It's not 1985 - fear is not a leadership strategy.

A recent Fair Work Commission ruling has made it crystal clear: aggressive swearing and verbal abuse in the workplace is simply not on.

In this case, an electrician felt he had no choice but to resign after being on the receiving end of his employer’s confrontational and abusive language during a performance meeting. Even though the employer claimed they wanted to keep him, the Commission found that the swearing and raised voice crossed the line. Medical evidence backed up the employee’s claims of psychological injury, and the Commission agreed—the workplace had become untenable.

Let’s be honest: as employers and managers, we hold a position of power. Intimidating behaviour isn’t just old-fashioned—it’s unacceptable. It’s not 1985 anymore; fear is not a leadership strategy.

So, what can you do?

1. Listen to your team.

Start by genuinely checking in with your staff to get a real sense of the psychosocial risks in your workplace. An anonymous survey is a great way to do this. Ask your people how they’re feeling—they’ll tell you, if you give them a safe space.

2. Use the insights to understand psychosocial risks.

Take the feedback on board and use it to identify the psychosocial hazards in your business. You might be surprised by what comes up.

3. Collaborate for solutions.

Keep the conversation going, not just with your team, but with others who can offer valuable perspectives. You don’t have to have all the answers yourself; drawing on a range of expertise leads to better outcomes.

4. Build accountability around respectful conduct.

You can’t protect people from psychosocial harm with policies and paperwork alone. It’s your culture that shapes people’s experience at work. Set clear expectations for behaviour and hold everyone (including yourself) accountable. Moderating language is a part of this. Swearing is common in some industries, sure. Those who know me know I love a good use of profanity. But swearing at someone is never okay - The Fair Work Commission has made that abundantly clear.

5. Set the standard.

Creating a culture of respect and psychological safety is everyone’s job, but as leaders, we set the tone. Be mindful of your own language and actions and encourage your team to do the same. Lead by example and make it clear that intimidation and abuse have no place in your workplace.

Final thoughts

Building a safe and respectful workplace is an ongoing journey. Never stop listening, prioritise collaboration and connection and set the tone for what is acceptable in your workplace, and you will be well on the well to meeting your psychosocial safety obligations, and your business will be all the stronger for it.

If you want to read in more detail, you can find the court transcript here.