest achievement.

Cultual Diversity Mapping.

Learn cross cultural management strategies. Proof of cultural
competency will be necessary in some government programs

Risk assessment.

Identify future risk and golden opportunities. Links to regulatory
and legal compliance, governance and risk frameworks.

Psychological Safety Index.

Meet and exceed your legal, regulatory and people obligations
with an evidence based People Audit.

People + Culture Audits.

Change management, leadership support, board evaluations
and assessments, and leadership courses (People + Science
Foundations, Ignite Leadership, Accelerate Leadership Programs)

Cognitive maps.

This tool allows us to map the cognitive differences within
teams to gain more empathy, compassion, strength based
analysis and accountability.

Organisational Experience (CX + EX)

Evaluating the organisational experience from the perspective
of multiple stakeholders. This includes using tools such as
Journey Mapping, Value Propositions, UX design and codesign.

Leadership Index.

An Index that evaluates the impact on psychological safety
and influence of a leader within a team setting. This identifies
leadership competencies to support leaders in their quest for
leadership development.

Stakeholder + Customer Advocacy Assessment.

Assess stakeholder engagement, satisfaction and advocacy,
and identify opportunities to achieve the greatest impact.

Predictive modelling.

Estimate and forecast of lost productivity, future churn and
WHS claims.

How we are different.

We use the People Plus Science® framework for all assessments,
research, communications frameworks, benchmarks and approaches
to business strategy and implementation.

Our process identifies and provides tailored recommendations
to mitigate the greatest and often unidentified risks to both the
organisation and the leadership teams.

Our tools are based on data, facts and root causes to accurately
diagnose and solve “people” issues. We do this in partnership with our
leaders and managers (current and emerging).


01 Based on Facts


02 Predictive Modelling


03 Codesigned Solutions


04 Diagnosis+Solutions

04 Diagnosis+


05 Competency Training + Development


06 Leadership Support

How you can engage us.

01 Organisational Change Readiness + Resilience Assessments.

The tools built to assist leaders. This tool was built for those about to engage in change or transformation projects, large IT and process and systems changes, organisational restructures, mergers and acquisitions, or change in strategic direction around customer centricity or innovation.

02 Build Legacy Leaders.

Facilitated workshops to develop stakeholder engagement strategies and risk management frameworks. Neuroscience framework to identify key stakeholder motivations and performance indicators, areas for improvement, reputational alignment and communications strategy.

03 People + Culture Audits and Dashboards.

A range of indices that map and measure organisational resilience, change readiness, psychological safety, trust, and leadership. Engage People + Science or an accredited partner to run the diagnostics and people audits.

04 Customer Centricity and Experience (CX).

Facilitated leadership workshops and customer experience maturity assessment and net promoter score assessments. Designed to understand the value of your current and lost customer segments, identify new
segments and service levels and steer the path for innovation and organisational growth.

05 Stakeholder Engagement and Risk Management Frameworks.

The book, ebook with 6 foundations and 12 principles to build strong leaders in your organisation and provide a guided path for current leaders when things get tough. Programs designed for current leaders that need inspiration (Ignite Legacy Leadership), for emerging leaders and managers (Accelerate Legacy Leadership), and for teams who are needing organisational resilience and cohesion (Team Resilience).

06 Facilitated Workshops and Assessments for Boards + Executive Leaders

Workshops to enhance the cohesion of boardrooms, strategic workshops, psychological safety assessments and learnings, organisational psychological safety and culture reports. Workshops can be conducted virtually or face to face.

07 Advisory boards.

Establish advisory boards to work with governance boards or with founders. Valuable for subject matter expertise i.e. workforce strategy, psychological safety, customer centricity and innovation. Also valuable for startups, mergers and acquisition teams, growth and scaling organisations.

08 Consulting.

We work with legacy leaders who want to leave the workplace better than they inherited it. Leaders committed to facing workplace and customer challenges head on to build thriving teams and individuals that love to serve their customers.

09 Workshops.

Virtual and in person. We use a fun, collaborative team setting online or virtually to build confidence and certainty in strategy, customer centricity, innovation, culture, values, employee engagement, stakeholder engagement, risk management and innovation

10 Research.

Our research goes in depth into modern human challenges. Looking at the impact of psychological safety on decision making, advocacy and customer impact. We apply learnings in neuroscience to organisational frameworks. We conduct research for associations, organisations and with universities. We continue to publish the Australian Psychological Safety in Boardrooms benchmark and will continue to development industry psychological safety benchmarks.

11 Speaking.

We welcome opportunities to speak on legacy leadership, psychological
safety, workforce strategy, customer centricity, diversity and inclusion, cross
cultural management, neuroscience in decision making, neuroscience
in communications, neuroscience in leadership, innovation and change
management and communications.


People + Culture Dashboards

A range of indices that map and measure organisational resilience, change readiness, psychological safety, trust, leadershipimpact, and cultural and cognitive diversity.

Engage People + Science, or an accredited partner, to run the diagnostics and people audits.

Our Dashboards

Our frameworks are designed to provide the business with the
intelligence to make positive change. We inform leaders so that they are
not “blindsided” and can take control with targeted, cost- effective action. 
We use a number of frameworks founded in neuroscience to achieve 
results with impact.


Productivity + Psychological Safety.

We identify the missed opportunity in terms of productivity. We identify the future complaints. We identify team performance issues.

Psychological Safety.

We identify the gaps that take you across the four stages of Psychological Safety. Stage: 1) Safety to connect; 2) Safety to learn and admit mistakes; 3) Safety to contribute;
4)Safety to innovate and show initiative.


