Skip to main content


People with purpose: Leading by example – and why every NFP leader can benefit from peer-to-peer mentoring

By Business, Career Development, Leadership, Personal

Carmel Molloy, CEO of the NonProfit Alliance (NPA), emphasises the critical importance of investing in the leadership capabilities of not-for-profit (NFP) leaders for fostering a socially aware Australia. Carmel’s journey from teaching to marketing agencies to the NFP sector led her to found the NPA, aiming to fill the gap in peer-to-peer programs for NFP leaders. Carmel identifies the multitude of challenges faced by NFP organisations, emphasizing the need for robust leadership, peer support networks, and continuous investment in leadership development to achieve greater social impact.

Read more here.


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 the best CEOs continually improve performance

By Leadership, Personal

In the fable “The Tortoise and the Hare,” where the tortoise wins a race against the faster hare through steady progress, the lesson of avoiding complacency holds relevance for today’s CEOs. As successful leaders may face the danger of becoming complacent in the middle years of their tenure, sustaining high performance requires continuous learning, an outsider’s perspective, collaborative planning for the future, and organizational future-proofing. The article emphasises the importance of CEOs actively engaging with external networks, including customers, investors, and industry experts, to avoid the pitfalls of complacency and drive ongoing success. 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.


When Your Boss Gives You a Totally Unrealistic Goal

By Business, Business Goals, Leadership, Personal

There are many reasons why bosses set unrealistic goals. They may have heady aspirations and subscribe to the popular notion of “big, hairy, audacious goals.” Alternatively, they may be removed from day-to-day operations and not realise the logistical or process-related difficulties of achieving it. Or they may recognise that the goal is unrealistic but face pressure from higher up the food chain or important clients.

In this article, the author outlines steps to try if your boss is expecting the seemingly impossible. READ MORE HERE.

How to Sustain Your Empathy in Difficult Times

By Business, Leadership, People & Culture, Personal

Empathetic leadership is crucial in today’s workplace, driven by employee expectations. However, managers often find it emotionally and physically draining. Many managers feel torn between being empathetic at the cost of their well-being or preserving their emotional health by distancing themselves. Fortunately, a Stanford psychologist and neuroscientist suggests that this dilemma is more apparent than real. He outlines three strategies for leading empathically without compromising personal balance and presents a blueprint for practicing sustainable empathy. Read More Here.

Seeing around corners: How to excel as a chief of staff​

By Business, Leadership, People & Culture, Personal

A Chief of Staff (COS) can significantly contribute to a CEO’s success while advancing their own career. COS responsibilities can vary from administrative to strategic, depending on the organsation’s needs and the COS-principal relationship, always focused on enabling the CEO’s mission. Eight pieces of practical advice for COSs include defining the job description, building trust, ensuring smooth transitions, and balancing influence without engaging in internal politics. The COS role is dynamic and intense, presenting both challenges and exciting opportunities for those who navigate it skillfully.

Read more here

The Myth of the CEO as the Ultimate Decision Maker​ ​

By Leadership, Personal

CEOs bear the responsibility of steering their corporations, necessitating a multitude of decision-making. However, there is a tendency to overestimate the extent of their direct involvement in this decision-making. Rather than making every decision themselves, CEOs typically influence decisions by orchestrating the decision-making process, deciding when to engage directly, and overseeing the progress—a discerning approach that parallels the choices CEOs make while fulfilling other duties.

Read more here

Finding The Right Leadership Balance Between “In” and “On” The Business?

By Leadership, Personal

Leaders often struggle to find time for their most strategic responsibilities amidst the constant stream of urgent issues demanding their attention. This leadership challenge can leave them feeling overwhelmed and spread too thin. The concept of “In the Business” versus “On the Business,” popularized by Michael E. Gerber, offers a valuable framework for leaders to assess where they should focus their time and energy.

Read more here