Cut through the fluff and clarify the situation, says keynote speaker John Brogden

‘Things can get better. There is a way back from that incredibly difficult and dark point of your life’, says John Brogden

Real estate, with its inherent pressures and high stakes, often demands a singular focus on performance. Yet, a recent and profoundly impactful session at the Rise Leadership Action 2025 summit in Sydney shifted this perspective, urging industry leaders to look beyond the balance sheet and towards the well-being of their most valuable asset – their people.

At the heart of this crucial conversation was former politician John Brogden, a figure now synonymous with organisational leadership and the advocacy of mental wellbeing and resilience. 

Introduced by Rise Board member John Foong as someone who "epitomises leadership", John Brogden's resume speaks volumes – the youngest person to lead a state or federal political party, a decade as CEO across diverse sectors, including Landcom and the Financial Services Commission. He is currently CEO of Lifeline International. 

Yet, it was John’s deeply personal narrative, delivered with unflinching honesty, that resonated with an audience of real estate executives who lead their teams in a constant battle against stress and burnout. 

John didn't sugarcoat his journey. He described his life as an "incredible roller coaster", candidly revealing that at 56, he continues to live with suicidal ideation and depression. 

He explained that "if things get bad, particularly personally, and if I catastrophise them, I can very quickly move to a point where suicide becomes an option". 

This stark transparency immediately cut through any corporate veneer, underscoring the universal vulnerability that exists beneath the most successful exteriors.

From childhood trauma to political ascent

John’s early life, while marked by clear ambition – he entered NSW State Parliament at 27 – was scarred by significant trauma. He recounted the immense relief following his parents' difficult divorce when he was 13, only for his mother to then endure an abusive relationship. This period was "incredibly traumatic" for him and his siblings. He vividly recalled finding his mother after a violent incident and helping to remove her abuser.

At this point, he said, he made a pivotal decision "to push all of that down deep inside, and a decision to do everything that I could to make sure that nobody had to go through what I went through". This commitment, he admitted, partly fuelled his relentless drive into politics.

‘What do I do with my life?’

He rapidly ascended, becoming a Shadow Minister at 30 and Leader of the Opposition at 33. Yet, even at the precipice of his political ambition, the internal struggle persisted. "I never stopped to smell the roses. I never stopped to congratulate myself on my own success," he confessed, explaining how he instead used the "anger that I pushed down to drive me". 

As he neared his ultimate goal of becoming Premier of New South Wales, he found himself "inconsolably miserable and depressed." Then, "disaster struck" in 2006. Public comments he made led to his resignation as Opposition Leader and, eventually, his departure from Parliament. 

This wasn't merely a career setback; it was a devastating "personal fall". He told the Rise audience he was overwhelmed with shame. He felt he had "brought so much shame upon myself, my family and friends, and that there is no way back". He attempted suicide.

Fortunately, he was found and saved, marking the beginning of a "long, long journey to rebuild after burn-out."

His lowest ebb occurred in a suicide watch ward. Despite heavy medication and constant observation, a journalist’s cruel taunt from outside – "Try harder next time" – pierced through the silence. Believing his life was truly over, he asked his psychiatrist, "What do I do with my life?"

The psychiatrist’s response was simple yet profound, said John. "This, too, will pass," the psychiatrist had told him.

Initially, said John, this seemed impossible. But now . . . "Well, ladies and gentlemen, things can get better. There is a way back from that incredibly difficult and dark point of your life."

Real estate and mental wellness: A critical connection

John's powerful story holds immense relevance for the real estate sector. The summit acknowledged that our industry "over-indexes on mental health problems," a stark reality that demands proactive, empathetic leadership. 

The national statistics are sobering. According to Suicide Prevention Australia, an estimated 65,000 Australians make a suicide attempt every year. More than 3,200 Australians died by suicide in 2023, roughly nine people every day. While more women attempt suicide, more men complete it, with the highest growth in men aged over 60. 

These figures underscore the vital need for open dialogue and robust support systems within our workplaces.

John Brogdan passionately advocated for normalising mental illness as an "illness of an organ called the brain", just like any other physical ailment. However, he stressed: "We don't want to normalise suicide. Why? Because we want people to live."

For real estate principals and team leaders, this was not just a moral imperative, he said. Australian work legislation made no distinction between physical and psychological injury. Organisations were legally obligated to provide psychologically safe workplaces. John warned of the potential for a charge of "industrial manslaughter" if a CEO’s actions had created a stressful environment that contributed to a suicide.

Helping colleagues in tough times

John offered direct advice for managers who saw a member of their team struggling.  He said: “Ask directly, ‘Are you feeling suicidal?’ ‘Do you think you want to kill yourself or hurt yourself?’" These questions "cut through the fluff and clarify the situation”. It enabled immediate intervention – calling 000, Lifeline (1311 14), or driving the person to hospital.

Senior members of an organisation who were prepared to talk about mental health issues could have an unparalleled impact on their people, said John. Nothing would work better than “someone in the organisation, preferably senior, talking about their journey." 

When leaders shared their vulnerabilities, it created a cascade of psychological safety, allowing others to feel seen and supported, he said.

Reflecting on his own recovery, John spoke of the importance of redefining identity beyond a single ambition. After politics, he shifted his focus and asked himself, "What are you good at? What do you like doing?" rather than "What do you want to do?" 

He learned that his political skills seamlessly translated into leadership capabilities in the business world. He also embraced the idea that "if you haven't failed, then you haven't tried in life”. 

John used a quote from the disgraced US president Richard Nixon to emphasise his point. Nixon had said, "It's not until you've been in the deepest valley can you ever know how magnificent it is to stand on the highest mountain." 

John’s message was a powerful call to action for real estate leaders: be proud of the progress made in addressing mental illness and recommit to fostering environments where every team member feels supported, valued and empowered to thrive.