Lead across professional differences.
Practise inviting challenge from colleagues with different responsibilities, expertise and authority. Keep the patient’s and team’s experience in the conversation.
For Healthcare
Carecraft · Human Intelligence for Healthcare Leadership
Build the leadership capacity
your care teams need.
For healthcare executives, directors, service managers and clinical leaders. Develop the human intelligence to respond to recurring harm, secure decisions across services, and create psychologically healthy and safe conditions for care.
Your leadership. Your team. The people in your care.
Psychological health and safety in practice ↓Healthcare leadership · Across services and professions
Carry the concern
across the service boundary.
A concern starts on one unit. Resolving it needs another service, a staffing decision and clinical backing. Each department completes its part, but the people at the bedside are still working around the gap.
As an executive, director or clinical leader, you can bring those responsibilities together. The difficult work is getting an accurate account across differences in status, agreeing who can act, and staying with the response after the meeting ends.
Carecraft develops that leadership in your own team. It includes how people are treated when something goes wrong, the support they receive afterwards, and the conditions they need to provide care.
Work with the point where responsibility is divided.
Select a live concern involving more than one service. Practise the conversation with the leaders involved, agree the response and review whether it reaches patients and staff.
What you develop
Bring the people who can act
into the same response.
Resolve the handover of responsibility.
Clarify who owns the decision, what each service must contribute and how an unresolved concern reaches someone who can act.
Develop a leader who can convene others.
Coach a manager through a real discussion across services. Review the quality of the encounter, the decision and the experience of the people affected.
Your guide · Trace Hobson
The people others rely on
need support, too.
You carry responsibility for care and for the people delivering it. This work gives you room to examine your own leadership while developing the colleagues who carry that responsibility with you.
Trace brings thirty years of work with leaders and teams and more than 10,000 hours of coaching and team work. His experience includes work with Fraser Health and Island Health.
Meet Trace and explore his experience“Trace has an ability to see the bigger picture and how psychological safety affects every aspect of our working lives; he also brings strategic thinking and creative solutions to support wellness for all.”
Safe to speak.
Supported to act.
Psychological health and safety needs to show up in how leaders respond to people and in the conditions those people work within.
In the conversation
Make an honest account possible.
Invite challenge. Ask what you may be missing. Notice how status, professional identity, and previous responses affect what people feel able to say.
“What is difficult to tell us about how this is working?”
In the work
Examine the demand and the support.
Explore workload, competing expectations, unclear responsibility, fairness, and the resources needed to act. Work with the people who have authority to address what emerges.
“What are we asking this team to carry, and what needs to change?”
After the meeting
Close the loop with the people affected.
Make the decision visible, name who carries the next step, and return to staff to learn what changed. Be clear when an issue remains unresolved and who is responsible for the response.
“What happened after you brought this to us?”
Practise with a situation
your team is living.
Bring a recurring leadership challenge. We work through demonstration, rehearsal, reflection, and feedback, then examine what happens when you apply the learning.
A concern nobody seems able to resolve.
Explore what staff have already tried, what response they received, and which parts of the situation need a decision from someone with greater authority.
A relationship affecting care across services.
Rehearse the conversation between leaders whose teams hold different expectations. Build a shared understanding of the work and the next decision.
A capable manager carrying too much.
Help them recognise what belongs with them, what can be developed in another person, and where they need support from you.
Carecraft · Healthcare leadership
Start with your team.
Work with what is real.
For healthcare executives, directors, service managers, and clinical leaders developing themselves and their leadership colleagues.
Begin with a private team workshop. Agree ongoing implementation support around the leadership challenge and the people who need to be involved.
- Who takes part
- You and the leadership colleagues responsible for the situation. Include the clinical, operational, quality, or people perspectives the work needs.
- Who supports the work
- The leader commissioning the development, with authority to provide time, respond to concerns, and address decisions beyond the participating team.
- Starting point
- A three-hour team workshopPrivate, facilitated work on a real recurring leadership challenge.
- Implementation support
- Six online sessionsTiming, session length, and scope agreed with your core leadership team.
- Workplace application
- Practice in the workProtected learning time and support agreed with the commissioning leader.
- Investment
- Scoped togetherPeople, preparation, delivery, and fees agreed before booking.
