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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

RdL speaks with Alex Wilson - General Manager, Plantation Resort - Fiji

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