The Value of a Chief of Staff
A good CoS helps a leader achieve their potential in a sustainable way that delivers long term success when managing complex organisations.
Read MoreThe Value of a Chief of StaffBusiness
Leading Psychological Safety in Teams
The challenges in creating psychological safety are in some ways more complex for managers because they not only need to lead the process, but also lead themselves in the initiation of the process.
Read MoreLeading Psychological Safety in TeamsRecovery Experiences and Your Mood at Work
By taking charge of our recovery experiences, we have the power to become masters of our mood at work.
Read MoreRecovery Experiences and Your Mood at WorkRunning Effective Meetings
Meetings are the space in our day we make to provide some sort of service to other people.
Read MoreRunning Effective MeetingsA Psychological Safety Primer
Going against the grain may make people feel unsafe, yet it is through this process that true psychological safety is ultimately achieved — because people feel safe to feel unsafe and to challenge the status quo.
Read MoreA Psychological Safety PrimerDEI: A Continuum of Acceptance, Understanding, and Questioning
Successful DEI comes down to balance — ensuring that belief doesn't descend into ideology. A process that is founded on the bedrock of psychological safety.
Read MoreDEI: A Continuum of Acceptance, Understanding, and QuestioningLeading AI-First Organisations
By employing leaders capable of creating an AI framework — because they are awake and aware to the unintended effects of AI on social well-being, data integrity and privacy, diversity, and governance — organisations seeking to transform into being AI-first are well positioned to engage in trustworthy and responsible AI use.
Read MoreLeading AI-First OrganisationsForging Resilience Through Adaptability
As our adaptability mindset strengthens, resilience will also improve because individuals and teams are better equipped to absorb shocks today and use the energy to bounce forward into sustainable growth tomorrow.
Read MoreForging Resilience Through AdaptabilityLeading At Scale
When leadership is exerted in this form, organisations become increasingly accountable, agile, and autonomous — all the while operating at scale. At this point, an organisation can truly be described as 'purpose-driven' — a genuinely awesome competitive advantage.
Read MoreLeading At ScaleRemote Working Policies
Setting boundaries will see some employee attrition, but those who remain will feel a heightened sense of trust and an improved quality of employment.
Read MoreRemote Working PoliciesMinding the Capability Gap
Once the capability gap is closed, instead of feeling fear and frustration about not knowing how to perform a role or achieve an outcome, staff are empowered to deliver value and be rewarded for their achievement.
Read MoreMinding the Capability GapA Challenging Time for Talent Management
In an era of heightened employee mobility, hybrid work environments, and a skills shortage, the idea of matching great talent with critical roles may not be new, but it is more essential than ever.
Read MoreA Challenging Time for Talent ManagementRecovering From The Great Attrition
The challenge for managers is that we are no longer comparing apples with apples. Instead, we must leverage the power of personas to better understand the individuals that make up our teams.
Read MoreRecovering From The Great AttritionMental Health As A Strategic Issue
While the overall numbers of people affected by mental health issues is a cause for concern, perhaps as alarming are the number of firms or individual managers who engaging in well-being washing.
Read MoreMental Health As A Strategic IssueBe Bold With Efficiency Aspirations
By tackling some of the common problems, teams and organisations will be well placed to achieve aspirational efficiency objectives. When this happens, we can get one of those virtuous circles in which the approach sticks and compounds over the years.
Read MoreBe Bold With Efficiency AspirationsAnchoring Teams Through Transformation
By adopting this approach, we will not only end up writing good, albeit not perfect, OKRs, but also take that vital step in the practice of management; taking individuals or teams outside their zone of comfort to learn, improve, and explore — ultimately achieving meaningful transformation that unlocks value for the organisation.
Read MoreAnchoring Teams Through TransformationSustaining Value in the Transformation Life Cycle
No fixed set of actions can define, measure, or achieve success. Thus, trying to make transformation a tick box affair is to setup an organisation for failure. This is because successful transformation is as much about the process as it is about the outcome.
