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Daily Archives

May 1, 2024

Fighting Loneliness on Remote Teams

By Business, Mental Health, People & Culture, Personal

Remote work offers many benefits, but the lack of community – compared to in-person environments – can cause some workers to feel isolated and lonely. These feelings can impact job performance, sometimes significantly.

This article will share four evidence-based strategies that leaders and managers can use to build community in their remote teams. These strategies include reflecting on what’s working for your team, recognizing your team in a meaningful way, providing support for career development, and communicating with your team as a whole person.

Building a community in a remote environment requires innovation and intention, but getting started only takes one act.

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10 roles for impact at scale

By Business, Operations

Through discussions with social purpose leaders and reviewing Australian examples, distinct roles have emerged, guiding efforts towards impactful outcomes.

These roles include Vision Setters, Entrepreneurs, Social Innovators, Scaled Providers, Knowledge Brokers, Advocates, Campaigners, Coalition Builders, Capacity Builders, and Catalysers.

Each role contributes uniquely to driving change at scale, with collaboration and partnership being key enablers. These roles often intersect and evolve, requiring a shared vocabulary and ongoing mapping of efforts to optimize collective impact. Various case studies illustrate how organizations adopt these roles to address complex social issues and achieve meaningful outcomes.

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Good NFP risk management – A great ICDA Resource!

By Board & Governance, Business, Operations

Human beings, particularly leaders in the community sector, often exhibit an inherent optimism bias, assuming things will turn out favorably despite potential risks. However, this optimism can hinder effective risk management practices, leading to overconfidence, cutting corners, and unrealistic expectations.

In the not-for-profit and charity sector, where leaders aim to achieve missions with limited resources, optimism can be particularly pronounced.

The Institute of Community Directors Australia (ICDA) emphasize the importance of identifying, evaluating, and mitigating various risks, including physical, professional, environmental, employee, financial, criminal, and regulatory risks.

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5 Well-Intentioned Behaviors That Can Hurt Your Team

By Business, People & Culture

Most people can spot a toxic leader and connect the dots on why and how they are causing damage. But it’s much harder to recognize when well-intentioned leaders are actually hurting their teams because they aren’t aware of their negative impact, and team members aren’t always comfortable pushing back.

If you’re a manager with a strong desire to be helpful to your team, be aware of these five common ways you may inadvertently hurt them despite your best intentions.

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5 Strategies for Improving Mental Health at Work

By Business, People & Culture, Personal, Wellness & Wellbeing

Companies are investing in — and talking about — mental health more often these days. But employees aren’t reporting a corresponding rise in well-being. Why?

The author of this article, who wrote a book on mental health and work, explores several key ways organisations haven’t gone far enough in implementing a culture of well-being. She also makes five key suggestions on what they can do to improve the mental health of their employees

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6 Common Leadership Styles – How to Decide Which to Use

By Leadership, People & Culture, Personal

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organisational dynamics, or a turn in the business cycle.

In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one.

The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organise, motivate, and direct your team.

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Don’t Wait for a Crisis to Reduce Costs

By Business, Financial Management

Leaders who take a hard, holistic look across their cost base will find opportunities to reposition their companies for future growth. But they must act boldly and decisively to achieve a competitive cost position.

In this article, the authors discuss five critical actions that CEOs and other executives can take to tackle cost challenges.

Collectively, these measures help organisations sustain efficiency and redirect resources to invest in innovation, promote growth, and capture value..

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How to Discuss the Undiscussables on Your Team

By Business, Leadership, Operations, People & Culture, Personal

Surfacing the ‘undiscussables’ on your team may be uncomfortable, but it must be an ongoing campaign, or they will sneakily build up in the background and impact your employees’ morale.

In this article, the author explains how to spot the classic signs of undiscussables — meetings marked by quick consensus, a lack of productive debate, or uneven participation — and offers strategies on how to uncover those unexpressed thoughts and feelings to help your team work more productively.

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How to Discuss the Undiscussables on Your Team

By Other

Surfacing the ‘undiscussables’ on your team may be uncomfortable, but it must be an ongoing campaign, or they will sneakily build up in the background and impact your employees’ morale.

In this article, the author explains how to spot the classic signs of undiscussables — meetings marked by quick consensus, a lack of productive debate, or uneven participation — and offers strategies on how to uncover those unexpressed thoughts and feelings to help your team work more productively.

The Best Leaders Have a Contagious Positive Energy

By Leadership, Personal

The pandemic has taken a significant toll on the well-being and energy of so many. Positively energising leaders are more crucial than ever.

Positive relational energy —the energy exchanged between people that helps uplift, enthuse, and renew them — however, is not the superficial demonstration of false positivity, like trying to think happy thoughts or turning a blind eye to the very real stresses and pressures overloaded employees are experiencing. Rather, it is the active demonstration of values.

Numerous studies show that positive energisers produce substantially higher levels of engagement, lower turnover, and enhanced feelings of well-being among employees.

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