Queensland’s Department of Transport and Main Roads is developing its future leaders using an experiential learning approach that enhances collaboration and connects employees to the real-world impact of their work. 

In the week leading up to the 2025 AHRI Awards Celebration event on 5 December, HRM is publishing the case studies of some of this year’s finalists.

Queensland’s Department of Transport and Main Roads (TMR) is developing its future leaders using hands-on learning that breaks down silos and connects employees to the real-world impact of their work.

Bridging the technical-to-leadership gap

For infrastructure organisations, one challenge stands out: helping technically skilled staff transition into leadership roles.

The Infrastructure Management and Delivery Division (IMD) in TMR recognised its diverse blue-collar and white-collar workforce needed leadership capabilities and business skills. The solution? The Building a Better Business (BBB) program, co-designed between the department and their leadership and management development consulting partners.

RoadTek’s Director of People and Systems Patrece McVicar says the program is a key part of TMR’s strategy to create a pipeline of future leaders.

“It supports technically strong individuals to build the relational and adaptive skills needed to lead effectively. In our complex, constantly changing government environment, leaders need to have strong business acumen and the ability to adapt,” says McVicar. 

Real-world learning in action

The BBB program is delivered via three face-to-face modules and two online webinars. Throughout the process, participants connect with peer learning partners and mentors.

The face-to-face workshop modules build self-awareness, emotional intelligence and interpersonal skills – covering resilience, diversity, influence, conflict resolution, negotiation, coaching and change leadership. Participants also develop business acumen and an understanding of key legislation and procedures that shape their work. 

But it’s not just theoretical training. The program centrepiece is a three-day simulation coined the ‘World Games’.

Participants form taskforce groups to tackle realistic infrastructure projects such as stadium construction, athlete’s villages and connecting roads – all while safeguarding cultural heritage sites and sensitive environments like koala habitats and swamplands. Senior leaders from across the business co-design and facilitate these complex scenarios.

Each group analyses challenges, applies relevant policies and presents strategies to senior leaders, demonstrating how to balance the business, environmental and community considerations involved in delivering a high-profile international event.

“We’re building a capable, connected and people-centred workforce, which is the basis of what we need to do as public servants.” – Patrece McVicar, Director, People and Systems, RoadTek, Department of Transport and Main Roads

Bernadette Rutyna, Director of leadership consultancy Human Ingredient and co-designer of the BBB program, says real-life scenarios allow teams to build their collaboration and problem-solving skills in a lower-pressure environment and build confidence for real-world challenges.

“With the Brisbane 2032 Olympic and Paralympic Games approaching, we have high pressure projects underway requiring stakeholder engagement,” she says.

The simulation also exposes participants to other sides of the business.

“Relational skills, as well as contextual business skills, are both essential.

“For instance, an engineer in a project role still needs to understand the finance side of the business, as well as HR, communications and stakeholder perspectives.”

Rethinking the leadership model

IMD’s Capability Development Senior Advisor Julie Phillips cites the program’s openness to all employees as one of its distinct features.

“You don’t have to be a team leader. You can be somebody who aspires to be that person. This makes the program attractive for administrative staff and managers, as well as construction workers, who make up a strong portion of our business,” she says.

The program emphasises self-awareness and relationship skills. Participants explore the neuroscience of leadership, and learn to stay composed, reflective and solutions-focused under pressure.

“By linking these insights to daily behaviours, participants develop greater self-awareness and the capacity to create psychologically safe environments within their own teams,” says Phillips.

“They actively apply these to their working life.” 

Rutyna says the program uses sociometric processes to build and strengthen relationships.

“These approaches reinforce belonging and psychological safety and make the invisible social system visible and workable. We create the foundation for lasting connections which support collaboration beyond the program.” 

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Proven results

McVicar was a participant in the first pilot group, and found it personally transformative.

“It was about gaining confidence, understanding my leadership style and building the emotional intelligence that continues to give me confidence as a leader today,” she says.

“I still have my group photo on my desk. 95 per cent of us are still here and have grown into different leadership roles.” 

On an organisational level, the numbers tell a compelling story:

• 93 per cent improvement in leadership capabilities (participants); 91 per cent (supervisors)
• 98 per cent satisfaction rate 
• 77 per cent FTE retention rate, exceeding departmental averages
• 76 per cent of participants acting in higher duties, 12 per cent gained promotions within the department
• 77 business improvement initiatives proposed over the 10 years of the program, many of which were trialled or implemented.

The program has been nominated for the Best Leadership Development Award at the 2025 AHRI Awards. 

“This recognition shows what we’re doing isn’t just effective internally. It reflects national best practice in leadership development,”says McVicar.

“Our approach is innovative, evidence-based and sustainable. Most importantly, we’re building a capable, connected and people-centred workforce, which is the basis of what we need to do as public servants.”