Rotary International, founded more than 100 years ago in 1905, has over 1.2 million members in 33,000 clubs around the world, and has contributed more than $3 billion to life-changing and sustainable community development and aid programs. Perhaps the most notable of these is its PolioPlus program, that since 1979 has helped immunise more than 2.5 billion children worldwide and reduce cases by 99.9 percent. In Australia today, more than 30,000 business leaders are members of more than 1,100 clubs, however many, including the Rotary Club of Brisbane that is the third oldest in Australia, face a membership challenge. Read more
Jennifer St George has been managing businesses and leading teams for more than thirty years. As her career progressed, Jennifer realised she had been coaching her staff using the approach modelled by her first mentor and knew she could do better. Determined to delve deeper into the expertise of others, Jennifer enrolled into the QUT Leadership through Coaching and Mentoring program (LCAM) and has never looked back.
She shares with us insights from her personal journey of organisational change and self-discovery.
Intuition is the supra-logic that cuts out all the routine processes of thought and leaps straight from the problem to the answer. – Robert Graves
Trust your hunches. They’re usually based on facts filed away just below the conscious level. – Joyce Brothers
Much of the published commentary on leadership in recent decades has wrestled with the contentious concept of intuition. Theories and perspectives abound. Most commentators agree, however, that in an age of information overload, the best leaders draw from a deep well of unconscious intelligence at least as much as they rely on conscious, rational, evidence-based decision making.
Top-level executive teams are invariably populated by highly-intelligent, capable, passionate and often competitive individuals. They have to make decisions under pressure, and face the brunt of the volatility, uncertainty, complexity and ambiguity (‘VUCA’) that typifies the global economic environment. Employees, shareholders commentators, and external advisors observe top teams in action.
It seems that design thinking is the new black! But what is it, and what are its fundamentals?
There isn’t much doubt that for the most part we are all in a bit of mess. That is, there are lots of forces conspiring against our dreams of a sensible, ordered world where people behave rationally.
Professior Michael Milford, Chief Investigator at the Australian Centre for Robotic Vision at QUT, shares with Kate his thoughts and predictions about what everyday life could look like in the near future with the onward march of technologies around robotics, automation and artificial intelligence. He also shares a strategy for using a bot to replace the romance of choosing an engagement ring!
The National Disability Insurance Scheme has transformed the business landscape for the disability sector, requiring organisations to develop leaders who are agile, innovative and commercially savvy. However, non-profit and ‘for benefit’ provider organisations often struggle to make the business case for investment in leader development, as this can be seen as being at the expense of frontline delivery. That can be a risk to organisational vision and mission, as James Shepard pointed out in the Stanford Social Innovation Review article, Leadership Development: Five Things All Non-profits Should Know. Read more