Author: Tom Lofthouse

In leadership, doing nothing can feel deceptively safe. When the business is stable, the team is performing, and the spreadsheets look fine, it’s easy to keep steering in the same direction. But in Western Australia’s fast-moving industries – from resources to construction, logistics and beyond – complacency and fear of change aren’t safe at all. They quietly erode leadership effectiveness, dampen innovation, and create ripple effects that harm productivity and employee wellbeing.

It’s ok until it isn’t. A sudden economic or policy shift, key employees leaving, clients changing providers, can all cause catastrophic impacts on a business.

Leadership stagnation also doesn’t always announce itself loudly. It often shows up as procrastination – putting off tough conversations, deferring strategic decisions, or waiting for ‘the right time’ to act. It can look like inertia, sticking with legacy systems, outdated processes or long-standing suppliers, even when the warning signs are clear. And it’s often fuelled by fear: fear of making the wrong call, of disrupting the status quo, or of facing resistance.

Over time, these small acts of inaction accumulate into a dangerous leadership habit. Research published in the Journal of Occupational Health Psychology in 2020 found that indecisive or inconsistent leadership behaviour directly correlates with higher stress and disengagement among employees. In other words, when leaders hesitate, employees absorb the uncertainty.

Inaction has consequences – especially for your people

When leadership stalls, so does everyone else. Employees begin to feel unsure about priorities, projects lose momentum, and morale declines. Safe Work Australia and WorkSafe WA have both identified ‘poor organisational change management’ and ‘lack of role clarity’ as key psychosocial hazards – the kinds of workplace risks that can lead to stress, burnout and mental health issues.

Inaction isn’t neutral; it’s an active contributor to workplace harm. Under WA’s Work Health and Safety Act 2020, employers have a duty to manage psychosocial risks — and that includes those created by leadership behaviour. Unclear communication, ongoing delays, and inconsistent direction can all constitute organisational hazards if they cause stress or confusion.

A 2022 Safe Work Australia report found that workplaces with low psychological safety and high ambiguity experience increased absenteeism, reduced engagement, and higher turnover. That’s not just a people problem; it’s a bottom-line one. For WA organisations already managing tight labour markets and skills shortages, losing good staff because of avoidable leadership inertia is an expensive mistake.

The leadership trap: ‘we’ve always done it this way’

The phrase ‘we’ve always done it this way’ might be the most dangerous sentence in leadership. It signals comfort – and comfort is the enemy of growth. Studies from the Harvard Business Review have shown that companies failing to adapt to changing environments can experience a 20% decline in market share within just a few years.

In Western Australia, where industries are being reshaped by automation, sustainability requirements, and global competition, the cost of sticking to old patterns is even higher. The leaders who thrive here are those who can pivot, communicate change clearly, and empower their teams to adapt without fear.

Leadership training: a circuit breaker for complacency

The good news? Leadership stagnation isn’t permanent – but breaking it requires intentional development. Training and professional learning give leaders the structure, confidence and tools to move from reactive to proactive.

Studies show that organisations investing in leadership development report significant increases in employee engagement and improvements to decision-making speed. Structured training helps leaders recognise avoidance behaviours, address fear-based thinking, and develop strategies to manage change effectively.

When leaders learn to make timely decisions, communicate transparently, and delegate with clarity, they not only drive performance, they also reduce psychosocial risk across their teams. Employees feel safer, more supported and more motivated when they see their leaders taking action and leading with purpose.

It’s time to move

If you recognise patterns of delay or hesitation in your leadership team – projects that drag, initiatives that never quite get off the ground, or cultures where ‘waiting it out’ feels safer than acting – it’s time to move. In a world where change is constant, inaction is the real risk.

Aveling has spent almost 30 years helping Western Australian organisations and leaders break free from ‘how we’ve always done it.’ Through evidence-based leadership and development programs, Aveling equips leaders with the skills and mindset to act decisively, communicate with impact and inspire confident, change-ready teams.

In leadership, progress doesn’t come from standing still. It comes from being brave enough to move – even when it’s uncomfortable. Complacency is easy. Action takes courage. And courage can be learned.

If you’re ready to lead change instead of resisting it, contact us to find out how we can help you get there.

Across industries, locations and roles, the same challenges keep surfacing for Australian businesses: AI, digital transformation, regulatory change, and geopolitical uncertainty. What ties all of these together is the need for agility and adaptability.

