RTO Mentor - RTO set Up and Business Coaching BLOG

RTO Setup – The Best Time to Plant a Tree is Now

The decision to set up and embark on the journey of setting up your RTO can be daunting. There are countless what-ifs, worries, and fears that can plague the mind of a prospective RTO owner. However, amidst these uncertainties, one thing remains certain: the best time to plant the seeds of your RTO venture is now. In my years of running my consultancy, I’ve had numerous conversations with individuals interested in developing their own RTO. Surprisingly, many of them choose to postpone their plans following our initial discussion. They adopt a “wait and see” approach, hoping for the perfect moment to take action. However, time passes, and after 2, 3, or even 5 years, some return, saying, “Remember me?” And indeed, I do. The reality is, while they were waiting, the landscape of RTO standards and regulations has evolved significantly. Their ideas, were once a feasible endeavour and the delay now presents new challenges and complexities. Compliance requirements have become more stringent, regulatory bodies have implemented changes, and the process of establishing an RTO has become more demanding. The window of opportunity they had envisioned may have closed, leaving them scrambling to catch up with the latest requirements and expectations. However, all hope is not lost. With the right guidance and determination, it’s still possible to navigate these challenges and realize their dream of owning and operating a successful RTO. You can’t alter the past; what’s done is done. Whether it’s been 20 years or 20 minutes since you first considered starting your own RTO, dwelling on missed opportunities or past hesitations serves no purpose other than to hinder progress. Regretting missed chances only serves to dampen your spirits and diminish the likelihood of taking action in the present moment. It’s natural for the brain to resist change. Just like the reluctance you might feel towards going for a run or hitting the gym, despite knowing the benefits it brings, your brain will conjure up all sorts of reasons why you shouldn’t embark on this new journey. It will present you with an array of fears, doubts, and uncertainties, all designed to keep you within your comfort zone. But here’s the truth: those fears are just illusions. Your brain is wired to seek comfort and avoid risk, even if change is ultimately the best thing for you. The time to challenge these fears and take action is now. The longer you wait, the more power you give to those doubts and the less likely you are to make a change. Setting up an RTO is undoubtedly a significant undertaking, but it’s also a rewarding one. It’s a chance to make a positive impact on the lives of learners, contribute to the development of skills and knowledge in your community, and create a business that aligns with your values and passions. The lesson here is clear: procrastination only leads to missed opportunities and increased difficulty down the road. Instead of waiting for the perfect moment, it’s essential to seize the opportunity when it presents itself. By taking decisive action and seeking expert assistance early on, aspiring RTO owners can position themselves for success and avoid unnecessary setbacks caused by changes in regulations and standards. It’s never too late to start. So, seize the moment. Embrace the uncertainty and the fear, knowing that on the other side lies growth, fulfillment, and success. The time to plant the seeds of your RTO venture is now. Take that first step, and watch as your dreams begin to take root and flourish. The time to act is now. Remember, the best time to plant a tree was twenty years ago. The second best time is now.

Should I start an RTO business from scratch, or buy an existing one?

There are numerous factors to consider, so I’d like to offer a guide to help simplify your decision-making process. This article covers so many aspects. Starting at the approach of thoroughly evaluating all the potential advantages and disadvantages of buying an RTO before making your final decision. Have a look and see what not to miss

