It’s one thing to lead through complex change. It’s another to step in after the damage is done—when trust is thin, the system is bruised, and people are still bracing for impact.

It’s one thing to lead through complex change. It’s another to step in after the damage is done—when trust is thin, the system is bruised, and people are still bracing for impact.

A few years ago, I worked with a leadership team that prided themselves on their ability to “move quickly.” They’d shifted direction three times in six months. Each change in…

In 1991, Captain Billy Tyne of the Andrea Gail made a fatal decision. Faced with an incoming storm, a broken ice machine, and 40,000 pounds of fish on board, he…

Years ago, I asked a senior executive how she managed to stay so calm in the middle of a crisis. Her response stayed with me. “I’m not calm,” she said.…

Saturday morning, Cyclone Alfred had made landfall. However, the sun was breaking through, whilst warnings continued to echo through the media. I stood on my back deck, debating whether to…

There was a time when the Royal Australasian College of Surgeons (RACS) and government health representatives were at an impasse—trust was thin, tensions high. When the Australian Competition and Consumer…

I recently revisited the first season of 1923 before watching the next season. One theme stood out—the human tendency to dehumanise those who seem different. Whether Native Americans, Chinese immigrants,…

In the late 2000s, my BlackBerry was practically an extension of my hand. As a Government Executive, it was my direct line to work—meetings, emails, urgent messages—all at my fingertips.…

Have you ever gone above and beyond to meet your leader or client’s needs? I know I have, especially when there was strong alignment between what was required and my…