#74 What work teaches us about being human
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#74 What work teaches us about being human
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What work teaches us about being human
Work shapes so much of our lives. It influences our wellbeing, our relationships, our sense of purpose and even how we see ourselves.
Over the past few months, Mike and I have spent a lot of time listening to employees and leaders talk about their experiences at work. We've heard what helps people thrive, what gets in the way, and the things that organisations sometimes don't see until someone finally speaks up.
In this conversation, Mike and I explore some of what we've learned.
We talk about why organisations can grow without evolving, how poor systems and communication can create stress without anyone intending them to, why people don't always feel safe to speak up, and why leadership training isn't necessarily the answer to every workplace problem.
We also unpack the difference between psychological safety, psychological health and psychosocial hazards, and what the new Victorian regulations actually mean for employers.
Perhaps most importantly, we talk about the human stuff underneath all of it: fairness, trust, autonomy, belonging, being heard and feeling like we're part of something rather than simply being managed by it.
Mike brings his experience in law, conflict resolution, workplace culture and mental health, while I bring my perspective from years of working with people around wellbeing, connection and the human side of organisations.
It's a conversation about work, but really, it's a conversation about people.
Timestamps:
00:00 – Intro — welcome to Mike Jensen
03:37 – Mike's path: corporate law → psychiatric law → culture consulting
06:44 – Why Mike went back to uni
08:39 – Is there evidence behind wellbeing fads?
10:13 – The "holy trinity" of old workplace culture: revenue, cost, risk
12:03 – Why the onus is wrongly placed on individuals to "speak up"
14:45 – Mental illness stigma → misread as performance issues
20:07 – Psychosocial hazards are interconnected, not separate
22:14 – Growing vs. evolving — the shared-house furniture analogy
23:53 – Real-world friction: 6 apps, 20 minutes, a mouse that won't scroll sideways
26:52 – Why departments stay siloed
29:26 – Communication as "the common cold" of organisations
30:06 – Remote managers vs. on-site staff — the fairness problem
38:27 – What the new psychosocial hazard regulations actually require
42:29 – Psychosocial hazards vs. psychological health vs. psychological safety
44:30 – Workplace justice explained
49:14 – Is leadership development training overemphasised?
50:18 – The Vic Police return-to-work study
53:06 – Work design, autonomy and agency
55:01 – Role clarity as an overlooked hazard
1:00:01 – Do the regulations apply to small businesses too?
1:01:03 – Where's the line between personal issues and work's responsibility?
1:02:29 – One free, practical first step any business can take
1:04:04 – How this work has personally changed Mike
About Mike Jensen
Mike began his career as a corporate lawyer before moving into psychiatric law, conflict resolution, workplace investigations and change management. He's now completing postgraduate studies in Leading Mental Health in Workplaces at Flinders University and consults to organisations — including hospitals and local government — on workplace culture and psychosocial hazards.
🔗 c4mconsultants.com
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