The duty of care is discharged by one person, in one conversation.

Why this is the highest-leverage training you can buy

A line manager sees a change in someone weeks before HR does and months before a disability claim. That manager is also the person most likely to avoid the conversation entirely, and the reasons they give are consistent: they are afraid of making it worse, afraid of being told something they cannot handle, and afraid of the legal position.

Two of those three fears are addressable in half a day. The third is addressable by telling managers accurately what they are and are not responsible for, which most organizations have never done.

What managers are not being asked to do

Not assess. Not diagnose. Not counsel. The job is to notice, respond, and refer, and the training is built to keep managers inside that boundary rather than encouraging them past it. A manager who thinks they are providing support of a clinical kind is a risk to the employee and to the organization.

The structure taught requires no clinical knowledge. It is short, goal-directed, and ends with one agreed next step and a date.

Format

Half day, three hours, capped at 25 so every participant runs a full conversation with an observer. Most of the session is rehearsal rather than content, because this fails in execution rather than in understanding. On-site across the Greater Toronto Area and southern Ontario, or virtual at a lower rate.