JUSTIN LANGER: Harvey Weinstein, Jeffrey Epstein, Mohamed Al-Fayed cases has changed sporting workplace

Decades of poor behaviour are starting to take their toll.

Some instances have been very public, such as sex-assault predators Harvey Weinstein and Jeffrey Epstein.

Then there’s former Harrods owner Mohamed Al-Fayed who’s been accused of abusive behaviour by a number of former staff members.

They’re just three cases that made headlines. Powerful men allegedly abusing their privilege.

Other scenarios play out in the murky shadows of office hallways, sporting change rooms, school classes, or mining campsites.

In our workplaces, families and teams, respect and trust form the invisible architecture that supports everything else.

When present, they create environments where people flourish; when absent, even simple interactions become fraught with tension and fear.

Over the last four weeks, I have sat in five presentations, a tutorial and an exam.

These have been in three countries and through various industries.

As a coach and company director, it has become blatantly obvious that the sins of the past are acting as the foundations of today, where poor behaviour is simply unacceptable.

What’s more, victims now have a voice where the consequences can be high if enough isn’t done to protect your people.

The education and awareness sessions I’ve been involved in have highlighted how seriously society, and the law, are taking breaches in basic human rights and trust.

Leadership behaviour goes well beyond parenting.

The content for all presentations has been dressed up and administered differently but the messages are identical.

In simple terms, it all comes down to RESPECT.

The AFL’s annual certification - a mandatory course for all club directors - covers anti-doping, safeguarding children, wagering and anti-corruption, respect and responsibility, vilification and discrimination, and LGBTQI + inclusion.

Until you pass the course, you will not be certified to take an official role in any AFL activity.

To coach the London Spirit in The Hundred tournament in England later this year, I sat in a three-hour interactive tutorial on safe-guarding children.

I also had to work through the ECB (England Cricket Board) code-of-conduct guidelines, which had to be signed off and acknowledged as part of my employment and visa application.

These, on top of a police clearance, are compulsory to ensure anyone entering the country is fit and proper to do their job.

Leading into the IPL in India this week where I’m coaching the Lucknow Super Giants, the entire squad of players and support staff heard about anti-corruption, wagering, drug policies and ­­— for the first time — sexual harassment in the workplace.

In India, the program is called POSH (Prevention of Sexual Harassment) and in Australia, it is Positive Duty, which calls out discrimination on the grounds of sexual harassment in connection with work. This I have learned clearly in the corporate world.

The point of all of this is that in all my time in family, sport and business, I, like most, have had no personal experience or exposure to any of these conflicts, and yet the statistics of poor behaviour are stark.

The fact I’ve spent more than 10 hours in the last month — as a 54-year adult — being educated in respectful behaviour is a clear and blunt reminder that more must be done.

No longer can we take for granted that courtesy, good manners and respect are taught from a young age and carried through to adulthood.

Great parents are the first and most influential teachers in our lives. Through their words, actions, and daily interactions, they impart invaluable lessons that shape our character and future.

Among the many teachings parents pass down, three stand out as foundational pillars in the instance of respectful behaviour.

Empathy and compassion are among the earliest and most crucial lessons. We learn to see the world through others’ eyes, to extend kindness, and to lend a helping hand to those in need.

Whether it’s comforting a friend, displaying good manners or standing up for someone who feels alone, these lessons nurture a heart that understands the value of connection and humanity.

Equally important is self-reflection and emotional intelligence. Kids who learn to manage their emotions develop patience, self-control, and the ability to navigate tough situations.

Whether it’s waiting their turn, handling frustration, learning about winning and losing or simply expressing their feelings, these skills lay the groundwork for strong relationships.

Great parents also teach personal responsibility and accountability — the understanding that actions have consequences.

Owning mistakes, making amends, and embracing hard work foster integrity and reliability. These lessons transform children into adults who take charge of their choices, honour commitments and contribute positively in whatever they may do.

As a parent, grandparent or sibling, are you amazed by the lioness or lion spirit that burns when your family is wronged?

When we have been brought up to respect each other, and that respect isn’t reciprocated, it is no wonder we feel so strongly. We almost feel ripped off, when common courtesy is treated with disdain by others.

Leadership behaviour goes well beyond parenting.

Teachers, principals, managers, heads of industries and businesses all have a vital role to play in keeping their workplaces safe.

The major religions around the world have a moral framework and guiding values, that are fundamental to their beliefs.

Religious teachings provide structured guidelines, such as the 10 Commandments in Christianity and Judaism, the Five Precepts in Buddhism, or the ethical mandates of the Quran.

These frameworks are there to shape individual character and communal harmony, but even they are under attack today, demonised by sections of society whose own behaviour is poor.

My last month of learning has re-enforced what most of us already know, but it has also opened my eyes to the challenges faced by individuals and businesses in all parts of the world.

It has also reminded me of the fundamental value of respect that underpins much of our dealings.

In the workplace, respect manifests through simple acts such as colleagues acknowledging each others’ expertise and contributions without judgment.

When you’re in a great culture, it’s often hard to pinpoint what it is, other than to think of no place you would rather work. This is relevant in all groups or teams.

The most effective of these can balance diverse viewpoints and skills, while maintaining mutual respect.

Members trust that challenges to ideas aren’t personal attacks but attempts to reach better outcomes. When everyone is pulling in the same direction — towards a common goal — there is no better fun in life.

Like families, the best teams have each other’s backs, and strong bonds are formed by acknowledging each member’s individuality and unique perspective, regardless of age or role.

Disagreements are handled skilfully—with patience and without venom. Trust builds through reliability and emotional safety, knowing vulnerabilities and disputes won’t be exploited, and where promises won’t be casually broken.

Through the media, personal experience within teams, and most recently through education and awareness training, I have learned that poor behaviours create the opposite of these best examples.

There is no room for selfish, ignorant, behaviour in any workplace. Bullies and sexual predators will now be targeted and exposed. As they should.

The bottom line? Whether you’re in bustling Mumbai, shivering London or sunny Perth, unwelcome behaviour is no longer unacceptable — it’s now illegal. The laws create invisible shields around people, allowing them to work, learn and live without fear of harassment.

These protections didn’t appear overnight — they emerged from years of advocacy and courage from those who spoke up when things weren’t right.

Granted that times have changed, but a lot of people have suffered in the meantime and that’s why they are speaking up today.