Dr. John McGill 

During my time as a business coach & strategist, I've had the privilege of helping coaches, consultants, and solopreneurs elevate their businesses to new heights. 

My mission? To help them craft irresistible offers and effortlessly fill their client books—without any stress or salesy vibes.

Here's how I approach each client engagement:

Brand Boost: We start by transforming their brand into a client magnet. Through strategic positioning and messaging, we ensure that their brand stands out in a crowded market, attracting their ideal clients like bees to honey.

Client Connection: Next, we focus on converting interests into bookings through genuine conversations. By fostering authentic connections and building trust, we turn potential clients into loyal customers who can't wait to work with them.

Streamlined Systems: To streamline operations and eliminate unnecessary complexity, we implement efficient systems and processes. This allows them to focus their time and energy on what they do best—serving their clients and growing their business.

Peak Performance: Finally, we prioritize their wellbeing and work-life harmony. By helping them achieve fulfilling workdays with optimal health, focus, and energy, we ensure they can sustain their success in the long run.

I'm passionate about making their journey to success as smooth and enjoyable as possible. 

Whether it's making their business more profitable, healthier, or simply more enjoyable, I'm here to help.

If you're ready to welcome more clients with ease and take your business to the next level, let's chat. 

Send me a DM, and let's start crafting your path to success together.

Business Coach & Strategist

The College of Law Australia

You know the job, the one job where you get to use all the best parts of yourself?

Well, this was that job for me.

In the start of my legal career I had an experience where I was told I would never succeed in the legal world because of the colour of my skin.

A partner in a law firm said those words.  He said it because he liked me and thought he was doing me a favour preparing me for reality.

Imagine then the irony of finding myself running a law school in a country on the other side of the world?

Not just running it, changing it.

When I took over as the Executive Director, I inherited a program that hadn’t made any profit.  

What it did have was an incredible team of passionate people committed to giving students everything they could.

All my years of teaching, curriculum development, business coaching, sales training, business development and product development came together.

I tore the entire program apart and had everything rebuilt.

The efforts bent us all.  No one broke.

We went from the 5th largest post-graduate program for lawyers in Australia to the 2nd largest.

We doubled enrolments.  We doubled revenue.

We became profitable after my 3rd year of leadership and stayed profitable.

Was it hard?  The hardest thing I’ve ever been a part of.

Were there battles?  I still bear the scars.

Was it worth it?

Our completion rate went from 30% to 80%.

Our representation of women graduates went from 50% to 70%.

Yeah, it was worth every bit of blood, sweat and tears.

Best. Job. Ever.

(Ok, except for the one now where I work for me ;-)

Executive Director, Practitioner Education

Prime Practice

Fun fact: I’m terrified of dentists and they used to be my clients.

Well, I should say, I was terrified of dentists until I started working with them.

Here’s what most people don’t realise–dentists are some of the hardest working professionals alive.

Most dentists have their own practice.  Their practice is a million dollar plus business with staff and a relatively flat structure.

Dentists find themselves having to be responsible for:
- The delivery of services
- The human resource manager
- The marketing manager
- The sales manager
- The business development manager
- The client services manager

Oh, and like lawyers with their own practices, dentists didn’t learn business management in dental school.

That’s where we came in.  As business coaches we helped to fill the business gaps.

We trained everyone up in systems management and client services.  

Taught the dentists new sales techniques.

And then coached the dentists on business performance and ways to grow the practice.

I loved getting to know the dentists and their teams.  

Without a drill in their hands, they weren’t scary at all.

Then an interesting thing happened.

I came to this role after I had been working as a sales coach, living and breathing sales.

I observed one of our information sessions for practice owners and realised we could improve what we said and how we communicated our value to prospective clients.

Problem was, how do I share this with the executives and the CEO who started the company and who had run things for years and I was relatively still new?

