On the blog
- By Tammy Tansley
- / August 24, 2017
- By Tammy Tansley
- / August 18, 2017
BUT, there are some threshold questions that need to be considered well before any of the above. Questions that might mean that a change should never progress beyond the initial concept:
- By Tammy Tansley
- / August 16, 2017
Australia’s National Research Organisation for Women’s Safety (ANROWS) cite research that 1 in 4 women will experience emotional abuse from a current or former partner and 1 in 6 women will experience physical or sexual violence from a current or former partner.
- By Tammy Tansley
- / August 7, 2017
We know that contagion of emotions is real. So if you're coming into work and trying to lead your team whilst your life is falling down around you, it's very likely that sense of panic and disarray will transfer to your team too. So, this stuff matters - both for you and for the impact it has on those around you.
- By Tammy Tansley
- / July 31, 2017
They're depressing because we know this stuff. We "know" what makes for an engaged workforce. Read the excerpt below and you'll see none of it is unexpected, or even new. And whilst the best employers certainly do know it, and live it. There are a whole heap of organisations who just don't.
- By Tammy Tansley
- / July 28, 2017
We know that diversity of thought and experiences makes good business sense. We know that organisations with women on boards perform better than those that don’t. More women in leadership would hopefully break down the unhealthy “boy’s club” culture that is endemic in many of our organisations.
- By Tammy Tansley
- / July 4, 2017
He has a nice model that summarises their characteristics with some suggested approaches for managing or leading each one.. It's worth the read as it makes some good points, and no doubt you'll recognise teams you have worked (or work?) in.
- By Tammy Tansley
- / June 30, 2017
This is why I do what I do. The impact of leadership - good and bad is so enormous.
- By Tammy Tansley
- / June 16, 2017
The notion that a few extraordinary people at the top can provide all the leadership needed today is ridiculous, and it is a recipe for failure.
- By Tammy Tansley
- / June 5, 2017
There's been plenty published on the insidious imposter syndrome and how it can play with your head with thoughts like those above.
- By Tammy Tansley
- / May 27, 2017
Ultimately, it is more about the sorts of organisations we want to have going forward. What we expect of our leaders. What sort of culture we want to be known for. And whether we believe the evidence that the ways that we interact with each other impacts on how profitable, efficient and productive our organisations are.
- By Tammy Tansley
- / May 27, 2017
It turns out that there are just two words that employees want to hear. Even in preference to a pay rise.
- By Tammy Tansley
- / May 15, 2017
In part, pay rises are about recognition and reward. But we know that money is not the only currency that employees value. Flexibility and investment in skills and development are both areas that employees value over money.
- By Tammy Tansley
- / May 9, 2017
It's almost as though the boards make the calculation that the value/experience/brand that the CEO brings is worth more than the poor behaviour. That they can tolerate the poor behaviour because of their performance in other areas.
- By Tammy Tansley
- / April 17, 2017
If you can look at it not for how you perceive that it reflects on your own competence, but rather, what it means that your team can deliver for the organisation.
- By Tammy Tansley
- / April 10, 2017
Ultimately - it depends on what you are trying to achieve with the discipline system. If it's about getting rid of an employee, it's a long and painful way to achieve that. If it's about effecting change - it rarely works, at least in the long term.
- By Tammy Tansley
- / April 4, 2017
The first thing to say is that mankind has been behaving badly since time began. It’s now just more obvious because we’re exposed to other people’s stories through social and other sources of media. You know when you buy a yellow car, how suddenly all you’re seeing are yellow cars? We see what we focus on, so if you start looking for idiots, that’s what you’ll find.
- By Tammy Tansley
- / April 3, 2017
Research shows that making just one decision, reduces the glucose (or blood sugar) available in the brain to make the next decision. The brain doesn't differentiate between how important the decision is - just that you're depleting the supply of available energy. This means that by the time we have got to the point in our working day where we actually need to make an important decision, we've already used up some portion of our daily allocation.
- By Tammy Tansley
- / March 27, 2017
Of course, these are often the conversations that we put off because we think they will be difficult, awkward or uncomfortable. And so things don't get said when they need to be said. Feelings fester. Positions become entrenched. What was a smaller issue becomes bigger. What was fixable becomes less so.
- By Tammy Tansley
- / March 24, 2017
So, leaders and organisations everywhere will be pleased to know that there are tangible things you can do. The good news? They're relatively easy to implement and you probably know about most of them already.
- By Tammy Tansley
- / March 20, 2017
