Brooker Executive Perspective:
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.

Leighton:
Michael, thank you for sitting down with me. Could you start by telling us about your role at Very Special Kids and what inspires you in your work?
Michael: Of course. At Very Special Kids, we provide support for families who have a child with a life-limiting condition, typically from birth. We’re with them through every stage of their journey, offering counselling and family support across the state, including at Australia’s first children’s hospice – which we recently rebuilt – and we offer respite and end-of-life care for families who might find it too difficult to manage that stage at home or in hospital.
What sets us apart is that our care doesn’t end there. We continue supporting families indefinitely through their bereavement journey, providing ongoing counselling and emotional support, and opportunities to connect with other families who have a shared experience of loss. For families facing this unimaginable challenge, we aim to be their constant companion.
What inspires me most are the families themselves. They face incredibly tough circumstances, yet many are often strong and selfless. I have two healthy children myself, and I often think, Would I have that same strength? The families we support amaze me daily with their resilience and care for one another—and for our staff, too. During COVID, many of the called just to check on how we were doing. That level of thoughtfulness is profoundly moving.
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:
With that unique experience in mind, how has your leadership style evolved over the years?
Michael: In my early leadership roles, I was ambitious and confident—maybe too confident—and I didn’t put enough effort into active listening. Over time, I’ve learned the importance of truly hearing people, not just focusing on their immediate job performance but also supporting their long-term development. Today, I take pride in helping my team grow, offering opportunities for training and experiences that they might look back on years later as pivotal in their careers.
Leighton:
And how do you approach innovation and change within the organisation?
Michael: External feedback is invaluable. While input from internal stakeholders like staff and board members is important, they often share the same perspective. Seeking advice from external stakeholders—whether government departments or other organisations—can provide fresh insights and challenge your thinking.
Equally important is closing the feedback loop. If someone gives you input, let them know how their feedback was used. It builds trust and shows that their opinions matter.

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:
Are there any misconceptions about your sector that you’d like to address?
Michael: One big misconception is that paediatric palliative care is solely about managing end-of-life situations. It’s not. Thanks to medical advancements, some of our children live much longer lives, and some even graduate from our services when they turn 18. Our focus is on giving these children the best quality of life possible, not just ensuring a good quality of death.
Another challenge is the expectation from the wider community that every dollar goes directly to frontline services. While we understand this sentiment, maintaining robust operations, accreditation, and accountability is critical to delivering sustainable, high-quality care.
Leighton:
Looking ahead, what trends do you see shaping your sector over the next decade? What will impact the paediatric palliative care world?
Michael: The intersection of mental health and technology will be key. Technology and AI have brought efficiencies, but we need to balance these with maintaining human connection. Flexible work arrangements are great, but they can lead to unintended consequences like social disconnection or even jobs being moved offshore. We need to find the right balance between leveraging technology and preserving personal relationships.
Leighton: Finally, what advice would you give to those starting their careers in the health and care sector with aspirations to lead?
Michael: Be present and embrace opportunities outside your comfort zone. Building strong professional relationships is essential for growth, and being physically present can make a big difference in how you’re perceived.
I’d also encourage people to be flexible and take on challenges outside their job descriptions. Stretching yourself helps you develop new skills and demonstrates adaptability — qualities that senior managers look for in future leaders.
I’m really thankful for Michael taking a moment out of his day to share his advice, insights and experiences. It’s was a genuine pleasure speaking with him. If you’d like to learn more about Very Special Kids and their work, please visit vsk.org.au.
– Leighton Cantrill