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Why sleep is your superpower

Why sleep is your superpower

Are you and your workers skimping on sleep?

It’s been proven that sleep deprivation not only means poorer performance, productivity and safety outcomes, but has an impact on our physical health.

Researchers found workers losing just 16 minutes of sleep (from the 7-9 hours a night recommended) showed a difference between a clear-headed day at work or one filled with distractions.

At the point of sleep deprivation (less than 6.5 hours a night) the likelihood of a workplace accident increases by 70%.

In this deep dive TED Talk into the science of slumber, Matt Walker shares the good things that happen when you get good sleep — and the alarmingly bad things that happen when you don’t (with some surprising insights for men) on both your brain and body.

This includes sleep’s impact on your learning, memory, immune system and even your genetic code — as well as some helpful tips for getting some shut-eye.



Need to get your people focused on all aspects of safety?

Download the Safety Leadership Foundation Program course outline or call us on 1300 453 555.

Learn More About Our Foundational Safety Leadership Program

Focusing on shifting individual attitudes and mindsets regarding how safety is viewed in the workplace, this program also teaches new skills and knowledge to embed behaviour change at an individual and organisational level.

To find out how we can customise this program for your needs call us on 1300 453 555.

Want to transform your organisation's safety culture?

Download Course OutlinesSafety Dimensions offers accredited and non-accredited leadership training for leaders, safety professionals and employees to support organisations to effectively deal with safety performance challenges.

We can train anywhere in Australia and our programs can be customised for your workplace and industry. Download our program guide.

Call 1300 453 555 or email

From our blog

The 4 team leadership mistakes you might be making

The 4 team leadership mistakes you might be making

Being a leader means you’re tasked with many responsibilities, across managing people and teams, organisational expectations and performance. Not every leader is awesome at all aspects of leading teams – here are four common mistakes you may be making:

  1. No vision.
    Without a clear vision compelling your team into action, does your team know what you’re all trying to achieve at a top level? And why should they care?
  2. Not developing your people.
    Are you setting goals to support a growth mindset and creating an opportunity for your people to develop? If not, you’re wasting their potential to move themselves, yourself (as their leader), and the organisation forward.
  3. Not knowing where to focus your energy.
    With so much to manage, do you know what the best use of your time and resources are? Not being able plan and prioritise your people and resources is a recipe for disaster.
  4. Not delegating.
    Burnt out? Micro-managing because you can’t let go? Chances are you’re doing too many things your team should be responsible for. You are also stifling their development. You need to find the balance between a hands-off approach and micromanaging. Look at additional training and development you think they lack and plan regular check-ins while they’re doing their job so you can concentrate on your priorities.

Want to develop your ability to lead teams?

Our Leading Teams program is designed both for managers of intact teams, project teams and for team members working in a matrixed organisation. This program outlines the key stages of team development and how to move the team from early relationship development through to an aligned focus on goals and a collaborative workflow.

Our 2-day program also focuses on planning and prioritisation in order to create efficiencies, reduce rework and optimise individual performance. The Leading Teams program can be taken on its own, or as part of the BSB42015 Certificate IV in Leadership & Management.

After this two-day Leading Teams program you’ll be able to:

  • Better appreciate where to focus your team’s energy in order to increase influence and reduce lost time on things beyond their control
  • Plan, prioritise and evaluate resources in order to create efficiencies and optimise performance
  • Identify opportunities to delegate tasks that support individual skills development and in-role growth
  • Recognise behaviours that occur at each stage of team development
  • Intervene appropriately to lead individuals through the stages of team development (either as a manager or team member)
  • Review your current team against the characteristics of a high-performing team and develop strategies to progress toward this
  • Build a vision and a compelling reason to motivate team members and subcontractors to work together toward optimal performance
  • Set goals to support a growth mindset and opportunities for development
  • Create action plans that can be implemented with current teams


Want to see how this program impacted Downer? Read more here:

Want more info?

Read more about our program BSB42015 Certificate IV in Leadership & Management>

Want this program customised for your workplace and industry?
Call 1300 453 555 or email

From our blog

Engaging Hearts & Minds the key to changing safety behaviour.

Engaging Hearts & Minds the key to changing safety behaviour.

