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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 time, it was dark outside. While wandering in a slight jet lag haze, I soon saw two large illuminated signs of a former employer. I smiled; I feel very fondly about this company. This particular employer provided me with my first role in London, and I stayed there for almost three years. I hold great memories from my time there, and seeing their signs gave me a warm feeling in my stomach. What is it that made them so memorable? Interactions My role within the company gave me direct access to people at all levels, to present and interact. I learnt a great deal from these interactions, especially about taking the data and presenting this as insightful information. Development The development opportunities provided were different and varied. These included an author explaining how we were to write our transformation story and outcomes, and an afternoon acting class, where we played out constructive and less-than-ideal behaviours. I was also fortunate to become accredited in various global diagnostics tools on culture, company effectiveness and personal preferences for influencing, as well as many other things. It was pretty incredible when I reflected on their investment in me. The Work I was a part of the organisation when an extensive transformation effort commenced. There were too many initiatives initially. A third of the way into the transformation, people then discovered there was a need to rationalise initiatives, so the benefits could be realised. There was a significant change management coordination effort to make things stick. People The people in the organisation were great and intelligent. One person in particular was an exceptional mentor. I learned a great deal about how to work across an organisation by applying “Systems Thinking”, MIT’s Peter Senge’s work. Boundaries I had a mobile but not a smartphone. It was my last role before I had access to email from anywhere. My wife and I travelled extensively across Europe during this time, and I was able to disconnect. I was present and rested when I returned to work. Upon reflection, I feel exceptionally fond of this company. Employee engagement was strong! They provided an outstanding balance of experiences in these key areas. What are you doing within your company to make it memorable? One of the many stories in Making Life Happen.

As a former CIO and Digital Executive, I understand and empathise with any technology executive when it comes to balancing their time. Time Management is part art and science. To ensure I was balanced and engaged where I needed to be, I would sensor check with my business manager weekly in five key areas. My goal was to achieve 20% every month across each of these areas, in order to maximize the outcomes that I was responsible for. Here are those five key audiences: Business - allocating time to where the customers are is critical. Visiting, observing or listening to how the company operates will improve your questions and influence. Executive - understanding the perspectives of your peer group and board, their area's vision, and their objectives will enable greater value to be delivered by technology function. Using this time to explain aligned technology initiatives and progress will result in meaningful connection. Internal - attending selected technology team meetings, steering committees, and scrums to show support and build the community. Take the time to build relationships within your broader team, so when something goes wrong, it isn't the first time a colleague speaks with you. Team - your direct reports, understanding their objectives, perspectives, and broader career aspirations. Be present in these conversations and truly listen by applying the “one mouth and two ears” ratio. External - consciously choosing to spend time with key vendors and industry forums to broaden your perspectives and keep your thinking contemporary, all will benefit your employer and sustain your career. My business manager and I developed an A, B and an "Other" list of relationships. The As and Bs aligned to the above would result in priority meetings scheduled. The "Other" relationships would be discussed weekly, accommodated if possible, and respectfully managed. Finally - remember to treat everyone the same when you meet with them; your priorities determine when you can spend the time.

A recent social media memory reminded me that my book, “Finding A Better Way", was in its first print run two years ago this month. Since then, I’ve received messages about the book from all over the world (thank you!), and have been fortunate enough to present its content to thousands of people. Here are five pieces of research from the book that have the power to change how people think: Positive Psychology - a balance across the five elements of PERMA contributes to a person's sense of belonging and purpose. Believability Index - the six components of this study are a sensible checklist for any leader to balance their energies on the activities they undertake. Effective Teams – Google studied their most effective teams. "Project Aristotle” found five key traits within these teams; when these exist, outcomes are amplified. Vasa – what is NOT being said within a team will often lead to outcomes unravelling. The Vasa was a Swedish ship that sank before the “Ten Rules of Jante” emerged. The sense of community and the contribution of an individual within it, offers some great principles for any team to consider. Leadership - respects the past as the foundation of today, clearly explains the current priorities and creates excitement about future aspirations. I’m continuing to deliver keynotes and workshops on these topics internationally. They’re enduringly relevant and have changed how people interact within organisations. Read more about my keynotes and workshops here. Or feel free to contact me about them here. Please share this with somebody who’s looking for a keynote or team workshop with fresh insights that create a greater sense of purpose and meaning!

