2020 has made me incredibly thankful for what I’ve got, for what I can control, and for all the other small blessings I’d taken for granted. Above all else, this past year has taught me gratitude.
Bushfires, floods and a pandemic – there’s no doubt that 2020 has been one of the most challenging years on record for Australian communities and businesses.
Champion. Cheat. Hero. Villain. Saint. Disgrace. All words used to describe Diego Maradona, the world’s best-ever (for me) footballer, who died aged 60.
Regardless of the type of work and workplace, COVID has provided us with the impetus to think more deliberately about how organisations structure how and where their people work.
Remembrance Day allows us to stop and reflect, not only on the plight of past generations but on recent conflicts and how we pulled through, so we may heed the lessons for current global and regional security issues; it has evolved to become a deeply personal experience with individual meaning attached.
If we can make a difference to the wellbeing of workers, then we can make a difference to the wellbeing of families. And if we do that, we’ve made a real difference to the whole community.
Each and every day, there are moments happening across all of our workplaces where things happen. Changes are noticed. People are experiencing things, but aren’t speaking up.
Because emotion doesn’t have a language other than a personal experience, it is hard to attach some emotions to a tangible rhyme and reason. Expressing it means making something abstract and endless into a verbal language which is concrete and limited.
Most leaders are feeling challenged right now, both in managing challenges in their own lives and in helping others to navigate their own journeys through adversity and complexity.
Around the world organisations are beginning to take a new look at understanding their future workforce. Whether they have been impacted by COVID-19, are reacting to a new economic situation or are simply accelerating planned digital transformation
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