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Leaders Must React: A framework for responding to unforeseen events

By Business, Business Goals, Leadership, Operations, Personal

On average, dealing with unforeseen issues—takes up 36% of a CEO’s time. This is a significant portion, and not all of these issues necessarily require a leader’s immediate attention.

To assist CEOs in discerning which issues truly demand focus, Nohria, the former dean of Harvard Business School, has developed a framework that categorizes events into four types: normal noise, clarion calls, whisper warnings, and siren songs. The framework also provides guidance on how leaders should approach each category. READ MORE HERE.

How High-Performing Teams Build Trust

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

Discussions about fostering trust in the workplace often center on the dynamic between managers and employees. Equally, if not more, crucial is the establishment of trust among team members. To better understand how the most successful teams cultivate trust internally, researchers conducted interviews with 1,000 office workers and identified 5 behaviors that distinguish these teams:

1. They don’t leave collaboration to chance

2.They ensure colleagues are well-informed

3.They share credit

4.They view disagreements as opportunities for improvement;

5.They proactively address tension.


Changes in reporting requirements for NFP organisations​

By Board & Governance, Business, Operations

From 1 July 2023, not-for-profit (NFP) entities with an active Australian business number (ABN) are required to lodge an annual self-review return to access income tax exemption. 

Announced as part of the 2021-22 Federal Budget the new measure is intended to enhance transparency and integrity, by ensuring only eligible NFPs access income tax exemption.

The annual self-review return will need to be lodged between 1 July and 31 October 2024. Further information on the ATO Website. 

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4 Forces That Are Fundamentally Changing How We Work​

By Business, Operations, People & Culture

We’re experiencing a seismic transformation in the way we work — an evolution shaped by technological advancements and changing societal norms. 

In this next phase, work will be defined by its adaptability, technological integration, flexibility, and collaborative spirit. Moreover, it will take a holistic view, considering not just productivity, but also the well-being of individuals and the broader societal impact of the work we’re doing.

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Smaller Companies Must Embrace Risk Management​

By Business, Operations

Small and medium-sized enterprises (SMEs) face distinct challenges when it comes to risk management. Unlike larger corporations, SMEs may not face the same regulatory demands that encourage rigorous risk assessment and mitigation. However, they also lack the extensive resources that larger companies have to weather unforeseen disruptions. To navigate this delicate balance, SMEs can adopt three essential strategies: tailoring risk controls to the scale of potential risks, learning from both successes and failures, and leveraging risk management as a means to enhance and safeguard overall business performance.

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From Unity Comes Strength

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

The CEO of the Community Council for Australia, David Crosbie, argues that it’s time for non-profit organisations (NFPs) to unite and stop accepting insufficient support from those in power. He highlights the prevalent narrative of doing more with limited resources and discusses the challenges NFPs face, such as measuring impact, digital transitions, risk management, recruitment, and income generation.

Crosbie stresses that unity and collective leadership are essential for the NFP sector to gain influence and resources comparable to other sectors. Crosbie urges NFPs to prioritise unity and collective action to create positive change.

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Don’t Eliminate Your Middle Managers​ ​

By Business, Leadership, Operations, Personal

Middle managers, who recruit and develop an organisations  employees, are the most important asset of all, essential to navigating rapid, complex change. They can make work more meaningful, interesting, and productive, and they’re crucial for true organisational transformation. ​

Leaders must reimagine middle managers roles, push to more fully understand their value, and train, coach, and inspire them to realise their potential as organisational linchpins.

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