Kate Bravery

Key learnings from the herebelow Forbes article for 5 Things A Great CEO Never Does: 1. Get Lost In The Details 2. Stick With Poor Decisions 3. Compromise Their Integrity 4. Lose Composure Under Pressure 5. Become Overly Dependent On The Approval Of Others Through Mentoring & Coaching and use of Assessments, by those who have the expertise & the experience, you can have support on this direction such as by Arsis Global Consulting That’s why I would add a nr 6 on the above: - Avoid not to listen & have the suitable advisors, since nobody is perfect and nobody knows everything. Out of the five things, if integrity is compromised then it’s very difficult or impossible to change your personal branding. #ceo #leadership #mentoring #coaching #assessments #hoganassesesment #arsisglobalconsulting #personalbranding

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🔺 Invitation to participate in our State of the EAP Sector Survey 🔺 just engage. are inviting all professionals to participate in our State of the EAP Sector Survey. Current data suggests there is an average uptake of between 3-5% of EAP services by employees. With just engage. EAP, employees have access to full-time employed counsellors and extensive Mental Health Resources - including the latest research and education on optimising Mental Health Fitness. In addition, just engage. supports employees with Workforce Specialist Support to navigate workplace happenings. Our goal with this reimagined delivery of EAP Services - to 🔺 increase EAP uptake 🔺 - and make adoption of mental health fitness services the new normal 💯. Thank you in advance for taking the time to complete the survey! 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔻 🔗 Click the link to participate: https://lnkd.in/gq9UKkUD www.justengage.com.au [email protected] #EmployeeWellbeing #MentalHealthAtWork #WorkplaceWellness #EAPServices #EmployeeAssistanceProgram #WorkplaceMentalHealth #CorporateWellness #EmployeeSupport #MentalHealthSupport #WellbeingAtWork #WorkLifeBalance #StressManagement #HealthyWorkplace #MentalHealthMatters #EmployeeEngagement 

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Thank you, JJ (Projjal) Ghatak for your contributions to the Balancing Act Podcast. Listen in as JJ helps us understand the difference between "improve feedback," and "celebrate feedback" and which type of feedback leads to better results. #BalancingActPodcast #Feedback #EmployeeEngagement

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🤝🏼 Yes, Employee Engagement Matters 🤝🏼 A 2020 Gallup study is just one of the studies confirming that engaged employees drive organisational growth. Here’s just a few of the impressive findings: ✅ 81% less absenteeism  ✅ 64% fewer safety incidents ✅ 10% higher customer loyalty/engagement  ✅ 23% higher profitability As a leader, these statistics are hard to ignore. So, how do you keep your employees engaged? Understanding team members’ different thinking preferences and creating opportunities for individuals to leverage their strengths can significantly enhance team effectiveness, engagement, and workplace productivity. At Carole Cooper Consulting, we apply Whole Brain® Thinking to improve employee engagement at all levels. Learn more about our Certified HBDI Assessments and Consulting here: https://lnkd.in/gAErSEZV #herrmannasia #wholebrainthinking #leadership #hbdi #peopleandculture #employeeengagement #DEI #neurodiversity

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Essential LISTEN - If you haven't explored Google's audio format articles yet, you're missing out on a fantastic tool! I recently experimented with transforming my article on the evolving landscape of #HumanResource into an audio piece - almost like a podcast!! In the audio version, I discuss three key changes unfolding in the realm of human resources: #geopolitical shifts, the role of #technology in shaping the future, and the rising trend of hyper-personalization for the #employee. Take a listen and share your thoughts! Check it out here... Salto Dee Fe The Fast Future Executive Debraj Sinha Nitin Behki Garima Dhamija Shruti Dhupia Aman Pal Singh Ashwin B