Managing an RTO can be challenging

Managing an RTO can be challenging, and your leadership style can significantly impact the organisation’s culture, employee satisfaction, and overall success. One effective approach is vulnerable leadership, where leaders embrace transparency, admit their mistakes, and connect with their team on a deeper level. While it may seem counterintuitive, being a vulnerable leader can foster a supportive and productive workplace, benefiting both employees and the leaders themselves. “The courage to be yourself and drop your armour” is a profound statement. It captures the essence of authentic leadership, where being genuine and transparent can create a powerful connection with your team. The Essence of Vulnerable Leadership Vulnerable leadership is about authenticity and openness. It involves acknowledging one’s limitations, sharing personal experiences, and demonstrating genuine concern for others. This approach requires courage, as it goes against traditional perceptions of leadership as being invulnerable and always in control. However, by leading with vulnerability, leaders create an environment of trust and mutual respect. Behaviours and Likability: So often people just want to be liked. Being a leader can make this aspect really hard, because, as a leader you need to make change, make decisions, and convey information that not everyone likes. The way leaders behave and communicate plays a significant role in how they are perceived by others, and consequently, whether they are liked or disliked. However, embracing vulnerability and authenticity becomes easier with practice. Too often, we remain stagnant and comfortable because we’re afraid to try and fail. Being liked and respected is possible, but often likeability comes through courage, rather than likeability fostering respect. “Lead with a soft front and a strong back” is a powerful quote attributed to Brené Brown, emphasizing the balance between vulnerability and strength. Listen to this podcast for more insights: Brené on Strong Backs, Soft Fronts, and Wild Hearts. Being a vulnerable leader requires courage, particularly in maintaining the intent of good at the forefront of your actions. Good communication is key. The distinction between impact versus intent is vital. The best leaders I’ve worked with have communicated respectfully, even if their messages were unpopular. They maintained respect because of their honesty and integrity. Start small and give one or two of these practical steps to cultivate courage as a vulnerable leader a go: Embrace Authenticity – Be genuine in your interactions. Share your experiences and challenges openly, showing that it’s okay to be imperfect. Make an effort to understand things from others’ perspectives. Ask questions, show genuine interest in their concerns, and offer support when needed. Listen Actively – Focus on listening to understand rather than to respond. Pay attention to verbal and non-verbal cues, and show empathy by acknowledging and validating others’ feelings. Acknowledge their feelings and perspectives, reinforcing that their voices matter. Admit Mistakes: When you make a mistake, own up to it. Apologize if necessary and discuss what you’ve learned from the experience. This sets a powerful example for your team. Seek Feedback: Encourage and welcome feedback from your team. Use it as an opportunity to learn and grow, demonstrating that you value their input. At the end of the day, knowing what you stand for and what you’re willing to compromise on is essential. It starts with self-love and self-acceptance. Providing ourselves with feedback and learning from our decisions helps us build the skills and courage to lead effectively. Stay Committed to Good Intentions: Keep the well-being of your employees and the organization at the forefront of your actions. Your intent to foster a positive and supportive environment will guide your decisions and build trust. Behaviours and communication styles can influence likability and respect in leadership. Look at these styles and see if you can add them to your way of working: Authentic leaders are genuine and true to themselves, which fosters trust and likability among their team members. People are more likely to respect leaders who are authentic and transparent in their interactions. Leaders who show empathy and understanding towards others are generally more likable. Empathetic leaders take the time to listen, validate others’ feelings, and consider different perspectives, which fosters positive relationships. Leaders who are approachable and accessible are often more likable. Being open to feedback, willing to engage in conversations, and having a friendly demeanour makes it easier for team members to connect with their leader. Consistency in behaviour and decision-making builds trust and credibility. Leaders who are consistent in their actions and values are perceived as reliable and trustworthy, which contributes to their likability. Benefits for Employees Enhanced Trust and Transparency. When leaders are open about their challenges and mistakes, it encourages employees to do the same. This transparency builds a foundation of trust, making employees feel safe to express their ideas and concerns without fear of retribution. Increased Engagement and Motivation. Vulnerable leaders who show empathy and understanding can boost employee morale. When employees see their leaders as relatable and human, they are more likely to feel valued and motivated to contribute their best efforts. Fostering Innovation and Creativity. A culture of vulnerability allows employees to take risks and innovate without the fear of failure. Knowing that their leaders also encounter setbacks and learn from them can inspire employees to think creatively and push boundaries. Stronger Team Cohesion. Vulnerable leadership promotes open communication and collaboration. Teams are more likely to work cohesively when they feel their leader is approachable and supportive, leading to improved teamwork and a more harmonious workplace. In an RTO, your leadership is the courage to be authentic, transparent, and resilient. Embrace your vulnerabilities, create a safe environment for your team, and communicate with clarity and respect. These qualities foster trust and respect and also empower you to lead with integrity and strength. Remember, true leadership starts with self-awareness and self-love, providing the foundation for courageous and effective leadership. By embracing vulnerability, RTO leaders can enhance their own effectiveness and also create a supportive environment where employees feel valued and empowered. In turn, this leads to a more motivated, innovative, and cohesive team, driving the RTO towards greater

RTO Coach (and mentor)

