Career Development

Anyone with leadership aspirations will consider the question ‘Am I Talent’ as they progress in their career. And while it is not purely a question for leaders the nature of the question is directly related to subjective nature of how others consider and measure your performance. As a subject matter expert, with specialist skills, experience and credentials it is quite clear the basis of how you are recruited or retained in a role. In sales roles, results speak for themselves and the salesperson who does not hit targets knows exactly why they are underperforming. So for leaders and aspiring leaders how do you know if you have what it takes? How do you know – ‘am I talent?’ or if I am High Potential… High Potential Firstly a caveat – you can be extremely talented and not on your organisations top talent list (sometimes referred to as High Potential orContinue Reading

’70 is the new 30′ it does seem hard to believe that we have the ability to out perform a peer 40 years our junior, but that is what a recent survey from Finland recently established. They found that the physical and cognitive health of adults today is significantly better than it was 30 years ago. Positive changes in nutrition, healthcare, education and an improved working life have contributed to superior functionality (according to the research). “the most important underlying factor behind the cohort differences in cognitive performance was longer education.” Kaisa Koivunen (researcher) According to author Daniel Levitin (Author of The Changing Mind: A Neuroscientists Guide to Ageing) its not that 70 or 80 year olds are the same as 30 year olds physically but mentally the older person has distinct advantages including impulse control, ability to get along with others and structured decision making Many of us believeContinue Reading

What is gut instinct? A mix of knowledge, lived experience, prediction and risk management. So what do we do when the world has changed so much and gut instinct is no longer accurate? When our experience, knowledge, predictive abilities and risk taking reflection no longer give us the relevant knowledge to make an informed decision? The world is so different right now that often there isn’t a ‘right decision’ and no matter what you choose outcomes still have the potential to suck. I Don’t Know As a leader, a teacher or a subject matter expert it is hard to say ‘I don’t know’ but in this different environment that the world is in it is ok to say that you don’t know because the whole world is dealing with similar problems. Saying I don’t know, establishes your authenticity, it recognises that your decisions might not be as well informed asContinue Reading

Level Up

When you move up a level, you need to make sure you empower your team and effectively delegate to be successful without you. The strengths that make you terrific at hands-on delivery don’t always serve you perfectly once you’re responsible for juggling multiple teams, issues, and priorities — some of which are always going to be in conflict. Liz Kislik Adjust your relationship with your team It is a crucial step detaching from the way you were working with the team, it will be very important as you start delegating responsibility and helping your team member to become more capable and effective. Stop answering everything – in team sessions the questions will keep coming to you so, either keep quiet or direct it to the best person in the team with the knowledge to answer it. Support independent thinking – help your team figure out the plan and solve the problemContinue Reading

This article explores the core mindsets and skills of effective learners, those who master that capability are referred to as Intentional Learners – possessors of a fundamental skill for professionals to cultivate in coming years. The process of unlocking that capability will create tremendous value for themselves and for those they lead and manage. Learning itself is a skill. Unlocking the mindsets and skills to develop it can boost personal and professional lives and deliver a competitive edge. McKinsey Quarterly Unlocking Intentionality Formal learning only accounts for a tiny percentage of the learning every professional requires during the course of their career. Intentional learners treat every moment as a learning opportunity, embracing the need to learn not as a seperate task or type of work but as an almost unconscious, reflexive way of working. Every experience, conversation, meeting and deliverable carries with it an opportunity to develop and grow andContinue Reading

Being made redundant

This article talks to some of the personal experiences people are having being made redundant during CoVID19, how people are being told they are no longer required by video meeting and have no opportunity for closure with colleagues and friends at events. A workplace where you have been employed for a long time can heavily influence who you are, it can be hard to lose a connection to the company, former fellow employees and your purpose at one time. The changing market conditions has also knocked the optimism of some people who would potentially be more buoyant about a change of career and looking for new opportunities. For employers It is important that employers recognise this is a difficult time for people changing roles and looking for new opportunities. Empathy for the situation is critical and while the rules around redundancy in Australia can make it difficult with what youContinue Reading

Job Interviews

Any one searching for a job at the moment is going to face interviewing remotely, this article from HBR provides some practical tips on how to nail a job interview remotely. Tap into your networkHiring managers are looking for some familiarity so make sure you connect with your network and let them know what you are looking for. Remember that most people do want to help you wherever they can, don’t be afraid to reach out via email or LinkedIn explaining your situation and asking for advice as you search for your next position. Update your CV and cover letterIt is good practice to keep your resume up to date, make sure you highlight how you worked in high pressure environments. Most companies right now are looking for people who can contribute to weathering the current crisis, so it is good practise to state you have relevant experience. Prepare forContinue Reading


The Hard Case for Soft Skills is the latest newsletter update from Daniel Goleman. Goleman first introduced us to the concept of ‘Emotional Intelligence’ back in 1995 with his book of the same name. The book remains high on the list of mandatory reading for MBA students and those interested in developing leadership skills. Goleman explains his model for Emotional and Social Competency (ESCI-360). He co-developed the model (ESCI-360), together with Richard Boyatzis. The model provides empirical evidence that Emotional Intelligence is the best predictor of workplace performance. The tool ESCI-360 (Emotional and Social Competency Inventory) has shown clear performance boosts from higher levels of Emotional Intelligence. The findings of the report include: Emotional Self Awareness is a solid foundation for Emotional Intelligence. Emotional Intelligence is a key predictor of leadership effectiveness. Leaders with high ESCI scores for Conflict Management are likely to create the most positive climates and haveContinue Reading

Career Insurance

What is ‘Career Insurance’ and how do you develop it in uncertain times? It has been a long time since we have seen so much uncertainty across every industry. No role is truely safe in the current environment and without psychological safety its nearly impossible to be effective in your role (see previous articles on Feeling Safe in an Unsafe World in sidebar). There are ways we can take back some control and in this article the author Doris Clark refers to her personal experience of being laid off the day before 9/11, learnings she put into practice and included in her book titled Reinventing You. It starts with recognising all the things we do not have control over, the pandemic and the broader economy and being well prepared. Clark suggests a four point plan. Hope for the best and plan for the worst.… Jack Reacher (fictional character written byContinue Reading

This article starts by explaining the importance of understanding and having clarity of purpose, psychologists describe purpose as a pathway to greater well-being and business experts state that purpose is the key to exceptional performance. An organisation’s Purpose links together with its Vision (where it is going) and Mission (how it will get there) into a concrete statement of why the organisation exists. While most leaders can clearly articulate an organisation’s purpose, they are often unable to clearly define their own reason for being which results in them not having a clear plan to translate purpose into action, limiting their aspirations and potentially failing professional and personal goals. “we believe that the process of articulating your purpose and finding the courage to live it—what we call purpose to impact—is the single most important developmental task you can undertake as a leader.” Nick Craig and Scott A. Snook The thinking shared in theContinue Reading