A recent article by McKinsey and Co “COVID-19: Implications for business”  describes a paradoxical dilemma for managers: the need to process both the rapid changes in AI, digitization, automation, and the uncertainty of the Covid-19 crisis. Both of these are causing disruptive and unpredictable workforce changes, the need for new working practices, and a different set of mindsets and behaviours…

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It’s been a tough year for everyone since the COVID-19 crisis began. Some organisations are adapting and holding their own using this time to repurpose, reinvent, and consolidate.  Some have been hit very, very hard. Most leaders are struggling with the extreme uncertainty existing within their operating environments, and are seeking to prepare and manage…

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As we move towards the beginning of a new year in the cycle of seasonal changes, here in Melbourne, Australia, it is summer, a time for accelerating growth. It is also a time for harvesting new ideas from our feelings, thoughts, and learnings from this year’s conditions of extreme uncertainty and volatility. Whether you actively…

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What makes Israel so innovative? And what has this got to do with teaming? One of the key discoveries, we made, almost ten years ago, when we relocated to Israel, was the power of its innovation eco-system – the result of a collaboration between the state, venture capital firms, successful entrepreneurs, educational system, business system,…

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In our blog “Leading and Managing Transitional Change” we described how leaders could help their people to transition through the fears and challenges they are experiencing as a result of the disruptive COVID-19 pandemic, by cultivating their mental toughness. This involves being willing to help them expose, confront, and overcome any previously unconscious biases and resistant demons. As…

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In our last blog “Leading and managing human transitions through disruption and adversity,” we described the importance of leaders and managers becoming more generous, tolerant, caring, empathic not only with themselves, and also with others they interact with. Describing how many leaders and managers have been emotionally hijacked by the often-dire consequences of their own particular series…

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Connecting with a diverse range of my coaching and consulting clients over the past few weeks, has seriously deepened my understanding of the impact of disruption and adversity, on our stress levels and neurology, and the importance of leading and managing these factors, from both the business and the human perspective. It reaffirms the importance…

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Being born and raised in Sydney, Australia, family trips to Bondi Beach to enjoy the delights of the dazzling sea and blazing sunshine were a regular weekend event. It was where I learned to body surf, that if you seek to ride a wave, you have to work or flow with it to let it…

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  The current pandemic is causing major disruptions to every aspect of our daily lives, causing people to feel differing degrees of discomfort, fear, and emotional pain. This is because people are neurologically wired to react to and move away from disruption and uncertainty, and become psychologically uncomfortable, anxious, confused, and conflicted. This often results…

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Adapting, learning and growing through uncertainty is full of possibilities for reskilling, reinventing in and thriving in the future. Because it offers all of us a professional and personal turning point in using our locus of power to connect, collaborate and co-create a better world.

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