Running an RTO often feels like you’re steering a busy harbour: constant movement, shifting conditions, and a stream of decisions only you can make. Most leaders won’t admit it, but the real strain isn’t the paperwork — it’s the weight of being the one everyone relies on. It’s the weight of holding the whole business together. The people, the policies, the students, the physical space…I could go on. One misstep and everything could topple. It’s stressful, overwhelming, and exhausting. My role is to help them step back, see the pattern, and put out the fires before they spread. When women come to me, they’re usually carrying a blend of confidence and exhaustion. They know their training. They know the standards. But beneath that capability sits fatigue, decision overload, a team needing direction, and the quiet sense that the RTO is starting to direct them. Sometimes I see it as a heavy curtain drawn between the RTO owner and the clarity they need to make confident decisions. Behind that curtain, they’re juggling staffing issues, compliance updates, running courses and growth strategies, and they can’t always see the path forward. Working together, we gently pull the curtain aside. And along the journey the chaos becomes manageable. The path becomes visible, and the next steps are clear. This is where RTO coaching becomes more than strategy – it becomes realignment. This is the heart of coaching Where clarity that cuts through noise, strategy that feels aligned, and leadership that finally breathes again. Because your RTO is more than a business. It’s a legacy. It shapes futures, opens doors, and lifts people into new possibilities. But it can only rise sustainably when its leader is centred, supported, and clear. Through a combination of strategic planning, leadership development, and holistic coaching, I help RTO leaders move from operational overwhelm to strategic freedom. We design growth plans, implement new strategies, and build leadership capacity so they can step out of day-to-day firefighting. The results are not just operational; they’re personal, and sustainable. Owners start earning more, working fewer hours, and rediscovering the joy and purpose that led them to start their RTO in the first place. It’s deeply rewarding to watch leaders transform, not just in how they run their business, but in how they show up for themselves and their teams. If you’ve ever felt like the ocean is beginning to boil up into a storm – or that curtain is too heavy to lift anymore – you don’t have to navigate it alone. My FREE online Discovery call can help you step back, see the bigger picture, and create the space to grow both personally and professionally. RTO coaching isn’t about adding more to your workload — it’s about giving you the space to lead at the level you’re truly capable of. Book a call today

7 ways to have your RTO Employees Perform to your standards

Running an efficient training organisation means providing quality training and assessment as well as handling employee issues when they surface. And when we look at it, managing employees can be one of the most difficult aspects of running your RTO.

The power of being curious in your business

So how does curiosity affect the bottom line? Planning your business is all about being curious about what could happen if we… It’s about looking at where you want to go, reflecting upon what has happened, and then becoming curious. Using your curiosity skills in your business will enhance: Your awareness (what truly is happening here) Your planning ability (what if I did this…)

RTO Marketing strategies

MARKETING YOUR RTO – MEETING COMPLIANCE The Standards for Registered Training organisations (2015) require that RTOs complying with advertising and marketing standards when marketing and advertising of AQF qualifications to prospective clients is ethical, accurate and consistent with its scope of registration. This is regardless if you use a third party or you undertake your marketing yourself.

Why Quality Reviews in RTOs Can’t Be Fully Automated

Quality reviews conducted by humans can ensure that the training remains relevant and aligned with industry requirements. This in itself is a huge advantage to your RTO as it can enhance an RTO’s reputation among employers and industry partners.

Training and assessment resources (Updated April 2021)

Training and assessment resources are sometimes the biggest investment you will make within your RTO. They take time and often money to get them right.

