The Weight

The standup is half-empty again. Priya hasn’t dialled in — she’s been working from home for three weeks now. Nobody’s asked why.

Sam is already at his desk. His coat is still damp. He was here before seven — for the fourth day running.

Your inbox has a 1:00 AM email from David Kessler, senior partner: “Southbank deadline moved to the 15th. This is not optional. I need the revised schedule by end of day.”

The 15th is two weeks earlier than planned. Your team is already at capacity.

Kessler wants the Southbank project two weeks early. Your team is at capacity. Priya is absent. Sam is already overworking. What do you do?

“David, I’ve looked at the revised timeline. We can hit the 15th if we defer the rooftop terrace drawings to Phase 2. Otherwise we need two more weeks or a contract drafter from the pool.”

Kessler A long pause. “Fine. Defer the terrace. But if the client asks, you’re explaining it.”

It’s not comfortable. Kessler’s email that evening is curt. But the team doesn’t know about the midnight deadline that almost was. Sam leaves at 5:30 for the first time this week.

Under the WHS Code of Practice, unreasonable workload is a recognised psychosocial hazard.

“Team, Southbank’s been brought forward. I need everyone to clear their weekends for the next two sprints.”

Silence. Then Mika: “I have my daughter this weekend.” Sam doesn’t say anything. He just nods. Priya’s camera stays off during the call.

You absorb it. You work until midnight for four nights straight. By Thursday you’re making mistakes. You snap at a junior. You skip lunch. The team notices — and some start staying later too.

Absorbing unreasonable workload doesn’t eliminate the hazard — it transfers it to you and models overwork as expected behaviour.

Priya messages you on Signal. Not Teams. Not email. Signal.

You meet her at a cafe on Flinders Lane. She looks tired. She orders but doesn’t drink.

Priya “Last month, David tore my facade concept apart. In front of everyone. He said it was ‘undergraduate-level work.’ I’ve been doing this for eleven years. I have a Master’s from RMIT.”

“That’s why I’ve been working from home. I can’t sit across from him and pretend that was normal.”

You’re exhausted. The four nights of midnight work have left you foggy.

Priya has just told you a senior partner publicly humiliated her. Under the WHS Code of Practice, this may constitute workplace bullying.

How do you respond?

“What he did is not acceptable. That’s not feedback — that’s humiliation. I’m sorry nobody said anything. I should have.”

Priya Her eyes are wet, but she nods. “I didn’t think anyone would believe me.”

“I hear you, Priya. Let me look into the proper process.”

Priya “HR reports to the partners, Jordan. David is the firm.”

Deferring action without validation can feel like another form of inaction.

“David’s tough on everyone. It’s not personal.”

Priya She stares at you. Then picks up her bag. “Right. Thanks for the coffee, Jordan.”

The following Monday, HR emails you: Priya has submitted a formal complaint.

The scene shifts. You’re looking at yourself through Priya’s eyes.

The Southbank drawings shipped. Kessler sent: “Good.”

But Sam hasn’t taken lunch in nine days. He’s making errors. Yesterday a client called about a structural miscalculation in the Level 3 beams.

You walk past his desk. Three empty coffee cups. His eyes are red. He’s staring at his screensaver.

Since you normalised Kessler’s behaviour with Priya, Sam has noticed. He won’t tell you he’s struggling.

Sam is showing clear signs of burnout. Errors are escalating. What do you do?

“Sam, can we grab a coffee? Not about the project.”

Sam “I didn’t skip the peer review because I was lazy. I skipped it because I couldn’t look at another drawing.”

Sam looks at you. “You’re actually listening, aren’t you?” Something shifts.

Sam hesitates. “I’ve seen how things work here. I’ll be fine.”

You move two of his tasks to Mika. He’s taking Monday off.

You document everything and send it to HR and the WHS officer. Kessler is furious. But the assessment happens. Sam breaks down in the interview: “I thought I was the only one struggling.”

Formal reporting is the right compliance response. But it works best alongside direct support.

You wait. On Tuesday, Sam doesn’t come in. His sister says he’s “not doing well.” He files a WorkCover claim citing sustained unreasonable workload and lack of management support. SafeWork contacts the firm. You have no documentation.