All Posts by Catherine Gillespie

0 The 4 Leadership Zones – Are Your Leaders Contributing to or Detracting From the Organisation’s Strength?

Remember the organisational strength model below from my last post in which I discussed the need for the ‘Inspired Leadership’ pillar – the central pillar – to be the most prominent contributor to organisational strength?

This led to a discussion of the ‘4 Leadership Zones’ and the presentation of the next model. Were you a little curious to know what ‘Leadership Label’ the two question marks are referring to?

0 The Necessary Conversation – Interview with Lincoln

In this interview I speak with…
Lincoln an employee who has offered to share his insights about the ‘Necessary Conversation’ from an employee perspective.

Summary of Lincoln’s comments/insights:
It’s important in the conversation for the employee to have:
Ownership of the decisions made
The ability to contribute and express their insights, desires and concerns

0 When to Engage an Accredited Mediator – Interview with Matt Connell

In this interview I speak with… Matt Connell. Currently: General Manager People & Culture Multicultural Community Services Geelong.

Some of Matt’s take away top tips:
Appreciating the skills of an Accredited Mediator:

There is a difference between formal mediation and ‘having a chat’ with a staff member Being able to have a structured conversation as part of a formal conflict resolution approach
The ability to listen effectively

0 Having the Necessary Conversation – Interview with Michael Sims

In this interview I speak with…
Michael Sims. Currently: Academic Lead, University of Tasmania

In the discipline of Agriculture and Food Systems in conjunction with the Tasmanian Institute of Agriculture

Some of Michael’s take away top tips:
Having effective communication skills are crucial in dynamic environments with lots of distractions
The Coach (Leader/Manager) is a role model and needs to prepare for the conversation and set the right tone

0 Where Is Your Organisational Strength?

Most organisations believe strength = success = profit and the higher the profits the stronger the organisation is.

So these organisations put a sole focus on increasing profit – and they attempt to do just that.

From the outside, on paper, that company is looking strong. But take a look under the roof – the ceiling is collapsing and those working in the company know just how unhealthy the business is.

0 What Are The Three Main Pillars That Support Business Success?

The three main pillars which underpin and strongly support business success are also those which are developed when an organisation understands that a broad and continued focus on workplace culture is the number one priority.

When workplace culture is seen through a narrow lens as a single point outcome or stand-alone project with a siloed approach, one or more of these pillars will not function to optimum capacity.

0 Cultural Load – Is It Time To Evaluate The Load And Who Is Bearing It?

The term ‘Cultural Load’ was brought to my attention by an article in HRM (July 2021) in reference to the “extra pressure” employers are (often unknowingly) placing “on Aboriginal and Torres Strait Islander employees by asking them to educate their colleagues”.

Associate Professor Richard Frankland, Head of the Wilin Centre for Indigenous Arts and Cultural Development at the University of Melbourne, defines ‘Cultural Load’ as “the invisible loads that people of other cultures or other social demographics carry…. and – following on from this – ‘cultural safety’ means being able to practise your culture free of ridicule or condemnation”.

0 Women In The Workplace: Improve Your Diversity, Improve Your Business Results

Would you consider yourself a responsible CEO, Executive or Board Member? Then you will be across this latest piece of research AND you won’t ignore it.

Research[1] carried out by the federal Workplace Gender Equality Agency (WGEA) based on a six year study of Australian companies found that increasing the number of women in key leadership roles by as little as 10% increased an ASX200 company’s market value by an average of $105 million. Appointing a female CEO is worth an extra, on average, $80 million to an ASX 200 company.

What data could be clearer than this?

0 The Necessary Conversation

In the past, workplaces were heavily hierarchical and it was expected and accepted that managers were direct and overt in giving instructions and critical feedback.

As we have moved to ‘flatter’ structures and a more empathetic and collaborative leadership style managers are now very hesitant to have these discussions.

‘In the past’ workplace roles were very clearly defined. A manager was respected because they were a manager.

0 The Importance Of Managing Change For Each Individual Team Member

We all have a bias towards certainty, some more than others. For many, certainty means security and comfort. It means not having to acknowledge the fear we find in the prospect of change. It might mean we have to let go of how hard we’ve worked to reach this point of comfort and to keep the status quo. It might appear too complex and taxing to plan for and adapt to the change. Or, we may enjoy what we are doing at work and the way we are doing it.