Michael Wasley, CEO of Very Special Kids

Sitting down with Michael Wasley in a quiet room at Very Special Kids House, Victoria’s only children’s hospice, I was immediately struck by his warmth and humility. What I didn’t anticipate was hearing about his journey from biochemist to professional cricketer in a small English mining town, and then on to leading a large employment service before becoming the CEO of Very Special Kids. It’s a career path as varied as it is inspiring.

Michael Wasley at VSK

Leighton:
I can imagine that that is very special. This is an organisation of such a unique purpose. As CEO, what does your role entail in all this?

Michael: Like most CEOs, my role involves overseeing our operations, but being part of a small, largely self-funded charity means it goes beyond that. I oversee our clinical service teams, including family counselling and hospice medical care, while also taking an active role in fundraising. About 80% of our funding comes from donations and corporate support, so a big part of my role is building and maintaining relationships with those who back our work financially.

Leighton:
Your career has been quite diverse. Was there a pivotal moment early on that influenced your path to where you are today?

Michael: Absolutely. In my early 20s, after completing my biochemistry degree, I spent three cricket seasons in England, playing in economically depressed mining towns where coal mines had recently closed. Despite having so little, the people there showed extraordinary generosity. It completely shifted my perspective. Until then, I’d thought people who weren’t thriving just weren’t trying hard enough. That experience taught me how much circumstances can shape outcomes and sparked my interest in helping others navigate those challenges.

Leighton:
Building trust is indeed crucial. What other advice would you give about building and maintaining a strong organisational culture?

Michael: Be present. There’s no substitute for physically being with your team, talking not just about work but also about their families, hobbies, and lives. While technology can help maintain connection when physical presence isn’t possible, it’s those personal interactions that build trust and mutual respect.

I also think it’s important to have open dialogues. Staff understand that leaders can’t solve every problem, but being transparent about challenges and decisions fosters goodwill and respect.

Leighton:
Absolutely. And Michael, if you could change one thing within your sector, what would it be?

Michael: The increasing emphasis on risk management, while crucial, needs to be balanced. All progress inherently involves some level of risk – whether in launching new charities, developing innovations, or implementing medical procedures. It’s essential that our focus on risk management doesn’t completely overshadow innovation and new ideas. It’s important governments and our sector do not swing too far in terms of risk avoidance over risk mitigation. There is inherent risk in supporting the children we care for at Very Special Kids. If we aimed for zero clinical risk, unfortunately we couldn’t support anyone.

Leighton Cantrill and Michael Wasley