What I see inside RTOs that nobody talks about

I’ve spent over 20 years working inside the RTO sector. Setting up organisations, managing compliance, managing staff, coaching leaders, and right now, working inside an RTO delivering TAE40122. That’s a lot of time in a lot of rooms with a lot of RTO owners and CEOs. And there are things I see consistently, across organisations of every size, that I’ve begun to realise almost nobody talks about openly. Not at industry events. Not in the trade publications. Not even between peers. So, I’m going to talk about them here. 1. Most RTO leaders are deeply isolated Running an RTO can be a lonely job. You’re responsible for compliance, staff, students, funding, strategy, and culture and in my experience, this often all lands at once, especially in smaller RTOs. Some leaders still love the training side of things too, which adds even more to the load. And yet, who do you actually talk to about it? Most of the leaders I work with don’t have a trusted sounding board. You can’t be fully honest with your team as it would undermine confidence in the business and your own credibility. You can’t always be fully honest with your board or owners as this might look like weakness. LinkedIn is a great place to gather information, but it’s not exactly where you’d post about feeling isolated. And while friends and family want to support you, they often simply don’t understand the world of vocational training. So, you carry it. Quietly. And that isolation, that lack of someone to think out loud with… costs you more than you realise. In your decision-making. In your energy. In your clarity. There is something genuinely powerful about saying a problem out loud. When thoughts stay inside your head, they loop. They grow. They distort. The same concern that felt manageable on Monday can feel overwhelming by Friday – and it is not because it got bigger, but because it’s been circling without anywhere to land. The moment you speak it out loud to someone who is genuinely listening, not someone who needs reassurance from you, not someone with a stake in the outcome, something shifts. The problem becomes smaller. The path forward becomes clearer. And you realise that what felt tangled and impossible in your own head is actually something you can work through. This isn’t just good for your business. It’s good for your mental health. The weight that RTO leaders carry in silence is real – and it accumulates. Having a space where you can be honest, think out loud, and not have to manage how you’re perceived is not a luxury. For a leader operating at your level, it’s a necessity. 2. Busyness is being mistaken for progress This one is uncomfortable to say, but I’ll say it anyway: being busy is not the same as moving forward. I see RTO leaders who are genuinely working themselves into the ground – early mornings, late nights, weekends – and yet their organisation isn’t growing. Or it’s growing, but they’re not – which ultimately puts more pressure on the leader. The hamster wheel is spinning faster, but the destination hasn’t changed. Busyness can actually be a way of avoiding the harder, more important questions. Questions like: What do I actually want this business to look like in three years? Am I building something sustainable, or just surviving? Is the way I’m working right now something I can keep doing? When you’re flat out, those questions feel like luxuries. But they’re not. They’re the whole point. But there’s something deeper going on too. This is what I’m seeing and hearing. For many RTO leaders, busyness isn’t just a symptom of having too much to do. It’s a way of maintaining control. If you’re the one doing everything, nothing can go wrong without you knowing about it. Delegating feels risky. What if someone does it differently to how you would? What if they get it wrong? It’s easier, and often faster to just do it yourself. And then there’s the identity piece, which is even harder to sit with. When you’ve built something from the ground up, being busy can feel like proof that you matter – that you’re needed, that you’re contributing. The idea of slowing down, of stepping back, can quietly raise an uncomfortable question: if I’m not doing all of this, then who am I in this business? Both of these patterns – control and identity – are completely understandable. But unchecked, they take a serious toll on your mental health. Chronic busyness without space to think, reflect, or simply breathe doesn’t just slow your business down. It wears you down. And leaders who are worn down don’t make good decisions, don’t show up well for their teams, and don’t enjoy what they’ve built. That’s a high price to pay for staying in control. 3. What you think is happening and what’s actually happening are often two very different things This is perhaps the most consistent thing I’ve observed across my entire career — and it still surprises me every time. You believe your team is across compliance. Your team thinks someone else is handling it. You believe your trainers are engaged and delivering quality. Walk the floor and a different picture emerges. You believe the business is on a growth trajectory. The numbers tell a more complicated story. This isn’t about blame. It happens because you’re stretched thin, because your team tells you what they think you want to hear, and because there are simply not enough honest conversations happening at the top. The gap between perception and reality is where most RTO problems are born — and where they quietly grow until they become a crisis. So what do you do with this? I’m not sharing these observations to make you feel uncomfortable — although if something above has landed, that’s worth sitting with. I’m sharing them because these are the exact things that change when you

