Category: Manage and lead others

As humans, all leaders have some level of active self-preservation. But operating solely from this lens can be detrimental to all stakeholders, and ruinous for reputations. Leaders need to expand their circle of concern beyond just ‘me and my reputation’. The bigger we define the ‘us’, the more likely we will endure, with a leadership legacy to be proud of.

It’s a saying that’s as old as they come, ‘two heads are better than one’. When two leaders succeeded at using a shared leadership model, it proves the wisdom in that adage.

Welcome to the new look Leading Edge newsletter.   We’ve refreshed the format and experience of our monthly Member update in response to the way Members engage with the Institute. I hope you enjoy the simpler and more contemporary layout that makes it easier for you to read and find the updates that interest you the most.   This year, managers and leaders have had to find the right balance in everything we do. The […]

There’s a vital need to create working environments where everyone can feel they belong – in short, an inclusive workplace. To make that possible, you need to start at the top with managers and leaders.

While there’s plenty of challenges that arise amid a crisis, there are also culture-defining opportunities. One of them is an enhanced ability to identify leadership potential. Let’s explore some of the behaviours to look out for in your team members.

As the leader of a global company with a distributed workforce, WeWork’s general manager for Australia, Balder Tol has learnt some lessons along the way about how to keep remote teams connected, engaged and empowered to give their best.

Welcome to the September edition of Leading Edge. As leaders maintaining positivity during what could be the most trying economic and social test of our lifetime is a tough task. However, when we encounter adversities beyond our control, a new outlook might just be what we need to keep ourselves in balance. Indeed, our response […]

Uncomfortable conversations aren’t fun. They're the conversation you put off until the last minute, anticipate with dread, and worry about. However, stepping into them is an essential ingredient for effective leadership and a hallmark of a successful career.

After several months of radically different ways of working, many employees have been subject to increased anxiety, worry and stress. And while returning to the physical workspace may be a welcome reprieve, there are some obvious and subtle stressors associated with the return that could lead to rapid burnout for some employees.