Ask an AI tool anything, and you’ll receive a reasonably good answer. Here are some AI predictions. In the past, many have engaged organisations for answers. But the frequency of them doing this will decline. However, what does an organisation do after it receives the answer? Do they have the experience to apply the answer? Experienced professionals will be more valued than knowledge in the future; that is my prediction. Considering my work in the past five years, organisations have enlisted me to analyse, and create strategies and plans. But they will do this less moving forward, unless the situation is complex. My knowledge and expertise within my books developed over several decades will be inferior to any AI tool – aka “the science”. Though my experiences applying that knowledge will be difficult to replicate; this is the “art”. Many organisations will want to apply this knowledge sooner than before. The opportunity is how it is applied. What do “Experienced Workers” need to consider? How they will contextualise situations with stories, selected stats, and humanise the AI. Expect services to be more prescriptive, bridging AI insight and your experience. Basically, Experienced Workers will know how to get things done. Selecting the relevant AI output. Specifically, they will help organisations navigate in their area of expertise to determine what AI output is of value. They will make AI more relevant, meaningful and personal. They will ask the right AI questions to address the cause, not the symptoms. Doing this will lead to rationalisation and selection of information based on the situation by applying their experience. Personal experiences, keynotes, workshops and mentoring/coaching are currently challenging for AI to replicate. Experienced Workers will develop their EQ to become storytellers, making things more memorable for many people. I expect these five focus areas to evolve; AI will remain exceptionally dynamic. A recent insightful keynote address said AI is like refrigeration; refrigeration is an incredible invention, but those who truly benefited created new products – like Coca-Cola. I have delivered many keynotes on AI and you might be interested in my speaking services here.

My child’s school was hacked. The school communicated very well to those impacted, with regular and detailed information as it emerged. A chance meeting with a board member on an aero-plane resulted in me addressing the board more broadly on cybersecurity. What did I say? I referenced content from the Harvard course I completed on the topic! The goal of Information Security is a balance between Availability, Integrity and Confidentiality. Threats can be external or internal, with unintentional or malicious sources. Cyber procedures include protection and recovery. The NIST framework has five clear stages: 1. Identity 2. Protect 3. Detect 4. Respond 5. Recover Maturity assessment of procedures is critical. It will inform where education or investment is required. The board must understand and support the “Cyber Vision” and its links to organisational values. Further, Cyber objectives must be specific about outcomes, and the actions are beyond technologies. Those who don't regularly work within the technology industry, and volunteer for boards like the one I addressed, will likely benefit significantly from the information I shared. Here’s a link to some of the content I shared. If you’re on a board in South East Melbourne where you volunteer and would like me to present - please feel free to make contact. It is one of the many topics within my speaking services!

My phone rings, and I smile. It’s a client of four years, who is now a professional friend. We haven’t spoken for six months. In this time, this person has progressed their career and influence within the organisation they are employed at. They're now sitting in an executive position, and I’m so happy to hear of their success! We have a casual chat, reflecting on where they are now, and I ask what their key learnings are so they can be shared with others. Their answer fits into a simple and effective 5 “A’s” framework: Acceptance Being comfortable with the person they are and not compromising on their core being. We discussed the difference between acceptance and apathy. Apathy is not being willing to evolve into your best version. Alignment Stepping back to look at the bigger picture, then aligning their area’s strategy and team to this. The alignment allows them to say no to certain activities that don’t serve the bigger vision. Activities Choosing to do a few more meaningful things at a deep level. These are critical activities, and the consequence of these not being successful for the broader business is significant. It is an easy decision to become involved. Awareness Being aware that there are other important activities. They have established informal and formal mechanisms to keep across these. They only become involved when a decision is complex, or an obstacle requires resolution. Administration A very conscious decision to reduce the time dedicated to administration activities. They have employed people that are now doing some of this work. In summary - what enabled your initial success is unlikely to contribute to your future success. Stepping back and making conscious choices will be the platform for building your own bright, professional future. Feel free to share this! Career tips for success is a section within Making Life Happen.