We run a trust diagnostic across the business to identify areas where we can improve on trust. We use trust indicators such as integrity, results, intent and capability.


We provide you with the skillset to work
collaboratively, providing a framework to help people work and interact together in a way that promotes reward instead of threat responses.

Organisational Resilience Score©

To be able to sustain a competitive
advantage it Is necessary to have high levels
of customer centricity and innovation. Lead
indicators include the above metrics and also
the environment of support and the barriers
to good practice.

Change Readiness Score©

Assesses the readiness of the organisation and teams to transform prior to any major change project. Understanding the behavioural barriers early allows for early intervention and successful transformation, mergers or purchases.


A tool based in neuroscience. Evaluate readiness of innovations, product ideas and concepts, mergers and acquisitions for business owners, product managers and developers. Seeks to eliminate the majority of biases in product development process

Customer Centricity.

We conduct research to gain insights into product, service, and experience gaps, and develop strategic initiatives to increase business advocacy and gain market share. Proprietary MICARES framework is used to identify key customer perspectives.

Stakeholder Engagement.

To be able to sustain a competitive
advantage it Is necessary to have high levels of customer centricity and innovation. Lead indicators include the above metrics and also the environment of support and the barriers to good practice.

Cultural Competancy/Intelligence

Mapping and building team and leadership
awareness of cross cultural perceptions
and communications differences to enable

Diversity, Equity + Inclusion.

An indicator to map and index the
diversity, equality and inclusion support
within teams.


Tailored Solutions + Support

We provide a range of tailored solutions and support, including training and workshops.

How we can support you.

Tailored Soloutions.

Our solutions are based on the evidence provided using the People + Science
assessments. This means time and budget are not wasted with activities that
are not critical to achieving impact.

Legacy Leadership Competency Training.

With organisations we assist them build the competencies required of their
leadership team to drive effective decision-making and leadership


Topics we train on include:
•Psychological Safety (risk and reward)
•For Boards, Organisations, and Teams
•Difficult Conversations
•MICARES Social Dynamics
•Customer Centricity
•Cross Cultural Management (Diversity + Inclusion)
•Neuroscience in Leadership
•Neuroscience + Decision Making
•People + Science Tools
•Innovation and Startup Foundations


Our workshops cover the following topics:
•Neuroscience in Leadership
•Cultural Competency and Intelligence
•Culture Code + development of values
•Customer Centric Leaders
•Driving High Performance and Mitigating Risk
•Psychological Safety and Legal Obligations
•Team Dynamics
•Effective Decision-Making
•Human Led Design Workshop


We pride the following consulting:

•People + Culture Audits
•Organisational Structures
•Strategy; Business , Marketing and Product
•MICARES Content Evaluation
•Customer/Stakeholder Mapping
•Advisory – member of the Advisory Board Centre
and a Certified Chair.


Our success

How we’ve partnered with organisations to identify
their greatest risks, and turned them into their
greatest achievement.

We take the privacy and confidentiality of our clients very seriously. We will not identify the organisations we work with so we will provide examples where organisations and people are protected.


Re-engaging a team post COVID.

BOARD + CEO BRIEF: Staff are disengaged post COVID. We have new clients onboarding. Please help.



Perceptions from leadership teams are often different to those in the front line. Research is essential. Preferably with a 3rd party that is trusted, impartial and can provide diagnosis and solutions.

Organisational risks were previously unidentified using internal processes, putting board and management team and staff at risk. There was a focus on activities that would have little to no
impact on organisational performance but would increase risk.

A national telecommunications organisation approached us to do some work with their staff
engagement. The organisations teams had just returned to work from lock down during COVID
and the perception from the management team was that the team needed to increase their levels of “connection and belonging” to re-engage with the organisation. A significant budget
had been allocated to do this engagement however, management thought to utilise the People Plus Science Assessment tool to identify root causes of disengagement, and highlight to management recommended actions.

People Plus Science conducted the following assessments: People + Culture Audit/Psychological

Safety Audit and Psycho-social risk assessment.

Two state based teams were “at risk” with very low levels of psychological safety. These teams were high performing teams.


Six psycho-social hazards were identified, Four compliance breaches, one physical safety risk

Organisational priorities were different to those “identified” by management


    • Fairness – annual reviews, access to overtime, allocation of tasks, pay based on seniority rather than tasks. 
    • Autonomy – risks around new client, inability for routine task to be completed impacting on the motivation and empowerment of staff.
    • Physical risks and psycho-social risks – new client was exposing teams to risk due to poor processes, due diligence and bullying of staff. Miscommunication resulted in a lack of report of equipment quality. 
    • Miscommunication between the board, the management team and front line managers. A lack of cultural competency training meant that communications was often misunderstood. As many of the teams were related, the misunderstandings and conversations were happening within the team but without management. The messages communicated were misinterpreted by several teams and due to a lack of understanding of cross cultural management – the teams were put at significant risk both physically and mentally



Risk of prosecution.

  • New safety processes
  • Cultural competency training for management team
  • Codesign workshop with new client
  • New client contracts, performance, penalties and management
  • Review of HR policies
  • Transparency of reporting of overtime, offers of work, pay
  • Bi-Annual People and culture audit conducted
  • Pulse surveys
  • Sharing of learnings to deal with difficult clients



Seven factors that were previously unidentified, with a potential risk of death or injury under uniform WHS legislation were uncovered. They carry a maximum penalty of;








$1.5 million



in addition to impacts on policy
payment, and any impacts as
part of a personal injury claim.

Productivity lost.



per annum