I did what anyone in my shoes would do of course: I created a presentation diagnosing the problem and presenting a solution and invited the executives to a meeting none of them had been expecting.

How did it go?

The next week I was promoted to a new role as the Business Development Manager with a 50% raise.  

So, yeah, I’d say it went ok.

Business Development and Marketing Manager, Business Coach and Trainer

BOC Gases

Have you ever taken a job completely outside your comfort zone?

This was that type of job for me.

Not for the work we did.  The work was well within my skill sets. 

The environment was something new.

Gas? Products so dangerous every employee was required to take defensive driving classes?

I never imagined I’d be working in the sciences, let alone in something like natural gas.

It was a blast though (pun fully intended).

I started out with the training team associated with safety, health, environment and quality.

We designed rapid fire training programs, capturing the subjective matter knowledge of people working in the field.  

This was a role filled with characters and I enjoyed every moment.

An internal role popped up to work with the sales team as a sales coach and I couldn’t pass up the opportunity.

I became immersed in the world of sales at a product level, and supporting a sales team.  

Pure salespeople have an infectious energy.  They’re a hungry bunch.  Never a dull moment around them.

My favourite part was working on the sales coaching program.  

We introduced neuroscience coaching programs with the sales techniques.  

You should have seen the transformations as people learned more about how their brains impacted their behaviours.

This role gave me so many practical skills I still use to this day.

Sales Coach and Trainer

University of Sydney

Have you ever been a one-person show in a team?

I feel your pain, and your triumph.

As always, the best part of this role was the team I worked with and my students, the tutors.

The challenge was the team I worked with each had their own unique program and we were all forced to do everything ourselves for our own programs.

Meaning:
- Creating and delivering the training
- All the event management
- Designing the workshop, marketing and communication materials
- Managing the registrations, bookings and catering
- Designing pilot initiatives
- Coordinating peer observation and review programs
- Implementing a mentoring program
- Creating a reward and recognition program for tutors

My program was responsible for teaching and training over 120 casual tutors at the Business School.  

Most were students themselves and had never taught before.

I had my work cut out for me to try and make the program inviting enough to attract as many tutors as possible.

I created and delivered over 30 individual train-the-teacher seminars.  All in person.  Before Zoom took over the world.

Loved every minute of it.

Clearly, this job prepared me well to eventually run my own business.


P.S.

I was also juggling my own PhD, and teaching my own classes in Organisational Development.

My fondest memory will always be my last day of teaching so I could focus on finishing my PhD and my students, the tutors, had a surprise for me leaving me speechless for the first time ever.

Still brings a tear to the eye.

University Tutor & Teaching Development Manager

Increase peak executive performance with strategic mental sharpness habits in 90 days | Founder & Director: 90Well & 90Well@Work

I help coaches, consultants, and solopreneurs craft irresistible offers and book more clients—no stress, no salesy vibes. 

Here’s my straightforward approach:

1/ Brand Boost: make your brand a client magnet.

2/ Client Connection: turn followers into clients with genuine conversations.

3/ Streamlined Systems: simplify your operations to focus on your passion.

4/ Peak Performance: achieve fulfilling work days, with health, focus & energy, consistently.

I’m here to help you book more clients the easy way. 

Let’s chat about making your business profitable, healthy and enjoyable.

Book more clients (& stress less) to enjoy the job you love.

DM me for more.

Dr. John McGill 🧠

Director at Farren McRae Workplace Lawyers & Consultants | Employment Lawyer | Workplace Investigator I Mediator | Independent Company Director

Helping Australian employers and senior employees navigate complex workplace issues with confidence.

I've helped organisations avoid costly litigation, manage crisis investigations and transform toxic cultures -  all while protecting their reputation and bottom line.

Unlike traditional law firms, we speak your language, not legalese.  You'll get clear advice, transparent pricing, and pragmatic solutions that actually work in the real world.