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As we continue the series on how to establish, foster and maintain Psychological Safety, we’ve reached the final component of the SAFE model the "E" for Emphasise Development. Fostering a culture of continuous learning and growth is essential for maintaining Psychological Safety and here’s how you can emphasise development effectively within your team: 🌟 Step 7 - SAFE model - Emphasise Development 🌟 1️⃣ Promote learning Example - encourage team members to take on new challenges and learn from their experiences. For instance, “John, how about leading this new project? It’s a great opportunity to develop your skills.” Tip - provide access to resources such as training programmes, workshops, and mentorship opportunities. 2️⃣ Provide constructive feedback Example - when giving feedback, focus on specific behaviours and their impact rather than personal attributes. For instance, “I noticed that in the last meeting, you interrupted a few times. It’s important to let others finish their thoughts to foster better discussions.” Tip - Use "feedforward" addressing areas for improvement, and ending with encouragement without mentioning past behaviour if you have no own observation of this behaviour. 3️⃣ Highlight lessons learned Example - share your own learning experiences and celebrate team members’ growth. For instance, “I’ve been working on my presentation skills and I’ve found that practicing in front of a mirror really helps. What new techniques have you all discovered?” Tip - create a “learning board” where team members can post lessons learned from recent projects. 4️⃣ Encourage solution thinking Example - when team members share their mistakes, respond with curiosity and support. For instance, “What did you learn from this experience? How can we apply these lessons moving forward?” Tip - encourage a growth mindset by framing challenges as opportunities for development. By emphasising development, you create a supportive environment where continuous learning is valued and mistakes are seen as opportunities for growth. This not only enhances individual performance but also strengthens the entire team. This concludes our deep dive into the "SAFE model". Next week we discuss the last step and how to consolidate the full approach. Let's hear from you 🙋‍♀️🫵🎤: How do you emphasise development in your team? Share your experiences and tips below!👇 #Leadership #Teamwork #PsychologicalSafety #SAFEModel #WorkplaceCulture #ContinuousImprovement

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An interesting paper from the HR consulting firm Mercer suggests that we have entered the fifth industrial age - The Cognitive Age - thanks to #AI. Mercer sees HR's role in this new age as the "Stewards of Humanity, " whose mandate will focus on "doing good to improve the human condition." I'm all in on improving the human condition. But this seems to be a pretty broad and challenging mandate. For history buffs, the paper includes excellent and short descriptions of the prior industrial ages.

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With appreciation to Dr Graham Kenny - quick insightful read to recenter between strategy and execution. Great learning tool for corporate teams. #strategy #execution #learninganddevelopment #focus #recenter https://lnkd.in/eP6Jb7AQ

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More Evidence that Business is in a Bind with HR issues My previous post added material that didn’t fit into my Harvard Business Review article with Ranya Nehmeh about the bind that business has created for itself by continuing to squeeze employees in a tight labor market. https://lnkd.in/eGTeTapT.   The complaints of employers now focus almost entirely on not being able to hire the talent we want. We can’t find them or they cost too much. So what is the alternative? Grow talent from within, replace the boss who left with their subordinate, or at least let people take lateral moves to learn something new. How often does that happen? A new survey of employers from APQC reported in Human Resource Executive finds that we fill only 15% of vacancies from within.  That figure is consistent with other estimates for US corporations. It means, of course, that we are going outside to fill 85% of our openings, and the number is even higher for leadership positions. It is impossible to believe we have any intention to develop talent if we see so little evidence that it is happening.    We have gotten worse about this over time even compared to the brief dot.com period where we tried to make it easy for employees to get a new job with us because it kept them from leaving to find a different one elsewhere. We learned then that an open internal labor market cut turnover: Employees who wanted a different job could find one inside without having to quit. So what happened, why are we only now starting to think that the “internal marketplace,” which is the same thing as the bidding and posting models from 1999, might help us with talent issues? Well line managers didn’t like that because it meant losing someone who might be pretty good even if it meant being more likely to get someone good later on. After the Great Recession, quit rates fell because there were few jobs to go to if you left. So we restricted the ability of employees to move:  If we require that our current boss must approve or even just must be informed that we are trying to leave her, that’s shuts down movement because no one wants to tell their boss, who has power over them, that they want to try to work for someone else, especially knowing that they might not get the job and will then have to come back to that boss. Sure, you can tell the line manager that they will be able to get someone else good from within the company, but it’s hard to care about that if as a manager you think you may not be there long yourself. It is a classic example of the overall organization losing out – in the form of greater outside turnover - to the interests of its components.    How many jobs does your organization fill from within? Would it shock your leaders if they knew?    