It’s an afternoon on the weekend, and one of my children's basketball teams is playing. There are a range of ages and skills within the team. The smallest and youngest player, “Jules” (pseudonym), attends every training session and comes to every game with enthusiasm. They don't possess the ball much, but their commitment to placing themselves in defensive positions is outstanding - they’re quick to anticipate a pass, and interrupt with their agile, spider-like reflexes. This child is the biggest underdog in a team of underdogs. I feel great admiration and some affinity with them (I was small as a child). I love how multiple generations of their family warmly embrace me as I cheer their child on loudly – "You are my number ONE!". During my career, I have led or been a part of teams of super-talented but difficult people. Some have become very isolated, but I’ve also seen those like Jules be embraced and progress due to their commitment to the team's cause and personal development. So what makes people like Jules memorable and admired? 1. They knew their role within the team and the broader team's role. They developed themselves to be a part of the future. 2. They embraced and remained unwavering in the team's journey, knowing that things may not be perfect, but they were improving. They choose to be part of making things better rather than waiting for things to be better. 3. Jules always seeks the coach and me out after the game. Jules wants to know how many goals they stopped and what they could do better next time. They were open to measuring and learning. 4. They set an example to others, making them approachable, and people were comfortable sharing things with them. They applied this knowledge to increase their contribution. They may not have been the best at something, but they had the best attitude to everything. 5. They evolved; they didn't rationalise or make excuses for situations. They evolved their skills, knowledge and networks. They built the bridges they would cross tomorrow. To anyone who can relate to Jules, you are not alone. If you have a colleague like Jules, thank them. Or if you judge situations too often, maybe try to be a little more like Jules. This child is very much building the bridges today that they'll cross tomorrow. How many of us are doing that within our careers? Life lessons is one of the many stories in Making Life Happen.

It’s Sunday morning, and I’ve just returned home from a community meeting where I freely gave some of my time. It felt really good! Now, you may be wondering; "How can it feel good to willingly give up your free time on a weekend?!” The work by Martin Seligman on Positive Psychology has found that relationships are critical to our wellbeing. Additionally, research shows that relationships take many forms, and are a crucial element in our longevity. But what forms are there? And how can they benefit your overall wellbeing? 1. The Casual Connection Regularly interacting with a familiar face is good. The light-hearted chat at the coffee shop with the barista and patrons will lift your mood, and it's an easy way to connect and interact with others. Aha, this is why I frequent Saki’s Coffee Ministry regularly in Malvern East. 2. Community Community has many forms - such as a sporting team, book club, school community board, walking group, or an active local neighborhood. Being part of a group with similar interests keeps you engaged and well. My Tidal Flow yoga community is incredible; walking into a class and seeing familiar smiles brings me so much warmth. 3. Accomplishment Partners Being part of something bigger than ourselves brings meaning and a sense of achievement. It's often not the completion of a task, but the work towards the task and the relationships you form along the way that make you feel good. Knowing your role in working with others builds relationships and makes us feel valued. Finding this within your career will keep you motivated when times are tough. My clients allow me to be part of something much bigger. 4. Volunteering Where are you contributing without expecting much in return? Giving up your time for others results in a sense of contribution. This contribution leads to a sense of giving, which has a more significant positive effect than receiving. Swinburne University gave me the gift of education, and my current pro-Bono work there is very meaningful. 5. Social Being part of a social group that regularly interacts brings happiness. Why? Because there’s no better feeling than others accepting who you are and allowing you to be yourself. In addition, laughing with others makes you feel good. My monthly catch-up and twice-yearly trip away with the boys, many of whom I have known for 30+ years, are so good for my soul. 6. Family Family today takes many forms. Having others to love and to be loved is a core element of our being. Investing time in your family to listen, form deep relationships, and be non-judgmental, can serve you well in the future when challenges arise. My wife Nicole, in being so accepting and supportive of me, has enabled our family to flourish. Sometimes circumstances in our lives leave certain types of relationships neglected. Many of us looked forward to the casual in-person connection during the pandemic - the community cafes were heaving with people who chatted while they waited and savoured their beverages. Opportunities for fostering meaningful relationships can be found in each day. How are you maintaining or building the relationships you need?

It’s Sunday morning. I’m sweaty after an hour of yoga, and I notice another yogi is hanging back, waiting to talk with me… They have a BIG job interview in the upcoming week and wanted some thoughts on how they should approach it. I begin the conversation by saying that you and the interviewer have the same aim - to be the right person for the job. When interviewing people, I often find they ramble, and I have to hunt for data points. Here are some tips on how to prepare for an interview, and edge closer to that job you want: EXPERIENCE Share the relevant experience from each of your previous roles. You can do this by reading the Job Description (JD) and matching what you were responsible for in previous roles. You may need to nuance the language in your CV to match the JD, but avoid making stuff up! OUTCOMES How did your responsibilities lead to value? Structure your response in three succinct stages: This was the situation This is what I specifically did This is what was achieved Endeavour to qualify the achievement with metrics, ideally financial. ATTRIBUTES A couple of my favourite questions are: Tell me three words your greatest fan would use to describe you? And provide me with an example of why? Inversely, tell me three words that a harsh critic would you use to describe you? Also be prepared to offer examples of the words chosen. Many companies are finalising their budgets for the new fiscal year and are expected to add more roles. There will be some great opportunities for those prepared! Feel free to share this with somebody who may benefit.