I partner with HR leaders, in-house counsels, executives, business owners and senior employees to navigate sensitive and high-stakes employment law matters, including:

• Workplace investigations: including misconduct, bullying, harassment, discrimination, sexual harassment, corrupt conduct.

• Employment disputes: including unfair dismissal, general protections, breach of contract, retraint of trade.  

• Industrial relations: including enterprise bargaining, union negotiations, Fair Work Act compliance.

• Workplace compliance: including policies, risk management, governance.

With over 20 years' experience in workplace and employment law, I've represented clients across the private sector, public sector, non-profits, and statutory authorities. My practice includes appearances before Fair Work Commission, State and Federal Courts, and specialist tribunals.

I bring a strong background in dispute resolution, including court advocacy, strategic negotiation, and workplace mediation. My mediation style focuses on uncovering root causes and fostering constructive working relationships.

After six years at the Queensland Bar, I realised I wanted to guide clients through their entire journey, not just represent them in court. That's why I co-founded Farren McRae - to be the trusted advisor who's there from first consultation to final resolution - your safe pair of hands.

Community roles include:

• Specialist Director, Aboriginal and Torres Strait Islander Legal Service (QLD) Ltd (since 2017)

• Former National Board Member, Salvation Army Employment Plus (2012–2017)

Got a workplace crisis brewing? Let's talk strategy. Connect here or email john.farren@farrenmcrae.com.au for urgent matters.

Disclaimer:  Any comment or contribution I make on LinkedIn does not create a lawyer-client relationship with any reader, is made purely for educational or entertainment purposes and does not constitute legal advice. In other words, although I am a lawyer, I’m not your lawyer. If you need personalised legal advice, you should contact a lawyer who is licensed to practice in your local jurisdiction.

John Farren

Have you been incorrectly calculating the minimum period of employment necessary for an employee to be a person protected from unfair dismissal under the Fair Work Act 2009?

I have seen this done incorrectly many times.

Under sections 382 and 383 of the Fair Work Act, an employee must have completed a minimum period of employment to be person protected from unfair dismissal.

This period is 12 months for a small business employer and 6 months in all other cases.

A “month” means a calendar month.

Sometimes employers make the mistake of treating the calculation of the minimum period of employment like a birthday – ie. If an employee commenced employment today, 29 July 2025, the 6 month minimum period of employment requirement would be satisfied on 29 January 2026. 

But that is wrong.

A calendar month starting on a certain date actually ends immediately before the corresponding date in the next month.

So, if an employee commenced employment today, 29 July 2025, with a non-small business employer, the 6 month minimum period of employment requirement would be satisfied at midnight on 28 January 2026. 

Here are a couple other important issues to keep in mind:

1️⃣  Periods of unauthorised absence, certain types of unpaid leave and certain types of unpaid authorised absence do not count as service when working out whether a dismissed employee meets the continuous employment requirement to be protected from unfair dismissal.  However, an excluded period does not break an employee’s continuous service with the employer.  

2️⃣  A small business is a business that employs fewer than 15 employees by headcount of full-time and part-time employees. Regular casual employees are also included in the count as well as the employees of associated entities of the business.  

Have you come across an employer getting this calculation wrong?

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Australian Employment Lawyer with a National Practice🔹Doyles Leading Employment Lawyer and Leading Law Firm in 2024 and 2025🔹Pointy End of HR Community🔹Husband 🔹Father, Stepfather, Opa🔹Master to 1 Labradoodle

Why are sophisticated interview skills critically important for a workplace investigator?
 
In many cases, the skilled conduct of interviews is crucial because determination of allegations will turn on the respective credibility of the parties and/or witnesses. 
 
It is entirely inappropriate and unhelpful to a decision-maker for an investigator to conclude that an allegation is unsubstantiated merely because the evidence of an unwitnessed event is of a so-called "he said-she said" nature. 
 
Nonetheless, I frequently see this type of finding in investigation reports that I review for legal clients.
 
