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Over the last two years, I’ve had the opportunity to work closely with some long-term clients and their executive teams. So what makes a great executive? They Work On The Business Mature executives understand the difference between working in the business and working on the business. They don’t disappear when there's a significant issue or crisis. They step in, support their team and help resolve what matters. But they also know when to step back. They build a team that ca

Over the past 12 months, I've noticed a leadership style emerging across many of the organisations I work with. It doesn't fit the traditional image of the highly visible leader who dominates conversations, has all the answers, or feels the need to direct every decision. Instead, it's a leadership model built on humility, clarity, trust, and consistency. I call it the “Humble and Clear Leader.” These leaders are creating high-performing teams without becoming the centre o

Many talented people are navigating unexpected career transitions right now. Whether it's through organisational restructuring, redundancy, or a personal decision to move on, these moments can feel uncertain. They can also become the catalyst for creating a more meaningful career and life. Over recent months, I've spoken with many people who have found themselves at this crossroads. Some have chosen to leave long careers and embrace early retirement. Others have been impact

For many executives, the annual performance review becomes a conversation about the past. A discussion focused on what was delivered, what wasn't, and how performance is rated. But the best performance reviews aren't just about looking backwards. They're an opportunity to demonstrate reflection, strategic thinking and leadership maturity. Too often I see executives arrive underprepared, relying on memory rather than evidence, or waiting for their manager to lead the discuss

One of the trends I'm observing this year is a growing number of redundancies across organisations. At the same time, executives are being asked to make increasingly difficult decisions about where resources should be deployed and which initiatives deserve investment. I spend a lot of time working with CIOs and Chief Technology Officers, but the principle I'm about to share can be applied across almost any function within an organisation. It's what I call the "Rule of Thirds

There's a quiet tension I'm seeing across organisations right now. On the surface, leadership teams are aligned. Strategies are in place. Communication plans exist. But underneath, there is a different story playing out - one where employees are questioning direction, consistency, and ultimately, integrity. Not necessarily at the executive level, but across the broader organisation. So the question becomes a simple one, and a confronting one. How are you operating with inte

In conversations with CIOs across industries, a familiar pattern often appears. When technology organisations are struggling, the symptoms are obvious - too many priorities, fragmented teams, and constant tension between delivery and expectation. Yet when a technology function is truly humming, the signals look very different. Over time, I've noticed six clear indicators that a CIO’s organisation is operating at a high level. Here is what indicates CIO leadership is working.

One of the patterns I consistently see with senior executives - those just below the C-suite but carrying significant responsibility - is this - they struggle to clearly articulate what they are delivering against the enterprise strategy. They are busy. They are accountable. They are delivering work. But when asked, “How does your function enable the strategy?” the answer becomes operational rather than strategic. The issue isn't effort. It is clarity. And the solution is no

Global research consistently shows that the technology talent gap is widening. Deloitte’s 2025 Global Tech Leadership Survey reports that 61% of organisations face shortages in deep technical expertise, with cloud, cybersecurity, AI, and data engineering among the hardest roles to fill. McKinsey’s digital talent studies reinforce this, noting that organisations with ambitious transformation agendas “struggle most to secure senior engineering depth,” slowing large programmes a

As we embark on our first holiday break for 2024, it's a natural moment to reflect on our progress and the dynamics within our teams. How...

Many countries worldwide remain close to full employment. Australia forecasts the unemployment rate to be around 4.25% in 2025 due to a...

Off-sites - some people love them, others dread them. Regardless, everyone wants them to be a valuable use of time with sensible...

Our former, much-loved and wise VP regularly reminded our international technology team that 'technology trends will come and evolve, but...

Over a decade ago, I began working with Millennials (those born between 1981 and 1994/6). I wrote Finding a Better Way with one...

I arrived in Manila on a Saturday afternoon in May. After checking into my hotel, I changed and headed out for my evening meal. By this...

An evening four weeks ago, I was at a Swinburne alum event and I was asked about career choices. Over 100 graduates attended, and I am...

Over the last four years I have been engaged by a range of organisations - some ‘traditional’ and some just starting up. I have enjoyed...

A few weeks back, I was sitting in a room with some very successful international professionals discussing DIGITAL transformations. There...

The title of this blog sounds like a personal’s ad; corny but memorable. Building on theme, this year I have been a voyeur, watching...

Contemporary Leadership, was first coined in the 1990s; however, the concepts today remain the same as the initial intent being, modern...