It’s Not Just Policy, It’s About People. Business has always been personal for me. I grew up witnessing the triumphs and tribulations of a family business, experiencing firsthand the rollercoaster of success and the gut-wrenching impact of unforeseen challenges. My parents would discuss business at the dinner table – strategies, the state of the market, customer service, the staff issues, risks, tough decisions. We all knew it, we felt it, we lived it. Those conversations shaped me. I learned that business isn’t just about numbers; it’s about people, leadership, and building that personal  resilience.  In my journey of leading teams, I’ve seen firsthand the frustration of having a disconnected, disengaged team – the long hours spent picking up the slack, the missed opportunities, and the weight of carrying it all alone. I understand the pressure of making tough decisions, the sleepless nights worrying about cash flow, and the constant push to keep things moving forward, even when it feels like you’re running on empty. So when I started my own business, I carried those lessons with me; the importance of adaptability, the weight of responsibility, and the reality that success isn’t just about working hard, but working smart. Frankly, that’s why I’m passionate about helping Registered Training Organisations (RTOs) understand and move with the complexities of legislation and compliance in a way that protects the business but actually enhances it. To share ideas with RTO Leaders so that they can turn regulatory requirements into opportunities for growth, efficiency, and meaningful impact. Because when the foundation is strong, the business can thrive. An RTO is more than just a compliance checklist and a series of training courses; it’s about building connection with learners, creating meaningful collaboration amongst staff, and deeply understanding what drives your people – both trainers and learners alike – to achieve exceptional outcomes. In my business, I wear many hats, allowing me to see the RTO industry from multiple perspectives. As a business coach, I work with RTO owners who often feel overwhelmed by the regulatory environment – an environment that seems to constantly shift – but who are, at their core, driven by a passion for providing quality education and empowering others to achieve their full potential. They’re not just struggling with the sheer volume of compliance requirements; they’re deeply concerned about the impact that these requirements have on their people – the stress on trainers, the administrative burden, and the student experience. For years, I’ve worked in training, marketing and operations, but what truly captivates me is the human element within business. Understanding how people learn, what motivates trainers to deliver exceptional instruction, and how staff connect to create a supportive learning environment are the keys to genuine success in vocational education. That’s why I focus on understanding the decision-making processes of both learners and RTO staff, and how an RTO can be structured and managed in a way that feels authentic, sustainable, and ultimately beneficial, rather than forced and draining. Running an RTO isn’t simply about ticking compliance boxes and churning out qualifications. It’s about creating a strong sense of purpose, and knowing your and your team’s strengths and needs. It’s about operating in a way that aligns with your core values while still encouraging continuous improvement. Let’s be honest, many compliance-driven approaches feel like a blunt instrument, designed to meet regulatory requirements without truly understanding the underlying challenges and opportunities. But what if you could build an RTO that: Significantly improved learner engagement and completion rates? Developed a team culture that inspired and boosted staff morale? Strengthened your reputation within the industry and community? That’s where a thoughtful, people-centric approach comes in. And it doesn’t need to be complicated. Simple, clear, and built to last – that’s what truly effective person centred RTO strategies are made of. Here is a way to approach leading an RTO in a way that works: Understand Your Workforce: Take the time to truly understand your employees’ needs, concerns, and preferences. What are their challenges? How are the trainers ensuring that they have a positive impact on the learner? are they inclusive, or demonstrating bias in their work? Surveys, focus groups, and one-on-one conversations can provide invaluable insights. Self-Awareness and Awareness of Impact: This is key for effective leadership and team dynamics. How do you show up as a leader? What impact does your communication style have on your team and learners? Are you creating a culture of trust and open communication? Self-reflection, 360-degree feedback, and leadership training can help you become more aware of your strengths and areas for improvement. Develop a Compelling “Why” – Beyond Compliance: Don’t just tell people what to do; explain why it matters. Why is quality training important for the industry you serve? How does achieving a qualification impact learners’ lives and career prospects? How does a commitment to excellence benefit the entire RTO community? Clearly articulate the RTO’s mission, vision, and values, and demonstrate how every action aligns with these principles. Meet Them Where They Are – Support Well-being and Professional Growth: Acknowledge the challenges and pressures faced by RTO staff, particularly trainers and assessors. Provide flexible work arrangements where possible to support work-life balance and well-being. Offer professional development opportunities to enhance their skills and knowledge. Create a supportive and collaborative work environment where staff feel valued and respected. Ensure they have the resources and tools they need to effectively perform their roles. Communicate, communicate, communicate – Clearly, Consistently, and Ethically. Open and honest communication is vital. Keep staff and learners informed about changes in policies, procedures, and industry standards. Provide regular updates on RTO performance and progress toward strategic goals. Establish clear channels for feedback and address concerns promptly and fairly. Actively solicit input from both staff and learners to improve the RTO’s operations. In addition, make sure you are actively demonstrating ethical and honest communications, to build confidence across your operations. There’s a natural flow to things when you stop forcing square pegs into round holes – when