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Covid-19 proved to most of us that we are flexible and can respond in a split second to making significant change and do it well to save the company and its human assets. Companies transitioned to having their people working from home very effectively and efficiently. Months have passed, the risks are better under control and for many countries, the process of returning to work has begun. Now comes the big challenge of how we transition from the home office to workplace. I

Jim Hemerling from the Boston Consulting Group shares his thoughts on leading in an era of constant change. One of his points is to not impose change on your people Some of his key findings about the leaders includes the following; Too slow to act – leading to a constant crisis mode Short term approach – not securing a future for the company and its people Taking a 1 off approach to the issue and not establishing a long term strategy to deal with the issue. Jim shares in his

When safety became the focus of all industry, we implemented the Occupational health, safety and environment representatives. Companies invested heavily into the education of these people to ensure they were well equipped to ensure the workplace risks were reduced and in the event that an incident did occur, were there to make sure things were put in place to ensure it does not happen again. As the environment changes around us, we now need to shift our focus to also conside

Businesses need to plan for the time when they will reopen after the lockdown ends. If you want to open your business and want to stay ahead of others, you should ideally plan your strategy to restart in the post-pandemic world. There are many  post-pandemic changes to expect in the workplace  across different countries that are widely impacted by the coronavirus. If you open your business or plan to bounce back without an effective strategy, you might not know how to move a

A good leader would know that communication during a crisis is critical. They communicate with urgency, transparency, and empathy, it helps people adjust to the constantly changing conditions crises bring. A tone of urgency encourages people to make quick decisions to mitigate harm. Transparency builds trust in leaders and conveys respect for employees. Showing empathy and conveying a compelling message of hope can foster resilience. Following research by Harvard Business

The law or policies are usually very clear on who can work from home. This was all good and well up to Covid-19 but now things have changed. Whether we like it or not, the policies we once had on working from home now need an urgent review. You see, when we allow most of our people to work from home because the company or law states, it goes to show that it can also be done at other times. Is your business ready to accommodate the increase in requests and does your policy

Remote working has transformed from an emerging trend to a necessity across the globe. Instead of working with your team face to face, you’re suddenly managing a remote team (and this will become a stronger trend) and trying to find the right strategies to stay productive. Here are some tips to manage remote teams: Communicate daily Choose a time in the morning to catchup and have a productive conversation with your team. The purpose is to set an agenda for the day, address

Corona Virus or sudden change will not stop us, but it will force us to do things differently in an accelerated response time. Macquarie Business School, along with We Are Unity, conducted a quantitative and qualitative study with Senior Executives in the ASX200, from a cross-section of major industries. The attached report shows how the crisis has been a catalyst for major transformation in the way we work. The research uncovered that COVID-19 has forced successful organi

Looking after our own and the mental health of our people is a critical factor a leader must learn to deal with during times of sudden change. Covid19 was a very sudden change as it impacted the globe in less than a 4 week period, causing shut down, illness and death in an unseen way in the modern world. Below is a video extract from a BBC show featuring Dr Susan Whitbourne Professor of Brain Sciences, and Dr Benjamin Miller, Researcher, Wellbeing Trust on how our brains a

Whether you work in Hospitality, Mental Health, Retail, or the Airlines. Saying no to someone builds an internal flame of anger and frustration and it does not have to be. In our leadership development program, we share a simple example of how this works. I ask the strongest looking person to come to the front of the room with me. I simply ask them to put their hands up in front of them – nothing else. I put my hands against their hands and start pushing and without me askin

Is the impact of Covid19 really something that we have not experienced before in business? The reality is that Covid19 is just ‘Sudden Change’, something that nearly all business has, and will continue to experience as we move ahead. It is no different in concept to a competitor entering the market, the introduction of the internet, Online competition, Global service providers, or the launch and end of the LNG build in Papua New Guinea. We have all dealt with sudden change

RdL Speaks with Ray d'Silva about his Leadership Insights. Click the link to listen to Ray's story. Read Ray's responses below. 1. As I reflect on what led to my success as a senior manager or leader, I would have to say it was by sheer accident. It probably started a long time ago in school as a boy scout when I was made a troop leader. Then that progressed to House captain and Section leader in the cadet corps. A couple of years after arriving in Australia I was drafted

RdL Speaks with Keith Ayers from Integro Learning about his Leadership Insights. Click the link to listen to Keith's story. Read Keith's biography below. Keith is the CEO of Intégro Learning Company Pty Ltd and author of Engagement is Not Enough: You Need Passionate Employees to Achieve Your Dream (Elevate, July 2008). He is respected around the world as a thought leader on the topics of employee engagement, leadership effectiveness and workplace trust. Having joined

RdL Speaks with Andrew Cooper about his Leadership Insights. Click the link to listen to Andrew's story. https://www.youtube.com/watch?v=fuDGv_JKzYE Read Andrew's response and his Biography below. What lead to your success as a senior manager and leader? It all started early in my career with one word “RESPECT” I have a philosophy that underpins my interaction with people and that is “We are all created Equal in Value – but different in function” What this means is that w

Successful leaders deliver excellence in all that they do and they do this through using the talent that surrounds them. To effectively delegate can be challenging for some but the key is if you get the delegation right, the results will flow. Over the years RdL has developed the following simple 4 step process to effective delegation. Step 1 – Show them what 'good' looks like Step 2 – Let them feel what 'good' feels like Step 3 – Let them show you they can deliver 'good

We have all been confronted with testing and difficult circumstances in 2020. Whether that be the rapid growth in volume due to customer demand, the management of loss of volume, clients or staff due to Covid19, home schooling your children or struggling with the high levels of isolation. No matter what the situation is, as leaders, we need to create a shared vision of success and ensure we generate that same positive outlook for all those who surround us. When faced with

Trust is a critical component of employee engagement and the foundation of a great workplace. Academic research has shown the role of trust in building more positive attitudes, higher levels of interpersonal and team cooperation, better communication, job satisfaction, effort, relationships, increased quality of performance, and many more. But saying trust is important and actually cultivating an environment of trust are two different things. So, how can you actually build

As leaders, we all know and are aware of the impact a crisis can have on us personally, as well as our people and the results we generate for the company. More often than not, an unpredicted or unforeseen crisis will lead to negative results for all involved. We also will generally fall into the trap of taking on more personally because of the belief that “We are in crisis and no one can do it better than me” Great leaders in fact go the opposite way. Great leaders look an

Leading through any crisis can be extremely demanding on our bodies. It can have a significant impact on both our mental or psychological wellbeing as well as our physical health. You may find yourself doing longer hours, doing more physically demanding activities to cover for any gaps you identify or stressing and worrying about what the future may bring to you and your people. When we are faced with these situations, we usually take reasonable care of our physical wellbe

There is no doubt 2020 is a different year, whether it be fires, floods, competition, staff attendance or Covid19. As leaders, we need to manage and lead through the crisis to drive success for ourselves, our people and our company. We often fall into the trap of jumping into action too quickly without taking a step back to think and assess what is happening and the impact it can have on us. To successfully lead out of the crisis, we need to stop our minds from immediate ac