Not getting improvements in your safety leadership culture, or safety statistics? 

It’s highly likely your organisation has failed to engage your people at the ‘hearts and minds’ level required to create and sustain a strong safety culture.

Research shows unsafe acts (behaviours) contribute to 80% of accidents or incidents, whilst unsafe conditions contribute to 20% of accidents or incidents (Hollnagel 1993, Reason 1990). 

Frighteningly, this shows that people’s behaviours are more responsible for accidents than are unsafe environments. The statistics highlight that organisations can have the most stringent safety processes and procedures in the world, yet still have a high incident rate through a failure to engage workers’ values, beliefs, mindsets and attitudes – the keys to changing behaviour.

With a strong demand from organisations in Australia and the UAE, Safety Dimensions has developed a two-day ‘Engaging Hearts and Minds – Creating And Sustaining A Strong Safety Culture’ program, which blends two safety approaches:

1. Engaging the mind through Behavioural Based Safety (BBS) focused on changing behaviour by understanding the mechanics behind our behaviour and;

2. Engaging the heart through Values Based Safety (VBS) which focuses on what drives behaviour at a deep internal level by aligning safety with the values and beliefs of the individual.

 When blended together, Safety Dimensions’ approach captures the hearts and minds of a workforce to ensure sustainable behaviour change is achieved over time.

This highly practical eight-topic program is designed for groups of 8-20 people over 2 days.

Topics covered by participants are:

  1. Safety is personal – Understanding why safety is important to you.
  2. Safety in the workplace – When do you feel safe at work? Why?
  3. Why do people behave the way they do? The psychology of human behaviour and human factors
  4. Changing safety behaviour – Communication and consultation
  5. What makes a good safety culture – The Hudson maturity model
  6. Strengthening the culture – Identifying and managing risk
  7. Strengthening the culture – Setting standards
  8. Embedding new beliefs, attitudes and behaviours – The next steps

Need to engage hearts and minds of your people?

Call us to talk about how we can customise this program to specific needs of your organisation.

Phone 1300 453 555, internationally on +613 9510 0477 or click below.

From our blog

What Do Van Halen & Brown M&M’s Have To Do With Safety?

What Do Van Halen & Brown M&M’s Have To Do With Safety?

Van Halen’s Brown M&Ms – Their Key To Rock and Roll Safety

There’s a long tradition of musicians and actors adding in absurd demands in their performance contracts just because they could.

Van Halen, the American hair rock band of the 80’s were infamous for this inclusion in their contract, Article 126, “There will be no brown M&M’s in the backstage area, upon pain of forfeiture of the show, with full compensation.”

For years this clause was seen as a frivolous and ego-maniacal expression of the rock and roll lifestyle.

In his book, Crazy From the Heat, original front man David Lee Roth explains that the request was actually a quick safety assessment. With tonnes of stage equipment, high powered electronics, pyrotechnics and large crowds, the humble brown M&M was a warning signal to see if the stagehands had been paying attention to each detail of the written contract to ensure the safety of the band, crew and audience.

Watch the David Lee Roth speaking about the Van Halen Brown M&M clause:

Lee Roth writes:
“Van Halen was the first band to take huge productions into tertiary, third-level markets. We’d pull up with nine eighteen-wheeler trucks, full of gear, where the standard was three trucks, max. And there were many, many technical errors, whether it was the girders couldn’t support the weight, or the flooring would sink in, or the doors weren’t big enough to move the gear through. The contract rider read like a version of the Chinese Yellow Pages because there was so much equipment, and so many human beings to make it function.

mm1So just as a little test, in the technical aspect of the rider, it would say ‘Article 148: There will be fifteen amperage voltage sockets at twenty-foot spaces, evenly, providing nineteen amperes…’ And article number 126, in the middle of nowhere, was: ‘There will be no brown M&M’s in the backstage area, upon pain of forfeiture of the show, with full compensation.’

