Fists in Solidarity


We strive to create a world where we will tell our children and their children how we worked to build a planet that is environmentally and socially healthier than which we inherited. 

Laconic provides a workplace for diversity, connection and the opportunity to develop personally and professionally, regardless of race, gender, age, religion or physical ability. 

We believe that difference is to be celebrated and that every person’s uniqueness enriches our workplace culture and improves the way we work and perceive challenges. 

All of our people are valued equally and given the opportunity to create and engage with opportunities without fear of discrimination, or threats to wellbeing. 

Our leadership team values safety, diversity, equity and inclusion above all else. We acknowledge that we are all learning to become more attuned to the needs of each other and building a culture in which the stories and conversations use language that is supportive and inclusive. 

Laconic has zero tolerance of bullying, harassment, discrimination, intimidation or exclusion. We prioritise the wellbeing and resilience of all staff and provide expert mental health support upon request. 

We define diversity as an aggregation of beliefs, values, qualities, behaviours and personal choices, as well as demographic diversity. 

When hiring, we apply the following 'SAFE' model*. 



Needs analysis & job design

  • What technical skills are needed?

  • What is the function of the role?

  • Be proactively inclusive for physical, neurological and cultural diversity

  • What behaviours would be coherent with the culture we want?

Selection & Rejection

  • Ensure the application process is accessible

  • Select based upon ability to add value to the business, not just perform well in an interview

  • Test and evaluate through scenarios and tasks

  • Manage rejections with compassion

  • Be personal, specific and kind

  • Offer hope and development direction

  • Consider a future relationship


Induct & co-design

​Inductions need to be timely and thorough
Provide cultural expectations at the level of intention and specific behaviors


  • ​Performance expectations

  • Personal support

  • Rewards and recognition

  • Feedforward process

  • Learning framework

  • Use the reasonable adjustment framework where needed


Appropriate to context

What is the context?

What function from the role do I want and what are the next steps?

Am I:

  • Commanding

  • Facilitating

  • Delegating

  • Coaching

  • Supporting

  • Referring


​Create a safe environment for discovery through feedforward.


• Outcomes focussed

• Evidence based and realistic

Link to co-designed rewards and recognition


For underperformance, ensure:

• Transparency

• Timeliness

• Opportunity

• Support



Evolve or exit

Consider employee evolution within and beyond the business.

When exiting:

  • Facilitate self-selected exit where possible

  • Support the transition

  • Ensure no surprises

(SAFE): A handrail for employees


Suitable fit

  • What value do I bring to others?

  • What form of environment and culture do I wish to join?

  • What do I need to thrive?

  • What are the needs of the business?

  • Am I suitable?

Selection & learning from rejection

  • What background preparation do I need to do?

  • How can I showcase the value I bring?

  • What do I wish to discover about them through the application process?

  • Do I need help with the application?

  • Develop a resilient and resourceful state for interview

  • If I get rejected, what can I learn that will help me improve my performance next time?


Assimilate, understand & co-design

Establish rapport, build connections, and ask questions to become situationally aware.

Be prepared to co-design:

  • Performance expectations

  • Personal support

  • Rewards and recognition

  • Feedforward process

  • Learning framework

Self-calibrate and calibrate other verbal

and non-verbal behaviours


What? What for?  And how?

  • What is the context?

  • What function is expected of me?

  • What is the higher intention for everything I do?


  • What criteria will others use to evaluate performance?

  • Focus must be on continual feed-forward


  • Outcomes focused

  • Evidence based and realistic

If you suspect or know that you are not performing:

  • Take personal responsibility

  • Be honest with yourself

  • Consider your fit within the organization

  • Review the 4 choices

* SAFE was developed by Prof Ian Snape and Laconic's Mike Weeks and is a program available from Frontline Mind. 


Evolve or exit

  • Consider personal evolution within and beyond the business

  • Are you co-evolving along a similar trajectory or a different one?

  • Plan your exit and transition, managing your personal ecology