Lisa McInnes-Smith explores bias in the community and proposes that we explore the biases we speak in everyday language and the stereotypes we attach to gender. Her conversation challenges us to transform our thinking by identifying where the problems are. Lisa's specialty is to demonstrate with reason, humour, and real-life examples how to make people feel included and break the biases around you.
There is no doubt that recent times have been tumultuous and challenging. Disruption has become a very real and very tangible concept to all of us, and yet times of crisis create a great opportunity for those who are prepared. As this storm subsides and a new era dawns, smart leaders recognize that now is the time to gear up for what comes next.
In my new book "The New Now" I help audiences unpack some of the key trends that we've seen accelerate since the outset of the pandemic.
Like everyone else, members of corporate boards have had to innovate quickly due to Covid-19. A once-in-a-generation economic shock has put vital strategic decisions on the table without the luxury of in-person meetings. Boards have had to balance the unfamiliarity of going virtual with the pressures of protecting their organizations from catastrophe.
While most boards are still finding that balance, a number of fast-adapting companies have found that virtual board meetings are better than the real thing. Aside from the obvious benefits of reduced travel and increased attendance, shifting to virtual has allowed boards to improve governance and collaboration through shorter agendas, crisper presentations, more inclusive and bolder conversations, and broader exposure to key executives and outside experts.
COVID-19 is an example of an entirely predictable disaster. Serious, novel pathogens emerge regularly. None of this minimises or plays down the effects of the current pandemic but it does illustrate that this should be an occurrence that that precisely no one finds surprising. Not only was it bound to happen sometime, evolution tells us it is certain to happen again, too, So how do we lead our teams in times of change and massive disruption?
Colin James is one of those people that has spent his life exploring cultures, religions, philosophies and human psychology, which makes him uniquely qualified to speak on the subject of motivation and drivers.
In this essay Colin looks at the drivers of the "banking culture" in the wake of the royal commission, and considers how culture in the workplace is one of the driving forces of performance.
You never hear job ads looking for people who can effect real change. Sure, there’s the ads seeking “ambitious go-getters”, or the old chestnut: “think outside the box”.
But that’s not really what they’re looking for.
Property on the blockchain? Smart contracts and bitcoin-like management of decentralised property ownership is coming. And that's just the start.
Although consumer demand has driven the widespread adoption of online real estate listings, the mechanisms and processes of real estate have gone largely unchanged for decades - or longer.
That's all starting to change.
Disruptive technology isn't the only threat to the real estate industry. Technology's effect on people is where the most transformative disruption is taking place. Whether it's buyers, sellers or those providing services at every step of the real estate journey, technology is making people more connected, informed, empowered, demanding, impatient, even narcissistic.
According to Havas Media’s Meaningful Brand index, consumers wouldn’t care if 75% of brands disappeared tomorrow. So, the real question is: is your brand one of the 75%, or the 25%?
The value of a strong workplace culture is no longer debated. It’s no surprise that the biggest brand on planet, Google, has also won Fortunes' Best Companies to Work For 6 years in a row. However, this begs two obvious questions a) what kind of culture should your place have, and b) how do you make it happen. Read on.
Are mergers becoming irrelevant? Do two relevant businesses now equal one miserable marriage?
For every Fuji Xerox there’s a Sony Ericsson so below are my thoughts on the pros and pitfalls of merging your business.
Wedding bells are ringing. Business marriages seem to be in season. First there were the Microsoft-Nokia nuptials last year and now the blessed union of WhatsApp and Facebook. Even one-time retail rivals Myer and David Jones are flirting with the idea of engaging in consummation rather than competition.
So many businesses are sitting here today faced with the knowledge that they are less relevant today than they were a year ago.
They don't quite know how it happened; everything seemed to be going so well. They were THE hottest product last January, but now the numbers say different.
Staying relevant is Important for any industry, but in the world of Telecommunications the pace of change is staggering.
In the video Michael McQueen discusses the 3 main shifts that will determine your organisations relevance right now and in the future.
Pretty much all of my clients around the world are trying to change things, whether it be finding efficiencies, changing the way managers or staff work or trying to reach customers in news ways.
And pretty much all of them are finding it hard.
Some people say that selling is all about personal influence, some say it is about the art of persuasion, others say it is about 'the hard sell'.
I've worked with sales teams around the world and I can tell you if you're making it about these things you're making it harder than it should be. I think we place over-emphasis on old-school Cialdini-like approaches to influence and reciprocity, and spend too little time on leading edge insight into the neuroscience of human behaviour and decision-making.