VET Insights / Trainer Capability / Compliance

Earlier this year, I stepped into a short-term contract delivering the TAE40122 to a specific, and often misunderstood, cohort: blue-collar workers. These were experts in their trades – people who could erect scaffolding or dismantle an engine with their eyes closed, yet they were stepping into an environment of assessment, intense wordsmithing, and delivery for the very first time. Many hadn’t written anything longer than a workplace incident report in years. In those first few days of the delivery, the resistance was hot in the air. I heard the groans, the pointed remarks, and the blame, shame, denial and sometimes fear creeping in. The sheer volume of work, the unfamiliar learning management system, and the vulnerability required to express their thinking in writing landed on them all at once. You could hear their internal brakes squealing as they outwardly huffed and puffed. But as we moved through the course, something shifted. Last week, as they finalised their final unit, I witnessed a group of people who hadn’t just learned to assess; they had fundamentally expanded their identities. This experience brought something into sharp focus for me: The true intent of the 2025 RTO Standards. Building People, Not Just Ticking Boxes The Shift from Process to People For a long time, the VET sector has been bogged down in the administrative “how” – the ticking of boxes and the gathering of paper. However, the 2025 Standards for Registered Training Organisations have made a significant shift. They move us away from prescriptive inputs and toward outcomes and learner well-being. Watching my blue-collar cohort grow, I realised that this is what the new Standards are actually asking of us. Here is how true facilitation aligns with the 2025 framework: 1. Learner Support and Well-being (The “Whole Person” Approach) The new Standards place a heavier emphasis on the learner’s journey and safety (both physical and psychological). When my students were “squealing the brakes,” they weren’t being difficult; they were experiencing cognitive overload and fear of failure. Under the 2025 focus, “support” isn’t just about having a policy on a hard drive. It’s about: Active Facilitation: Recognising when a student is disengaging due to stress or anxiety and providing steady encouragement. Tailored Resources: Designing assessments and learning materials that are genuinely accessible, particularly for those who haven’t studied in years. Psychological Safety: Creating a space where learners feel safe to fail, to experiment, and to ask questions without judgment. 2. Adaptive Delivery and Flexibility The “cookie-cutter” approach to the TAE is dying. This cohort would have struggled, or dropped out, in a distance-only, “read this PDF” model. They needed context. They needed to see how their trade experience translated into the training environment. They needed facilitation, conversation, (a bit of metaphorical hand holding) and guidance to connect what they already knew with what they were being asked to teach. Under the 2025 RTO Standards, this approach isn’t just a nice-to-have; it’s part of compliance. The Standards emphasise learner-centred design, active engagement, and accessibility. It’s about recognising that each learner brings a unique mix of experience, skills, and challenges, and creating learning that meets them where they are. For this cohort, providing tailored examples, real-world scenarios, and coaching through the writing and assessment process made all the difference. They weren’t just completing units; they were transforming their identities from workers to trainers, building confidence, and understanding the value of their experience in a teaching context. The new Standards empower RTOs to demonstrate that their training is fit-for-purpose. This means we have the license to slow down, to contextualise, and to focus on the quality of the skill acquisition rather than just the speed of completion. 3. Integrity in Assessment The transformation I witnessed wasn’t just confidence; it was competence. By the end, they understood why assessment validation matters and how to support a learner. The 2025 Standards demand that assessment outcomes are genuine. When we rush learners or do the heavy lifting for them just to get them through, we rob them of that “fog lifting” moment. True integrity is sticking with the learner until they get it – ensuring they leave us as capable trainers, not just certificate holders. The Leadership Role of the Trainer To me, being a TAE trainer has never been about checking units off a list. It’s about empowerment. It’s about building people up from the inside out. The revised Standards call for stronger educational leadership. This means RTOs need to develop trainers who are subject matter experts, AND mentors. We need trainers who can spot the potential in a nervous tradie and nudge them toward a bigger version of themselves. The Takeaway for RTOs If you are managing an RTO or leading a training team, ask yourself: Are our systems set up to handle the “squealing brakes” moments? Do our trainers have the time and emotional intelligence to facilitate identity shifts, not just mark papers? Are we viewing the 2025 Standards as a compliance headache, or as a permission slip to focus on quality human outcomes? Watching this cohort grow has reminded me why this work matters. It’s why I’ll always champion those brave enough to learn in unfamiliar territory- and the RTOs brave enough to support them properly. Here’s to the next group who put their hand up to grow. Blog by Merinda Smith – RTO Mentor, TAE Lecturer, Leadership Coach🎧 Listen to my podcast: The Reins of Leadership💬 Connect on LinkedIn | 📩 Contact me for mentoring & compliance support

RTO Business Planning

For your RTO to succeed, it is important to fully understand what it takes to start, run and grow. Planning helps to establish how you will stand out from the crowd. This preparation is not only needed for your planning but also for your initial audit through a business plan complete with financial plans/projections.

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