MANAGEMENT

“Every divisional head is well aware of their numbers,” the CFO announced at the board meeting. “So, I’m perplexed why so many have missed their targets.” However, we got a

There’s been a lot of talk lately about disengagement. Quiet quitting is just a recent buzzword for a more endemic problem. In Australia, only one in five people are engaged

Communication & Candour is one of the three key behaviours of performing teams (the others are Trust & Vulnerability and Commitment & Accountability). It helps to think of communication in

Work meetings are an increasingly controversial topic these days. Some love them, others hate them. So, what’s the sweet spot? In our work and research, human interaction is one of

What should the focus of a manager be? How should a manager’s time be spent? These are questions we get asked quite often in our work. Whilst everyone’s role is

One cannot hire a hand, the whole man always comes with it. Peter Drucker Since our last article, we’ve had interest in 1on1 meetings – why have them, how often

In 2005 the Harvard Business Review published Peter Drucker’s seminal article Managing Oneself, where the father of management outlined a reflective model for human performance. Managing oneself, members of one’s

Working closely with two very successful business leaders – Jack Bendat and Andrew Forrest – taught me lessons that we have used to transform many organisations since. One of them

As we commence a new financial year, we have to traverse the process of forecasting our organisation’s financial budgets.
This is often a best guess exercise, done in Excel with changes

If we started from scratch today… …would we be doing what we are doing now? …would we have the same people as we do now? …are we happy with how