Most practitioners carry responsibility for psychosocial risk without the formal authority to change how work is designed. Progress depends on credibility, judgement about where to push, and the ability to keep a program moving when priorities shift around you.

This session focuses on the leadership capability the role actually demands: holding a position under pressure, deciding which battles matter, building coalitions across functions, and sustaining momentum without executive mandate.

Participants will work through short scenarios drawn from real practice and leave with practical approaches they can apply immediately.