As we navigate the corridors of our health services—from the bustling regional hubs of Alice Springs to the high-acuity metropolitan centers of Sydney and Melbourne—we see a recurring phenomenon. It is the exhausted exhale of a leader who has just spent twelve hours reacting to "pings," "pokes," and "pressures," only to realise that the deep work of the day—the strategic, soul-stirring work of holding a team together—has remained untouched.

In the hushed anticipation of the Sydney Opera House, feedback is the "oxygen of excellence." For a ballet dancer, a choreographer’s immediate, public correction isn’t a wound—it’s the mechanism for mastery. Contrast this with a Tuesday morning handover in an Australian hospital. When a Nursing Unit Manager asks, "Can I give you some feedback?" the reaction is often visceral fear rather than focused attention.

Group handover happens multiple times a day every day in acute ward settings. Most of us don't give it much thought.