Our approach

Customised, practical & sustainable

How we work

Our approach is designed to ensure success is sustained long after we’ve left the scene. If it’s not sustained, it’s not successful. Achieving sustainable results requires an ability to know exactly where to tap by asking penetrating questions, unpacking blind spots and developing powerful strategies. It requires transparency and real partnership.


We’ve been working with The Jonah Group over a number of years in safety and sustainability leadership. Their ability to listen, respond, customise and deliver the program in a practical, engaging manner has been key to our success.

Tim O’Connell, Safety & Sustainability (S&S) Group Lead

A new paradigm

We aim to shift thinking, re-define what’s possible and empower people to move towards a ‘Growth Mindset’. This mindset is underpinned by a fundamental belief that a growth mindset is fundamental to success.

Safety, mental health and leadership typically receive increased attention only when there is a problem or ‘something needs to be fixed’. This creates a survival mindset within the business. Key to transformation is mobilising the head, heart, and gut. This requires a new way of thinking, one that values growth as the driver rather than survival.

Old Paradigm
Control and Blame

New Paradigm
Curiosity and Learning

Old Paradigm

Control and Blame

New Paradigm

Curiosity and Learning

Our process

Step 1


Whether it is safety, mental health or leadership, understanding your current state is key. This starts with measuring the current performance, identifying strengths and weaknesses, hot spots and cold spots. Hot spots provide the greatest leverage for improvement. Cold spots provide insight into opportunities for resource re-allocation or shared learning.

Step 1

Step 2

Plan & Design

Customising a solution that is a match for your business needs takes careful planning and design. We take a big picture approach and consider governance, past initiatives, current skills, internal capability, agreed measures for success, communication, and a workplace engagement campaign.

Step 2

Step 3


Once we’ve identified your hot spots, we work with you to develop base-line solutions to deliver accelerated improvement results and sustained success. This may involve strategic advice, development of leaders and employees, coaching, providing tools and online support and embedding learnings into day-to-day activities.

Step 3

Step 4

Sustain & Thrive

We believe that real success is determined by your ability to sustain initial success achieved, and your ability to independently generate continuous and never-ending improvement. We work with you to develop your internal capability to influence your culture in a way that is alive, dynamic and improving.

Step 4

Our philosophy

We believe transformational change is the result of a series of individual 2° shifts that people make throughout the organisation. These may be shifts in strategy, direction, priorities, beliefs, attitudes or behaviour. What is important is that these shifts are genuinely owned at an individual level.

When coaching individuals and teams, we actively seek to help people define meaningful and challenging 2° shifts. As a result, new neural connections are created which drive empowering beliefs and breakthrough behaviours.



We are here to help you identify where to start. It’s what we excel at – unpacking your view, asking questions to trigger a deeper inquiry and enable us to collaboratively identify where to start. It’s a one-hour consultation, free of charge.

When you contact us, we connect you with one of our expert consultants. We ask a series of questions that helps you get clear on where to start including the scope and stakeholders you may need to influence and get on board. Independent of whether you choose to work with us or not, our intent is to leave you with more clarity so you can feel confident in your first step. We may or may not be a right fit. We stand to support you and guide you to your best fit.


Fantastic!  We believe in setting us both up for a successful engagement we can look back on with pride. To do this, we conduct a two-part process prior to any engagement.  

The process works like this, we match one of our expert consultants with you to better understand your needs, budget and objectives. If you’re after a stand-alone program, we work with you to make this happen and customise the program to your needs.

If you’re interested in working with us on a more strategically level, this is a two-part process. Part 1 involves an initial consultation. Part 2 involves a ‘readiness evaluation’ which helps us gauge your organisational readiness for transformation. It also informs the strategy, how we work together and our team makeup.

Strategic transformation requires growth and willingness to change. The speed and extent of growth will be informed by your readiness level. We aim to take you to the edge of growth, not over the edge. The readiness evaluation involves conducting meetings with a cross section of your leaders and key stakeholders to understand current state, associations, past initiatives, language, collective and unconscious mindset. This can be done in a couple of days.