KPMG’s Keeping Us Up at Night 2025 report highlights organisational agility as a defining capability to address these challenges into the future, emphasising that flexibility is no longer optional – it’s a requirement to stay competitive. But how do you create a business that is agile, scalable, and resilient?

While tools and systems such as project management software provide structure, the real enabler of agility lies deeper. At the heart of every adaptable organisation is the same foundation: communication and collaboration.

So, how can businesses build a culture of collaboration that strengthens agility and prepares them for long-term growth? The answer lies in leadership, culture, and capability – and it requires everyone to be part of the process.

Why collaboration drives agility

Agility in business means more than being able to respond quickly to external change; it means teams can adapt, innovate, and problem-solve together without losing focus or momentum. Yet many businesses struggle because teams work in silos, duplicate efforts, or fail to leverage expertise across the organisation.

Truly collaborative teams understand their interdependencies. They are clear about roles, share information freely, and celebrate collective wins. This reduces inefficiency, frees leaders to focus on strategy, and creates space for innovation.

But building this type of culture doesn’t happen by accident. It requires clear leadership decisions and consistent effort to shift behaviours and mindsets.

Three phases to building a collaborative, agile organisation

1. Build a foundation of trust and safety

A culture of collaboration begins with leadership setting the tone and building an environment of trust. When employees feel safe to speak up, share ideas, or admit mistakes, collaboration flourishes.

• Lead by example: leaders who show vulnerability and invite feedback signal that openness is valued.
• Foster psychological safety: encourage contributions without fear of criticism or retribution.
• Clarify goals and purpose: align teams around a clear mission and shared objectives.
• Promote open communication: use transparent processes, share information consistently, and make it easy for team members to connect across roles and functions.

This foundation not only strengthens collaboration but also ensures people are aligned and working toward common outcomes.

2. Develop leadership capabilities

Collaboration and agility require capable leaders at all levels, not just at the top. Developing leadership skills across your workforce creates resilience and spreads accountability. Areas to focus on include:

• Communication: active listening, empathy, and constructive dialogue are fundamental to collaboration.
• Emotional intelligence: leaders who understand and manage emotions build stronger, more engaged teams.
• Personal development: encouraging self-awareness helps leaders recognise blind spots and respond more effectively.
• Mentorship and shared learning: pairing experienced leaders with emerging ones helps transfer knowledge and foster growth.
• Practical, relevant training: tailor programs to real organisational challenges so leaders can apply skills immediately.

When leaders at every level are equipped to collaborate, businesses unlock hidden expertise, boost confidence, and create efficiency across teams.

3. Reinforce and sustain collaboration

Culture change requires ongoing reinforcement. Agility doesn’t come from one-off initiatives; it develops through consistent support and recognition. Businesses can embed collaboration by:

• Delegating power and responsibility: share decision-making and empower teams to take ownership of outcomes.
• Encouraging cross-functional collaboration: create opportunities for teams to work across departments, broadening understanding and problem-solving capacity.
• Celebrating wins: recognise collaborative achievements both formally and informally, encouraging repeat behaviours.
• Utilising collaboration tools: implement digital platforms that enable connection, knowledge sharing, and project tracking.

By weaving collaboration into everyday operations, businesses can ensure agility is not just a concept but a lived practice.

The role of leadership development

None of this is possible without effective leadership. The skills needed to build collaborative, agile organisations such as communication, people management, emotional intelligence, and change management, don’t come naturally to everyone. They must be developed, refreshed, and adapted to evolving workplace needs.

Leadership development programs provide the foundation for this growth. Short, targeted workshops can sharpen specific skills, while longer qualifications such as Certificates and Diplomas offer comprehensive capability building. Importantly, leadership development is not a one-time investment; it should be part of a continuous learning culture.

Identifying leadership potential early and offering opportunities to learn and practice ensures that businesses are not only collaborative today, but are also cultivating the next generation of agile leaders.

The bottom line

Agility isn’t just about moving faster, it’s about moving smarter, together. Collaborative teams, supported by strong leadership and a culture of trust, are more innovative, more resilient, and better equipped to navigate uncertainty.

At Aveling, we partner with organisations to design leadership and professional development programs tailored to these needs. Whether through solid inductions, comprehensive qualifications or targeted workshops, we help businesses build collaborative teams and agile leaders ready to meet the challenges of tomorrow.

Explore our leadership and professional development courses here, or contact our team to create a training plan tailored to your organisation.