But what do I mean then when I say “sophisticated” interview skills? 
 
Well, the evidence of all interviewees (including the complainant) needs to be carefully drawn from them and tested. 
 
What do I mean by "tested".

General answers to questions should be probed for more specific information. 
 
All answers to questions should be examined for inconsistency - internally with the interviewee’s other evidence or prior statements, and externally with other evidence. 
 
Ask the same question, differently. Rephrasing a question later in the interview can reveal whether a person’s account is internally consistent or rehearsed. It also helps catch details they may have omitted the first time around. This is especially useful when assessing credibility. However, be aware of how trauma can effect memory and recall. Not every vague or inconsistent recount indicates dishonesty or unreliability.
 
Any apparent inconsistencies should be put to the interviewee for clarification and explanation.

Also, my strong preference is to use verbatim transcripts of interview. 
 
The benefit of having a verbatim transcript is that the credibility and reliability of a person’s evidence is often found in precisely what they say rather than the thrust of what they say about a given issue (which is what you get with a statement). 

It also provides transparency for anyone reviewing the investigation as to how evidence was elicited from an interviewee.

Of course, this is neither a cross-examination nor interrogation. 

So it has to be undertaken in a sensitive, respectful and trauma informed manner. 

The kicker - none of this is rocket science.

However, it does take training, practice and diligence. 

Getting it right means that investigations will deliver sound and defensible findings that decision-makers can safely rely upon.

What do other practitioners think? Are there particular interview skills that are critical to success?

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Are there differences between general protections involving dismissal applications and unfair dismissal applications under the Australian Fair Work Act?
 
The answer is "Yes".

While they both involve the dismissal of an employee and potential reinstatement and/or orders for compensation, they are otherwise two fundamentally different causes of action.
 
An unfair dismissal application primarily examines:

1️⃣  Whether there was a valid reason for dismissal (ie. that legally justifies dismissal); and 

2️⃣  Whether the dismissal was procedurally and substantively fair and reasonable.  

If compensation is ordered, it is generally limited to the equivalent of 6 months wages or half the statutory high-income threshold, whichever is lower. 
 
In contrast, a general protections involving dismissal application is all about the reason(s) for the dismissal and whether the reason or reasons included a proscribed (ie. unlawful) reason. 

It is not about the "fairness" of the decision. 

There is also a reverse onus of proof that requires the employer to prove that the reason or reasons for the dismissal did not include a proscribed reason.  This will usually require producing all those people involved in making the decision to give evidence in Court about their reason or reasons.
 
There is also no cap on compensation orders and civil penalties can be imposed in addition to compensation.

The qualifying requirements to be a person protected from unfair dismissal do not apply to general protections applications - GP applications can be made by any employee from day 1 of employment. 

And don’t forget the personal liability risk.  In general protections applications, individuals knowingly involved in the contravention (e.g. Directors, HR, line managers, executives) can be named as accessories and face civil penalties personally.  It’s not just the company on the line.
   
These are the main, but not all of the differences between these two legal actions. 
 
These two causes of action require a very different approach from both applicant employees and respondent employers, particularly in terms of the evidence that will need to be led by the parties if the application proceeds to a full hearing.
 
Employees who feel they have been unfairly or unlawfully dismissed should immediately seek legal advice to determine the most appropriate course of action and to ensure that they have the best chance of success.  There are strict 21 day time limits for filing both type of application.
 
And employers who are the subject of one of these types of applications should seek legal advice to determine the most appropriate way of responding to the application.
 
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One task that many workplace investigators struggle with is effectively drafting allegations.

But being able to do so is foundational to conducting an effective workplace investigation. 

If only you had a comprehensive checklist that you could check your draft allegations against.

Well, now you do!

The 3-page checklist below was prepared by my co-Director and head of Farren McRae's Consulting Division Alison McRae GAICD PRI (Conflict Resolution Specialist) for our own internal QA use.

