Studer Group Australasia

19/12/2025

Our partnership with Studer Group in delivering the Stepping Into Senior Leadership (SISL) program has been transformational for Western Health and our leadership development journey. The program has consistently exceeded expectations, with overwhelmingly positive feedback from every cohort of senior leaders who complete it.
We've witnessed remarkable growth in our participants' leadership capabilities, with many expanding their skill sets and confidently stepping into more senior roles across our organisation.

What sets this program apart is the calibre of facilitation.
Kylie and Ian deliver each session with genuine engagement, professionalism, and deep industry expertise. They are subject matter experts who truly understand healthcare leadership and know how to connect with, inspire, and embed lasting learning with participants. Their ability to translate leadership concepts into practical, applicable skills has been invaluable.

Working with the Studer Group team, has been an absolute pleasure. Their commitment to excellence mirrors our own organisational values, and their approach aligns perfectly with our goals of building strong leadership capability.
The SISL program has become an essential cornerstone of our leadership development strategy, directly supporting our ability to deliver best care to our patients and communities. We look forward to continuing this valuable partnership into the future.

17/12/2025

16/12/2025

Clarity isn’t about saying more. It’s about making what you say matter.

14/12/2025

Following our recent post about the importance of communication in healthcare and how AIDET® helps build trust and confidence, we received some great questions. A few leaders asked for practical examples of “key words at key times” that can make a meaningful difference to both quality and safety outcomes and the partnership we build with consumers.
So, we reached out to our coaches and asked them to share some of their favourite key words or tips that they consistently see improving patient experience and easing pressure on staff. The following are tips that leaders and staff have told us transformed their interactions:
- “While I’m here, do you have everything you need within reach?”
This phrase centres the patient’s immediate needs. It supports dignity, independence, and can even help reduce avoidable call bells and workflow interruptions.
- “What questions do you have?”
A simple shift from “Do you have any questions?” signals that questions are welcome and expected. It encourages conversation, improves understanding, and reduces the risk of miscommunication.
- Explain the “why” behind the “what”.
Whether it’s a procedure, a delay, or a change in plan, taking a moment to share the rationale creates reassurance and trust. Clarity helps people feel informed, involved, and more likely to partner in their care.
- “Your safety is our priority, so here’s what we’re doing to keep you safe.”

When we proactively explain safety measures (medication checks, hand hygiene, fall-prevention steps, identification processes), it helps patients see and feel the layers of protection around them. It reduces silent worry and reinforces confidence in the care being delivered.

These small moments of connection help consumers feel seen, heard, and cared for, while supporting safer and more efficient care. That’s the power of communication done with intention.

What key words or approaches have worked well in your organisation, we’d love to hear them.

11/12/2025

Thank you to Damien Eggleton, Director, Mental Health and Alcohol & Other Drugs, Southern NSW Local Health District, for sharing your kind words and reflections as we celebrate 20 years of partnership and impact.

10/12/2025

Yesterday our coach, Jaime, had the privilege of joining the team at St Vincent’s Private Hospital, Lismore for their staff Christmas lunch — and she didn’t just attend, she had a secret mission.

During her onsite coaching visit, she was asked to be the undercover judge for the Best Decorated Department award. She took the role seriously (and with plenty of pride), making her way through the facility “just popping in to wish everyone a Merry Christmas,” while quietly taking in every detail.

Congratulations to the Renal team for taking out the top prize!

What stood out most wasn’t the competition itself, but the intention behind every display. No matter the department, the decorations were created for the patients — to lift spirits, spark a smile, and bring a moment of light into someone’s day during a tough time.

And a huge thank you to the catering team who wrapped the day up beautifully with a fantastic lunch for all the staff.

This is the heart of St Vincent’s — people going the extra mile, not for show, but for care.

05/12/2025

Have you ever felt caught between being the “kind” leader and the “firm” leader? A frequent question we get asked by our partner organisations is: How do we balance accountability with compassion? This balance can feel like a tightrope walk, but it’s also where strong leadership lives.
If we lean too far into accountability without compassion, it can come across as harsh and demotivating. On the other hand, compassion without accountability risks slipping into permissiveness, where standards fade and outcomes suffer. The truth is we need both.
Why this balance matters in healthcare leadership:
• Accountability ensures safe, high-quality care and fairness across teams.
• Compassion keeps us connected as people, fuels resilience, and reminds us of the “why” behind our work.
• Together, they create trust, fairness, and a culture where people feel supported and challenged to do their best.

Here are a few practical ways to achieve this balance:
1. Set clear expectations – Clarity removes uncertainty and gives people confidence.
2. Follow up consistently – Reliability builds trust and shows that standards matter.
3. Listen with empathy – Understand pressures your people face, then problem-solve together.
4. Recognise progress – Even small improvements reinforce that effort and consistency pay off.

Walking the line between accountability and compassion is not easy, but it’s essential. When leaders model this, they create environments where people can thrive, patients are safe, and care remains excellent.

How do you approach balancing accountability and compassion in your teams?

26/11/2025

How do you bring your goals to life with your team?
Leading a healthcare service or department is a lot like being on a dragon boat.
If the team doesn’t know where we’re going, why it’s important, or the role they play, it’s like rowing without direction. Some may not agree with the course, others may row in a different rhythm, and progress becomes slow and fragmented.
The same is true in healthcare leadership. When goals are unclear, or communicated without meaning, people are less likely to connect or work alongside you to drive results.
But when leaders take the time to communicate the goal, explain why it matters, and connect it to both hearts and minds, the team rows together. That rhythm creates alignment, momentum, and ultimately better outcomes for staff, patients, and the community.
Here's three ways to shape communication around service or organisational goals:
1. Anchor goals in purpose – Link objectives to the impact on patients, staff, and community. Purpose motivates more than metrics alone.
2. Craft messages for hearts and minds – Share the “what’s in it for others,” so people see how their role contributes and why it matters.
3. Make it two-way – Invite feedback and stories to ensure goals feel owned, not imposed.
Healthcare teams face enormous demands. Clear, compassionate communication isn’t just a leadership skill, it’s what helps people feel connected, engaged, and ready to row with you.

How do you bring your goals to life with your team?

23/11/2025

"Since implementing Leader Rounding at Portland District Health, staff have feedback that they are feeling more heard, valued, and supported.
The process has strengthened communication and created meaningful opportunities to recognise and celebrate staff contributions".