Introduction: The Leadership Dilemma
Most leaders don’t deny that domestic and family violence (DFV) is a serious issue. The sticking point is time and energy. With endless demands — financial performance, compliance obligations, staffing challenges — it’s tempting to push DFV into the “too hard” basket.
You might care deeply as a person, but as an employer you find yourself asking: Is this really something I have to deal with at work?
The short answer is yes. DFV is not just a personal crisis; it’s a workplace issue. And reframing it this way doesn’t add to your workload — it can actually reduce risks, improve productivity, and strengthen culture.
This blog explores why DFV matters in every workplace, what’s at stake if leaders ignore it, and how simple, manageable steps can make a world of difference.
Part 1: Why Leaders Feel Overwhelmed
Competing Priorities
Executives and managers often juggle tight margins, staffing shortages, and regulatory pressures. Adding DFV can feel like “one more thing.”
Lack of Confidence
Many leaders admit they don’t know what to say if someone discloses DFV. Fear of “getting it wrong” leads to avoidance.
The “Private Matter” Myth
There’s a persistent belief that DFV is a personal issue — something for police, courts, or services, not workplaces.
But here’s the reality: ignoring DFV doesn’t make it disappear. It just means it continues unchecked, often spilling directly into workplace performance, culture, and safety.
Part 2: Is DFV Really a Workplace Issue?
Absolutely. Consider three key impacts:
- Workplace Safety
Perpetrators often harass employees at work — through constant calls, stalking, or turning up at the workplace. This creates risks not just for the survivor but for colleagues. - Productivity
Studies estimate DFV costs Australian businesses billions annually in lost productivity. Absenteeism, presenteeism, and turnover all rise when DFV goes unaddressed. - Culture and Retention
When employees see leadership ignore DFV, they lose trust. Silence breeds stigma. By contrast, supportive workplaces are rewarded with loyalty and retention.
Part 3: Stories That Show the Stakes
Story 1: The Invisible Cost
A logistics company lost three staff members in six months. Exit interviews revealed stress and burnout — not from workloads, but from dealing silently with DFV. Leadership had assumed the issue “wasn’t relevant” to their workforce. The cost in recruitment and training alone was significant.
Story 2: The Turning Point
A small café owner initially thought DFV “wasn’t a workplace thing.” But when her only barista disclosed she was applying for an intervention order, the owner provided flexible shifts and paid leave. That employee stayed — and later said the workplace was her lifeline.
Part 4: Reframing the Question
Instead of asking “Do I have time for this?” try asking:
- “What risks am I creating if I don’t address this?”
- “How much time and money am I losing already by not supporting staff?”
- “What culture am I modelling if silence is our default?”
Often, leaders discover that addressing DFV actually saves time and resources by reducing turnover, improving engagement, and preventing crises.
Part 5: Practical First Steps (That Don’t Drain Leaders)
1. Acknowledge the Issue
A simple statement at a team meeting — “We know DFV impacts workplaces, and we’re here to support staff” — signals safety without requiring immediate expertise.
2. Share Resources
Displaying 1800RESPECT posters or adding support lines to payslips requires almost no time, yet can be life-changing.
3. Update Leave Policies
The entitlement to paid FDV leave is already law. Make sure it’s clearly communicated and accessible.
4. Train One Key Contact
Even if not everyone is trained, having one DFV contact officer builds confidence across the organisation.
5. Partner with Specialists
Engage external services for training and referrals. Leaders don’t need to be counsellors — they just need to connect staff to support.
Part 6: The Leadership Payoff
Supporting DFV in the workplace isn’t about “adding another task.” It’s about embedding safety into how you already lead. The benefits are tangible:
- Reduced turnover and absenteeism.
- Improved morale and trust.
- Compliance with WHS and Fair Work obligations.
- A reputation as an employer of choice.
Conclusion: Caring Isn’t Enough — But It’s a Start
It’s normal for leaders to feel stretched. But the truth is: ignoring DFV creates more problems than it solves. You don’t need to have all the answers. You just need to care enough to start.
By taking small, practical steps, you move from “I don’t have time” to “I’ve created a workplace where safety and support are part of the culture.”
And isn’t that the essence of leadership? Not doing everything, but doing the right things — even when time and energy are scarce.