But we've decided to share it with you for free. 

Download your FREE copy below today and keep it within easy reach for quick reference whenever you need it.

Happy drafting!

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Farren McRae_ Allegations Checklist

Imagine this.

A decision to take adverse action is made by a group, such as a board of directors or management committee of an association.

The employee affected by the adverse action commences a general protections/adverse action proceeding under the Fair Work Act. They are alleging that the adverse action was taken because they had exercised a workplace right to make a complaint or enquiry in relation to their employment, or some other protected factor or attribute.

There is a temporal connection between the exercise of the workplace right and the decision to take adverse action - ie. the decision came after the exercise of the workplace.

How does an employer discharge it's reverse onus of proof under s. 361 of the Fair Work Act to prove that it did not make the decision to take the adverse action because of the employee's exercise of their workplace right?

Ordinarily, the employer must adduce sworn evidence from the person or persons involved in making the decision in order the discharge the s. 361 reverse onus.

In this case, that means sworn evidence must be adduced from the whole board or whole management committee.

And that evidence will need to establish that:

1. There was a reason or reasons in the minds of the decision-makers for taking the adverse action at the time the decision was made (ie. you can't just make it up later on); and
   
2. The reason or reasons did not include the unlawful reason(s) alleged by the employee.

And if the proceeding goes to a hearing before the Court, each of those witnesses are likely to be cross-examined.

Of course, this evidence will also be balanced against other relevant factors, such as:

✔️  The plausibility, coherence and consistency of the evidence.
 
✔️  The completeness of the evidence - eg. are there gaps in the evidence?

✔️  Whether there is evidence to establish any state of affairs or facts that the decision-makers say they relied upon to make their decision.

✔️ Any contemporaneous documents or, if there are no such documents, whether it is reasonable to expect that such documents would have existed if the reason(s) for the decision alleged by the employer were true.

✔️  Whether there were other people involved in the decision that could have given evidence that supports the decision-makers' evidence - eg. HR advisor that advised the board or management committee.  Were they produced?  If not, why not? 

As you can imagine, putting on this type of evidence is complex and requires a skilled and experienced employment litigation lawyer with a keen eye for detail.

And the stakes are high with increasingly large civil pecuniary penalty orders being made by the Courts for contraventions of the general protections provisions of the Fair Work Act.

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Some workplace investigations cause more damage than the conduct they're investigating.

A workplace investigation can have a number of negative impacts on the workplace, including:
 
 ❌ Decreased morale among employees;
 
 ❌ Increased stress and anxiety among employees and managers;
 
 ❌ Decreased trust among employees and management;
 
 ❌ Decreased productivity; and
 
 ❌ Loss of valuable employees who may choose to leave the organisation.

However, I've found these steps can limit the damage:
 
✔️ 𝗖𝗼𝗻𝗱𝘂𝗰𝘁 𝗶𝗻𝘃𝗲𝘀𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻𝘀 𝗶𝗻 𝗮 𝘁𝗶𝗺𝗲𝗹𝘆 𝗺𝗮𝗻𝗻𝗲𝗿: It is critical to progress the investigation as quickly as possible having regard to the complexity of the matter and availability of resources and relevant parties.
 
✔️ 𝗖𝗼𝗻𝗱𝘂𝗰𝘁 𝘁𝗵𝗲 𝗶𝗻𝘃𝗲𝘀𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻 𝗶𝗻 𝗮 𝗳𝗮𝗶𝗿 𝗮𝗻𝗱 𝗶𝗺𝗽𝗮𝗿𝘁𝗶𝗮𝗹 𝗺𝗮𝗻𝗻𝗲𝗿: This will help to ensure that all parties are treated fairly and that the investigation is not perceived to be biased.
 