Leading a specific change initiative? Wayfinder focuses on the practitioner’s work of helping others adopt difficult change. This page focuses on developing healthcare leaders and their teams.
How we begin
A shared challenge.
A practical way forward.
Bring the situation.
Describe what keeps returning, who is affected, and what you need your leadership team to become able to do.
Agree the people and support.
Clarify who participates, the decisions in scope, protected time, and the investment before you commit.
Practise, apply, and review.
Develop capability through real conversations and review what the people affected experience afterwards.
Discuss Carecraft
An enquiry starts a conversation about fit and scope.
Grounded in evidence.
Applied through practice.
The research informs the capabilities and conditions we work on. Progress in your setting is something we agree how to examine together.
How teams invite contribution.
AHRQ’s primary-care resource offers practical ways to support asking for help, discussing mistakes, and raising concerns during improvement work.
AHRQ · Creating Psychological Safety in Teams ↗The response to speaking up.
AHRQ’s review of patient and workforce safety culture highlights the importance of how leaders receive concerns, alongside teamwork and organisational conditions.
AHRQ PSNet · Patient and workforce safety culture ↗Working conditions and leadership.
WHO’s guidelines address organisational interventions and manager training as part of a broader approach to mental health at work.
WHO · Guidelines on mental health at work ↗These sources support the areas of practice. They do not establish outcomes for this specific programme; we review your team’s progress in context.
Mission, British Columbia
I work with the people
others rely on.
I work with clinical leaders and clinical leadership teams responsible for services, staff and the conditions for patient care.
My work as a Client Partner for Psychological Health and Safety at Fraser Health includes working with leadership teams in mental health and substance use, inpatient psychiatry and respiratory care. It brings me into the conversations where the demands of a service meet the needs of the people providing it.
I bring an operational background alongside thirty years of work with leaders and teams, professional coaching and practitioner development. Alan Seale mentored me to lead Transformational Presence programmes, deepening my work in helping leaders and coaches develop their own practice.
Carecraft brings that experience into your clinical leadership team’s everyday work. We practise how to hear a concern, stay present through disagreement and turn what you learn into a decision or action. Psychological health and safety takes shape in those interactions, and in the working conditions leaders help create.
I know what it is like to feel unsupported while others are relying on you. My work creates space for you to be heard, develop your leadership and support the people who depend on you.
For me, this work is an expression of faith, connection and the work I’m here to do.
Trace
Experience behind the workPresence, backed
Presence, backed
by practice.
More than 10,000 hours coaching leaders and working with teams, alongside experience inside healthcare, industry and other high-pressure organizations.
Education & professional credentials
Royal Roads University
University of Fredericton
Simon Fraser University
MTHS Certified Trauma-Informed Coach
ICF Professional Certified Coach
Certified Transformational Presence Coach
A few of the organizations I’ve worked with
Fraser Health
Island Health
BC Hydro
TELUS
Vancouver 2010 Olympics
Peter Kiewit
City of Vancouver
FortisBC
A stronger response
from the people beside you.
A clinical or service leader can convene the colleagues needed for a decision. Responsibility survives the handover between departments. Staff receive a clear response and know where to turn for support. Your review follows the concern all the way to the people it affects.
Agree what progress would look like: the conversations leaders can now hold, decisions they can carry, and follow-through that staff can see.
Discuss CarecraftBefore we begin.
Is this for senior leaders or frontline staff?
The participants are healthcare executives, directors, service managers, and clinical leaders. They develop their own leadership and their capacity to support the managers and teams who depend on them.
How is this different from Wayfinder?
Carecraft develops you and your healthcare leadership team through the situations you carry. Wayfinder is designed around a change professional’s responsibility for helping others adopt a specific difficult change.
What if staffing or resources are the real issue?
Those conditions belong in the conversation. We clarify what the team can change, what requires a decision elsewhere, and who has the authority to respond. Leadership development does not create missing staffing or resources.
How will we know whether it is helping?
Agree a starting situation and what would count as useful progress. Review leadership practice, the decisions and support that follow, and what the affected people experience.
Discuss Carecraft for your healthcare team
Bring a recurring situation and the leadership capacity you want to develop. We will agree the fit, scope, time, and investment together.
Your enquiry goes directly to Trace. Privacy.