By Alison Vidotto
Respect is a fundamental ingredient if we want to be successful, whether as a leader or as a business owner. If those who answer to you do not respect you, “Houston you have a problem!”
By Hamish Williams
Many organisations and industries pay lip service to developing constructive workplace cultures but the public service is frequently the first to set the benchmark when new leadership paradigms are developed.
With the recent release of the Study of Australian Leadership (SAL) by the Centre for Workplace Leadership, many organisations will be interested to benchmark themselves against the results but few will have as rapid a mandate to adopt the report’s findings as those managers and leaders within the public service.
By AIM Senior Research Fellow Dr Samantha Johnson
“Listening is a positive act: you have to put yourself out to do it.” David Hockney
What do you think about when you’re engaged in conversation with others?
Right now you’re thinking that it depends on what the conversation is about, surely?
Sometimes it does. But, is this always the case?
Think about how you think about when you are listening to someone else.
By AIM Business School Faculty, Ian Siebert
A recent headline in the Australian Financial Review grabbed my attention: “Leaders failing in key areas of management”.
It looked the wrong way around to me while also being overly negative! Surely it should have read something like “Australian managers and leaders will benefit by increasing their capabilities in leadership”?
By AIM Business School Faculty, Dr Richard Carter
When Facebook buys a virtual reality headset company (Oculus) for $2 Billion and their famous COO Sheryl Sandberg (author of Lean In) has to hose down speculation about how rapidly virtual reality will become a major income stream for them, you know virtual reality has arrived.
By Hamish Williams.
For anyone that’s halfway serious about their career, it will come as no surprise that your ability to learn and acquire new knowledge is vitally important to your career success.
What may come as a shock is your ability to dump old knowledge and processes in favour of new ways of doing things is now also becoming highly sought after.
By Nina Sochon
Have you ever been in a meeting when one of your colleagues began to drift off course?
Tangents in meetings can be amusing or annoying at best. They can also be incredibly serious.
The usual advice for eliminating tangents goes like this: “articulate a goal, clarify the agenda and stay focused.” Certainly without doing these things no meeting would run effectively.
By Tudor Marsden-Huggins, Managing Director of Employment Office
With the unemployment rate hovering around the 6% mark, it’s clear there are candidates out there, actively looking for work.
But speak to any hiring manager and they’ll tell a different story – that good people are hard to find, and the skills shortage we’ve been hearing about for years is a reality reaching crisis point for organisations across the country.
By Hamish Williams
For public servants, understanding the role they play as individuals as well as the role of their team can sometimes be difficult when viewed in the context of the wider context government.
By Scott Martin, Sales Director AIM Corporate
Do you want your leadership programs to really deliver embedded learning and behavioural change?
Here at AIM, we’ve spent the past 75 years delivering thousands of leadership and management development programs right around Australia, in every industry and every sector.
Whether it’s an accredited or non-accredited program for ten people or 10,000, there are some common ingredients to the all-around success of these programs.
This list is by no means exhaustive as the factors that make a successful leadership program could fill a volume of books.
Many factors will also sound like common sense but we’ve decided to point them out here as you’d be surprised how many organisations don’t tick these crucial boxes when designing their leadership programs.