A few months ago, I was witness to an inspiring display of leadership. I was in a room full of high achieving individuals, the key decision makers so to speak, who were tasked with visioning for their organisation’s future when they became paralysed by the complexity of the unknown. Read more
Am I imagining it, or in organisations and in life is it harder and harder for people to find agreement? It’s Brexit – or stuff it. It’s coal – or you are out in the cold; It’s Me Too – or too bad; it’s Black Lives Matter – or what’s it matter? Increasing complexity and a plethora of pressures seem to be attracting us to ideas and people at the extremes (the ’five percenters’ at either end) to find answers to seemingly intractable problems – or we just tune out.
I recently caught up with Peter Carne, the Chief Executive Officer (CEO) and the Public Trustee of Queensland. In this role, he oversees more than 600 staff across 15 regional offices. One of the things I quickly realised, is that, despite holding such an important position, Peter is a particularly friendly and approachable person, who is passionate about what he does, and is inspirational in his approach to personal growth, as well as organisational growth.
One thing is certain – today’s leaders face the reality of a ‘VUCA’ world of volatility, uncertainty, complexity, and ambiguity. In times of rapid change, the temptation is to pull back.
Our inaugural Leadership Coaching Conference, with a theme of Crossing Boundaries will be held at QUT on 22-23rd November this year.
We are delighted to announce keynote speaker, Matthew Ames.
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.
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.
You know it in your gut. You’ve experienced it on several occasions – the blush of undergoing a leadership intensive, only to return to the workplace, and find yourself slipping back into the habits of a lifetime – the “same ol’; same ol’.” You know there is a better way, but you can’t muster what it takes to make it happen.
Veteran Harvard luminary, Michael Beer, and his fellow researchers, Finnstrom and Schrader nail “what goes wrong with leadership training” with this recent addition to the Harvard Business Review stable. Read more
In July 2016, QUT launched the Executive Graduate Certificate in Business (Leadership through coaching and Mentoring) designed for leaders inspired to coach and coaches inspired to lead. In particular, this program is for leaders who want to use coaching and mentoring to implement positive change in their organisation.