Read MoreSustaining Value in the Transformation Life CycleEnabling Managers in a GenMe Landscape
Providing more structure, not less, in both the daily tasks of employees and their perceptions about career pathways, offers the strongest viable path to improved staff retention and higher team performance.
Read MoreEnabling Managers in a GenMe LandscapeChallenges for Leadership when Managing GenMe
By reframing the leadership models presented, propositions for managers can be advanced to enable better leadership of people with GenMe attitudes.
Read MoreChallenges for Leadership when Managing GenMeLeading GenMe
Given the obvious dichotomy in this approach to work generations, the practical implications for management are that the leadership theories many have encountered will struggle to provide solutions when it comes to developing coherent teams.
Read MoreLeading GenMeGreat Managers Free Up Their Time
Managers often fail to build autonomous teams,keeping themselves in a job to solve for problems which should have long since been put behind the organisation.
Read MoreGreat Managers Free Up Their TimeThe Effective WIP
The value of a WIP is to discuss and monitor results. Unpacking how the outcomes of work relate to the organisation's strategic goals.
Read MoreThe Effective WIPActing for Privacy – An Australian Story
There is the case to be made that this is not only the cost of doing business in the digital age but that, like environmental protections, there are great rewards to be reaped in improved quality of life.
Read MoreActing for Privacy – An Australian StoryQuestions for a Future Employer
An interview is a crossroad, one at which you are making a choice between merely seeking a job and wage or using the opportunity to grow a career.
Read MoreQuestions for a Future EmployerResponse – Why PI Planning is like a wolf in sheep’s clothing
When PI Planning is deployed by leaders who have the nuance, skill, and strategic capability to deliver an Agile project with a multi-year roadmap, PI Planning is an invaluable framework for program delivery.
Read MoreResponse – Why PI Planning is like a wolf in sheep’s clothingResponsibility, Ownership, Accountability
These are words we use often in an organisational context, but words that are seldom discussed; and when discussed, often done so opaquely or inaccurately.
Read MoreResponsibility, Ownership, AccountabilityResponse — Sitting with Ambiguity
Sit with ambiguity, but be aware of when a seemingly circular conversation is enhancing a definitional understanding and when it is just a group of individuals unable to comprehend ambiguity hoping that a drawn out conversation will nail down the problem.
Read MoreResponse — Sitting with AmbiguityPolywork, A New Professional Network
I have often thought that an individual is far more than their job title or pay scale. Which means that even in a professional networking context, your portfolio of experience should also include your experiences.
Read MorePolywork, A New Professional NetworkFive Stages of Autonomy
At this stage, employees, whether remote or in an office, enjoy true autonomy. The Nirvana Mullenweg and Co. are in search of for their businesses.
Read MoreFive Stages of AutonomyA Change Management Primer
Knowing this only shifts the problem from 'how' to 'when'. In other words, at what speed should the change management take place?
Read MoreA Change Management PrimerDistributism
To replace a People's Republic network with a Democratic Club network isn't necessarily an improvement because it only prefences one centralised solution over another.
Read MoreDistributism‘I’ and ‘Me’
The notion that the 'significant symbols,' found in the harmony between the projected and received understanding of the gesture which transports meaning between employee and manager, are not fixed, but are subject to continual recreation allowing infinite flexibility when assessing project planning.
Read More‘I’ and ‘Me’No One Is To Blame For Misbehaviour
Variability in people leads to variability in the anticipated behaviour. In this context there is always a degree of unpredictability in behaviour.
Read MoreNo One Is To Blame For MisbehaviourPatagonia Traditional CSR, Strategic CSR or CSV
CSR only has a limited connection to the business while CSV is 'integral to a company’s profitability and competitive position.'
Read MorePatagonia Traditional CSR, Strategic CSR or CSVThe Lions Roar
After entering a score of passwords, and wrapping tinfoil around my head to ensure the CIA were not tracking me...
Read MoreThe Lions Roar