So I would walk backstage, if I saw brown M&M’s in that bowl…..well, line-check the entire production. Guaranteed you’re going to arrive at a technical error. They didn’t read the contract. Guaranteed you’d run into a problem. Sometimes it would threaten to just destroy the whole show. Something like, literally, life-threatening”

Dan and Chip Heath’s book, Decisive, How to make better decisions in life and work they summarise that “David Lee Roth was no diva; he was an operations master. In Van Halen’s world, a brown M&M was a tripwire.”

Image Credit:

Ready to train your people in risk management, hazard identification and subcontractor management?

We have a range of programs to train your people in risk management, hazard identification  and subcontractor management which can be tailored specifically to your industry and organisational needs. Training can be delivered as individual modules or as part of one of our accredited programs.

You can see our full program suite here >> or see some relevant units below:

Risk Assessment & Hazard Identification

This program helps you identify and describe the difference between a hazard and a risk, and introduces a way of thinking about hazard identification and risk management as an everyday activity.

It will also enhance the skills and capabilities of leaders in the areas of hazard identification, risk analysis and identification and how to implement appropriate risk controls.

Download the course outline>>

Subcontractor Management

Learn to effectively manage WHS site risks and performance by learning how to effectively select, manage and monitor the complex and difficult world of subcontractors.  It also covers the WHS obligations regarding subcontractors, stepping through the various stages of effective subcontractor management, including assessing, evaluating safety history, attitude and managing expectations of performance and reporting.

See our 1-day program >>

BSB41415 Certificate IV in Work Health & Safety (Superseded)

Note: program is currently being superseeded, click on the link below for full details.
The BSB41415 Certificate IV in Work Health and Safety is a nationally accredited program which will teach you how to identify hazards in the workplace, assist with responding to incidents, assess and control risk and consult on work health and safety issues. This program is most suited to those in a Safety Officer or Health and Safety Representatives role, or those currently in leadership roles wishing to shift their career into Health and Safety. 

Read more about this program and express interest in the new program >>

Want to find out more about how we can customise our programs to your industry and organisation?
Let's talk!
Call us on 1300 453 555, email or use our contact form here.

More from our blog

WHS Learner Profile – Kevin Walker

WHS Learner Profile – Kevin Walker

Kevin Walker undertook the BSB41415 Certificate IV in Work Health and Safety*, a nationally recognised qualification which trained him to identify hazards in the workplace, assist with responding to incidents, assess and control risk, and consult on work health and...

read more

How to Listen in 8 Simple Steps

How to Listen in 8 Simple Steps

Good communication has long been regarded as a foundation skill of strong leaders. With communication skills, a leader can build trust and robust relationships. They can successfully develop their teams, improve results and influence others. Core to communication is mastering listening. Why do we all need to listen? Because this is the way we learn, understand, empathise, help and be entertained.

We’ve identified 8 simple steps to take to become a master listener!

Put away phones and laptops. Move to a quiet room with no distractions. Or even take a walk. It’s a great way to talk and listen.

Stay present in the conversation. Don’t let your mind drift to other things. Don’t forget to pay attention to body language – body language is all part of how we communicate with one another.

Imagine you’re walking in the other person’s shoes. Even though it can be hard, try seeing things from their point of view. By leaning slightly forward, the other person thinks you’re interested in hearing more.

When you look someone in the eye, it tells the other person that they have your undivided attention. Nodding your head also reiterates that you’re present in the conversation. Be aware not to fidget or slouch – this is body language that betrays boredom and disinterest. React to what the other person is saying, it shows you’re interested

When you interrupt, it shows you aren’t really listening. If you do interrupt, apologise immediately and ask the person to continue.

By asking questions, like “what happened next?” or by offering validation, such as “I agree”, you can move the conversation forward.

If you criticise someone, they won’t confide in you again. Even if you disagree with what the person is saying to you, stay non-judgemental. Once the person finishes speaking, you can calmly state your counterargument.

When it’s your turn to speak, be respectful but honest. Be polite. If you want to strengthen your relationship with the other person, offer your opinion and feelings in return.

Like these steps to becoming a master listener? Download the How to listen checklist to keep as a handy reference.

For more information on our leadership communication programs, visit our leadership programs page.

Ready to elevate your communication capacity?

Want a communication program customised for your workplace and industry?
Call 1300 453 555 or email

Find out more about BSB42015 Certificate IV in Leadership and Management>>