Base State

A disengaged employee on $90k is costing you about $16,000 a year. You’re not paying it, but you’re losing it.

Now multiply that across your floor.

Only 1 in 5 people are actually engaged at work. And 70% of the variance in engagement comes down to one thing: the manager they happen to report to.

Only 44% of managers have ever had any formal training.

You promote people because they were good at the job, then hand them a team and hope.

Your managers aren’t the problem. They’re the biggest lever you’ve got, and most businesses aren’t pulling it.

If that sounds like your floor, it’s fixable. Link in bio.

Culture that drives performance.

The most expensive thing in your business doesn’t show up on the balance sheet

Poor culture doesn’t announce itself with a crisis. It leaks. Slowly, quietly, and expensively.

It’s the person doing the bare minimum. The handover that never happened. The good rep updating their CV. And sometimes the one who never leaves, they just stop caring, and you keep paying for it for years.

New blog on what poor culture actually costs, and how to catch it early.

👇 Link in bio or send me a DM.

Culture that drives performance.

He fought six weeks to have it fixed. Management fixed the number and figured that was the end of it.

It wasn’t. He’d already started looking. The pay got sorted, and he left anyway. At the exact point he was most valuable to them.

Here’s the part worth sitting with. The people most likely to notice they’re undervalued are usually your best ones. They’re also the ones with somewhere else to go.

Culture that drives performance.

👇 Follow for more on building teams people don’t want to leave.

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teamperformance

Why do two team leaders on the same floor get completely different results?
Same KPIs. Same training budget. Same quality of people coming in.
One leader's team is hitting target and sticking around.
The other's is underperforming or gone inside six months.
It's easy to assume the difference is the people.
It's not.
The difference is that leadership quality on your team is a lottery.
Whether someone gets real coaching, fair recognition or actual support comes down to which manager they happened to land under.
And here's the part that should worry you.
Your best people are the ones most likely to walk because of it.
Most businesses respond by trying to "hire better managers."
But that misses the point.
Every manager brings their own strengths. One's a natural coach. Another's brilliant under pressure. Another builds the kind of loyalty that keeps people through the hard weeks.
The businesses that actually fix this don't try to make everyone the same.
They build on what each manager already does well, set a shared standard for what good leadership looks like, and let managers learn from each other instead of working it out alone.
Because great leadership shouldn't be luck of the draw.
It should be the standard.
If that lottery sounds familiar, it's fixable.

That's the kind of work we work do at Base State.

Call now to connect with business.

Your best people see problems before you do.

They know which processes waste time. Which scripts don't land. Which parts of the role are quietly grinding people down.
But if there's no safe way to raise it, that insight doesn't reach you as solutions.

It comes out as complaints in the car park.

The issue that could have been caught early, before it cost you six figures in turnover, gets vented between shifts instead.

Most businesses respond to this with an open door policy.

But an open door isn't a system.

It's a gesture.

The businesses that actually fix this build something different. Feedback gets heard, evaluated and actioned. And the person who raised it finds out what happened with it.

That's the difference between a floor that quietly corrodes and one that gets sharper every quarter.

If your team's best insights are dying in the car park, that's not a people problem.

That's a system problem.

And it's fixable.

Most businesses I’ve worked with treat high staff turnover the same way.

“It’s just the nature of the job.”

So they get faster at replacing people instead of asking why they keep losing them.

Here’s what I’ve noticed after years on high-pressure floors.

People can handle the work.

The environment just wasn’t set up for them to stay.

The businesses that actually fix this don’t add more perks or run a wellness week.

They change how teams are led and what the day to day experience of the job feels like.

That’s the difference between a floor that replaces itself and one that actually grows.

If turnover on your team is just how it is, I’d challenge that assumption.

It doesn’t have to be.

👇 Link in bio to find out more.

One thing I’ve noticed in the corporate wellbeing space is that finding the right facilitator is not always easy.

There are a lot of great people out there.

But there is also a lot of vague, fluffy, or overly spiritual wellness that does not always land well in a corporate environment.

And if you are an HR manager, People and Culture lead, founder, or event organiser, that creates a bit of a problem.

You probably do not have hours to spend researching facilitators, comparing styles, checking credibility, and hoping the person you book will actually suit your team.

This is a big part of why I created Base State.

As a breathwork facilitator, and from my own experience working in high-pressure sales environments, I have seen how useful the right session can be when it is practical, professional, and matched to the people in the room.

But I have also realised that the hard part for a lot of businesses is not knowing that wellbeing matters.

It is knowing who to trust.

So I’ve put together a simple FAQ blog answering some of the common questions about Base State, corporate wellbeing workshops, facilitator matching, and how we help make the process easier.

You can read it here:

https://www.basestate.au/post/base-state-faqs-corporate-wellbeing-workshops-made-easy