This is an issue that’s rearing its head more and more often. What can you say on social media? And more importantly, what can’t you
What’s making the news work wise this month Warnings of mental health tsunami: In an Australian first, an employee recently won a worker’s compensation claim
as featured in Articles from Tammy Tansley CULTURAL CHANGE, ENGAGEMENT AND COMMUNICATION Leadership Building Great Careers Workplace Diversity including Flexible Working Human Resources Negotiation and
Many organisations have worked very hard over recent years to have excellent family friendly policies that are available to both partners. There are excellent examples of organisations that are progressive and flexible. Those same employers have sophisticated comms programmes to ensure that they are well known throughout their organisations. And yet.
And the good news, is that it doesn’t need to be about siting cross legged and humming “ommm”. Both meditation and mindfulness are now packaged in many different ways. Without doubt, there will be a style and approach that suits you and your lifestyle.
Often when we think of changing something significant, we think in terms of big bold goals (remember that saying – big, hairy, audacious goal?).. However
If we can understand what we implicitly believe to be leadership, we can start to challenge some of those theories. We can also work out what that means for us and our leadership style and approach.
If there is ANY chance of an email being misinterpreted. If the content is sensitive. Or if the receiver is time poor and likely to skim read .. Ask yourself – what’s the purpose of putting this in writing? Is it to avoid the conversation? Perhaps to protect myself in case something comes back to bite me?
The question that is often asked is what would you do, if you knew that you wouldn’t fail? That is, if success was guaranteed. What would make you brave?nBrene Brown asks a different question – what’s worth doing even if you fail? What’s worth doing for the learning, for the journey, for the lessons learnt?
It’s almost as though the boards make the calculation that the value/experience/brand that the CEO brings is worth more than the poor behaviour. That they can tolerate the poor behaviour because of their performance in other areas.
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