For some companies their level of readiness is immature, and we may propose an alternative step to better support you and ready you for cultural transformation.


1. Top-down: Influence your CEO or Manager directly. We can either help you do this by organising an initial meeting or phone hook up or you can do this through implementing a campaign to establish the ‘urgency for change’ and the cost of inaction. What is it costing the business to have this issue?

As human beings, we are all motivated by emotion. We only choose to change when we are emotionally engaged and really get the cost of not changing. Influencing management requires highlighting/ communicating the cost of inaction, creating a sense of urgency and offering a solution that is in their sphere of control and influence.

2. Bottom-up: You can do this if you have an allocated budget and enough influence to engage us to conduct a ‘readiness evaluation’ and implement a pilot program to target your problem area. The results of the pilot program and participants will be internal advocates.


Depends on what you want.

On one end you may want to run a stand-alone training session or series, independent of a larger strategic approach. If so, we can dive straight in.

On the other end, you may want a culture transformation program which is sutained and integrated operationally. This will require a readiness evaluation.


Possibly, but not necessarily. You should have a certain level of maturity in your safety systems. The truth is, your safety systems are only as good as how well people use and value them. Our strategy and approach aims to bring to life your vision, enabling your people to deliver your strategy. This often requires a system, people and culture approach. Systems and people cannot be separated.


Without knowing whom you’ve worked with in the past, we can’t answer specifically. We have worked with many organisations that have worked with other companies to achieve their desired results in the past.

Here are some of the factors they say that distinguish us:

“Jonah Group really do customise their programs. They worked with us from the ground up and built on the good stuff we’d done in the past. They didn’t come in with their solution. They ensured we owned it from the start”. – Tim O’Connell, Dulux Group Sustainability Manager

“They told us what we didn’t want to hear, but needed to hear. I can imagine as a consultant with a potentially large contract up for grabs, it was risky” – International Mining Company

“Their approach is practical, dynamic and super charged with energy. Haven’t seen so many of my guys get excited about a safety program before”. – Brad Hordern, Dulux Executive General Manager – Supply Chain and IT

“They share their knowledge, experience and material generously. They are serious about building internal capability and empowering our front line supervisors to make them look good in front of the troops” – Tamara Ruhle, Energex


RUOK day and other single day events are a great start, but are unlikely to bring any sustainable, systemic change to your organisation.  To ask what’s next really depends on your organisations level of readiness to prioritise mental health into the bloodline of Risk, operations and culture..  We can help improve the psychological safety of your workplace in a variety of ways.  Training & education is a critical component of any Workplace Mental Health strategy as it ensures your people not only know how to respond to a situation, but it effectively gives them the permission and the support to respond.  This could include courses for Managers, Frontline staff and Mental Health First Aid.  Further to this we can look at your internal Policy & Procedure’s or get more targeted in response to certain situations including Bullying & Harassment or Mental Health Critical Incidents. 


Ignoring Workplace Mental Health puts your people at risk and has a direct flow through to the bottom line.  When considering the safety of your people, you need to include both their physical and mental health, otherwise you are really only looking at half the picture.  A mentally unwell person presents a safety risk which can cause an increase in human error, resulting in mental and physical injury, property damage and reputational risk.  Further to this, the costs come through from absenteeism, presenteeism, staff turnover and compensation claims.  The question really is how can you afford not to invest in Workplace Mental Health?


Workplace Mental Health is completely a part of Safety.  The mind and the body work hand in hand. If the priority is only based on workers physical health, then you are not looking at the whole picture.  Just because an employee follows all the systems and processes to be physically safe, does not mean they are working with a healthy mind.  We need to ensure that people are able to get the help and support they need if they are Mentally unwell, and that they are able to speak up to ask for it when they need it.  In situations where this is not the case, and you have people who are mentally unwell unable to speak up, the work environment is not a physical or psychological safe one.