✔️ 𝗞𝗲𝗲𝗽 𝗮𝗹𝗹 𝗽𝗮𝗿𝘁𝗶𝗲𝘀 𝗶𝗻𝗳𝗼𝗿𝗺𝗲𝗱 𝘁𝗵𝗿𝗼𝘂𝗴𝗵𝗼𝘂𝘁 𝘁𝗵𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀: This will help to minimise confusion and anxiety among employees and will also help to maintain trust in the investigation process.
 
✔️ 𝗠𝗶𝗻𝗶𝗺𝗶𝘀𝗲 𝗱𝗶𝘀𝗿𝘂𝗽𝘁𝗶𝗼𝗻𝘀 𝘁𝗼 𝘁𝗵𝗲 𝘄𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲 𝗮𝘀 𝗺𝘂𝗰𝗵 𝗮𝘀 𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲: This will help to limit the impact on productivity and will also help to maintain a sense of normalcy in the workplace.
 
✔️ 𝗣𝗿𝗼𝘃𝗶𝗱𝗲 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝘁𝗼 𝘁𝗵𝗼𝘀𝗲 𝘄𝗵𝗼 𝗮𝗿𝗲 𝗮𝗳𝗳𝗲𝗰𝘁𝗲𝗱 𝗯𝘆 𝘁𝗵𝗲 𝗶𝗻𝘃𝗲𝘀𝘁𝗶𝗴𝗮𝘁𝗶𝗼𝗻: This can include counselling, or other forms of employee assistance, to help employees cope with the stress and anxiety that may be associated with the investigation.
 
✔️ 𝗪𝗶𝘁𝗵𝗶𝗻 𝘁𝗵𝗲 𝗻𝗲𝗰𝗲𝘀𝘀𝗮𝗿𝘆 𝗰𝗼𝗻𝘀𝘁𝗿𝗮𝗶𝗻𝘁𝘀 𝗼𝗳 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝘁𝗶𝗮𝗹𝗶𝘁𝘆, 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘁𝗵𝗲 𝗼𝘂𝘁𝗰𝗼𝗺𝗲 𝗮𝗻𝗱 𝘁𝗵𝗲 𝘀𝘁𝗲𝗽𝘀 𝘁𝗮𝗸𝗲𝗻 𝘁𝗼 𝗽𝗿𝗲𝘃𝗲𝗻𝘁 𝗿𝗲𝗰𝘂𝗿𝗿𝗲𝗻𝗰𝗲: This will help to build trust and transparency with all the parties involved and show that the organisation took the matter seriously and is committed to maintain a safe and healthy work environment.
 
I've seen investigations handled poorly tear teams apart.  I've also seen them handled well, with minimal fallout.

By taking these steps, I have found it is possible to minimise the negative impacts of a workplace investigation and maintain a positive and productive workplace.
 
What's one thing you've seen make or break an investigation's impact on a team?

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Knowing the law is table stakes for lawyers.

Every client expects their lawyer to know the law.  That's the bare minimum, not the differentiator.

What actually separates good lawyers from the rest? Three things:

1. Responsiveness

The number one complaint about lawyers?  Radio silence.  You send an email, leave a voicemail and wait days for a response.  At our firm, we've made responsiveness non-negotiable.  You don't need to be available 24/7, but you do need to get back to people in a reasonable timeframe.

2. Problem-solving like chess

Legal practice is a chess game - you're always thinking several moves ahead. Clients pay for solutions, not just legal knowledge. The best lawyers can see around corners and anticipate what's coming next.

3. Pragmatism over perfectionism

Clients want to know: "How does my situation fit with the law, and can the law help me?" 

They need practical solutions that work for their circumstances and budget. Too many lawyers can only identify risks without offering workable solutions.

The conservative nature of our profession means we're often risk-focused to a fault.  Some lawyers become professional problem-spotters who can't take the next step - identifying solutions that actually help clients.

Knowledge of the law? That's just your entry ticket.

What clients really pay for is judgment, responsiveness and the ability to solve their problems in ways that work for them.

What do you think differentiates great professionals in your field?

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