The moment I stepped onto the stage, the batteries in the clicker started to die. Of course, they worked fine in soundcheck. They worked fine for the two speakers before me. But the second I needed them, there was nothing. I clicked and clicked and clicked, and nothing happened. And when it finally did work, it jumped three slides ahead, and I had to backtrack.

She wasn’t the CEO, but she was a senior executive everyone watched. In the quarterly all-staff briefings, she stood at the front of the room with polished slides, confident tone, and reassuring stories about the future. People nodded. The board praised her calm under pressure.

As executive sponsor of a major ICT system rollout, I faced a project board full of senior stakeholders—each with competing priorities, and hundreds of deliverables buried in the procurement documents.

When people dig in, curiosity is the only thing that gets them to move. I’ve seen it turn adversaries into collaborators in hours—not months.

In 2003, Ducati re-entered MotoGP with a beginner’s mindset, focusing on learning rather than winning.

I was interested in trying out Microsoft’s AI offering, particularly its features for a secure environment, after learning how to get more out of ChatGPT.

There’s been a lot of media lately about a former senior union official now under serious scrutiny for their leadership of a prominent union.

Leadership that holds when everything shifts is like stepping into the eye of a cyclone—not to escape the storm, but to catch your breath, reset your bearings, and decide how to re-enter with purpose.

Years ago, I was supporting the Director-General of Queensland Health to engage communities across the state about proposed national health reforms.