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 always super impressed by how interpersonally skilled every one of them is. It is probably due to the two job placements for real-world experience within the course. The practical application of knowledge is at the core of Swinburne. There are always lots of questions. This was asked several times: “How do I weigh career opportunities?” The MoSCoW method is a requirements-gathering framework for software but can easily be applied to career decisions. One of the most significant roles that defined the second half of my career was at Microsoft. When I was looking for a role in London in 2006, I was very focused on what I needed at the time and applied MoSCoW to help me. Must have (non-negotiables) I wanted to work for an international company with a large office in London. Should have (important but not vital) Ideally, the company should have emerging business models that could be applied across industries. (I wasn’t specific on technology, but it was an industry I identified). Could have (desirable, not as important as Should have) A range of internal development programs that would stretch and grow me! Won’t have (definitely not) A UK business only; I wanted to expand my horizon with international colleagues. Feel free to share this with someone weighing up their career opportunities.

Many of my regular readers are aware of my interest in “Positive Psychology” and the work of Martin Seligman. The research established the importance of a sense of "Accomplishment" to our well-being; we must have things we are striving for. Our possible accomplishments are sometimes sabotaged by negative self-talk or avoidance of activity due to a belief. It is often consistent small steps, that move you beyond the stasis. These strides lead to more significant outcomes that you care about or are proud of. As Steve Jobs once said … "You can't connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future." Sometimes at work and elsewhere, we are encouraged to do things to amplify a strength. Note this is different from improving a weakness; many people will seek to mitigate weaknesses rather than master them – that is ok and very sensible. So, what's the difference? Let me give you a personal example … My blog originated in the late 2000s after I was encouraged by some of my international colleagues to share more of my thinking and my team's work. My reluctance to communicate was due to the Australian approach of humility and not getting too BIG for your boots. My public supporting vlog (video) came three years after my public blog was launched in 20I8. A significant personal event forced me to deliver a eulogy via video as I could not attend a funeral due to Covid protocols. I was reminded by somebody close, who said if you can do that, your weekly vlog will be a breeze. The first vlogs sometimes took five to ten takes. But it was something I was encouraged to master as a vehicle for my thoughts, and by doing it regularly, it has become so much easier. For me, these small steps occur every Sunday just after 10 am when I return from my yoga practice. For whatever reason, it is when my thoughts crystalise. I now love the ritual as the blogs (small steps) build into a book (an accomplishment). There is nothing like seeing a cover wrapped around your thoughts. The point of sharing this story is that sometimes the most rewarding things that have a sense of accomplishment, come from difficult beginnings. So, what do you need to mitigate, or move out of the way so you can take that first small step? Read more about this in Finding A Better Way.

“What do you think I need to do?” That is one of the most common questions I have been asked over the last five years as I have supported CIOs and other CXOs, many new to their role. I am still proud of the timeless quality of one of the first articles I ever wrote “Being a CIO”. (The publication invited me). It detailed eight factors that I focused on as their new CIO within an industry that was, at the time, unfamiliar to me. (aka CIO fundamentals) Beyond those eight factors, there are three fundamentals you must consider. CAPABILITY - Who is sitting around your leadership table and what are they capable of? The vision will remain just that without the right capability. In your first three months, you will need to see if experienced resources can deliver what is needed and if those inexperienced folk have the mindset of growing into what is expected. EXPECTATIONS - What are the expectations of the executive of the business? The board and CEO have made an external appointment to drive change. Many CIOs will have a steering committee that knows what the change is; they will be interested to know how it’s going. There is almost always a gap between expectations and reality. Being transparent about the gap and how it’s being addressed creates confidence. CAPACITY - What resources are available? It’s not the number of people or the money available, it’s the capacity of the deep specialist people within your department to deliver on an agenda that impacts progress. These people are difficult to replicate and allowing them to remove themselves from commodity work is paramount. If capacity and resources are not understood and addressed, progress is likely to be limited. This is one of the many insights in my third book to be published later this year.