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Sustained organisational change hinges on two pillars: individual behaviours and systems transformation. Such deep change requires a ‘whole business’ approach to talent and inclusive culture change. Imagine aligning your HR, senior leaders, and line managers to drive collective action for equity and performance, embedding change across every level and within key processes. This is the power of the Delta Inclusion Ecosystem©. Let us help you build unstoppable momentum, creating a workplace where all people are deeply engaged and inspired to succeed. Are you ready to be part of this change? #DELTAinclusionEcosystem #GlobalLeadership #InternationalInclusion #Trailblazer #GlobalImpact #WomenInLeadership #LeadershipExcellence #DiversifyingLeadership #AuthenticLeadership #IntersectionalityMatters #InclusionEcosystem

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This morning, I was captivated by "How to Become an Agile Learner?" by Helen Tupper and Sarah Ellis in the Harvard Business Review, dated 23 November 23. This article provided valuable insights relevant to my HRD Corp Train-the-Trainer and leadership course participants. Developing agile learners is a core competency for professional learning facilitators and leaders. Learning agility is mastering learning from experiences to excel in new situations. This concept resonates deeply with me after over three decades of embracing new experiences in my career. The article beautifully outlines three building blocks of learning agility: a) Navigating newness, b) Understanding others, and c) Self-awareness. It also includes practical self-assessment questions that can be used to gauge your learning agility across these dimensions. I found these questions to be incredibly beneficial, as they provide a clear framework for self-reflection and improvement. If you're looking to enhance your ability to adapt and thrive amidst new challenges, I highly recommend reading this article. Please share any other strategies you applied to adapt and thrive in new and challenging environment in the comment section. I wish you the best in your journey to becoming a more agile learner.

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What HR needs to know about the changing nature of power - four implications for all organisations. "The power leaders hold is more complex and less secure than ever before. This change in the nature of power is making leadership more difficult and increasing the gap between good leaders and bad. Whether we talk about it openly or not, power is increasingly part of the leadership equation. The only thing up for debate is what leaders and organisations do about it." Thanks to People Management for publishing this latest piece from our research into the changing nature of power in the workplace, and the implications for leaders and organisations. https://lnkd.in/gFMAP29V

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Well stated here below. Coaching , Mentoring are key activitied by Arsis Global Consulting . "Fortunately, people can improve EQ. “You can develop specific behavioral strategies for using your emotions, but it comes through practice, feedback, and coaching,” Ryne said. A leader who may mismanage their emotions during a meeting can get feedback, learn how to respond differently in the future, and try again." #hoganassessments #assessments #coaching #mentoring #leadership #humanresources

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Thanks to SHRM and author Kylie Ora Lobell for the recent article in HR Quarterly on the business value of EAPs. This publication is provided to over 340,000 members globally. Read about the experiences of HR leaders Sharon DeLay, MBA, SPHR, SHRM-SCP, Rachel Ego, MBA, SHRM-SCP, Linda VanBrackle, and Carolyn Linck from ComPsych. I was also quoted in the article and provided industry statistics: Mark Attridge, president and owner of Attridge Consulting Inc. in Minneapolis—a firm that conducts research for workplace health services, including return on investment analyses of EAPs—says a full-service EAP provider should also provide company leaders, managers, and employees with training to respond to workplace crises and critical incidents such as violent acts, accidents, death, natural disasters, and other unanticipated, traumatic events. “EAPs are experts in handling these kinds of special problems that, when mishandled, can end careers and result in turnover, workers’ compensation mental injury claims, and sometimes lawsuits against the company,” Attridge says. “The best practice is for the EAP to become integrated into many parts of the work organization.” SOURCE: Does Your EAP Make the Grade? (Kylie Ora Lobell). HR Quarterly. Society for Human Resource Management (SHRM). September 6, 2024.

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Wonderful article that makes me wonder why all organizations don’t subscribe to a coaching mindset at all levels to increase business deliverables, improve individual performance and enhance organizational retention of key talent. What’s holding you back?

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A common view I hear from non-executive directors is their frustration that culture-related insights are often an inaccurate abstraction of reality, prioritising ‘activity’ over ‘impact’. You’d think that after 15 years of culture and conduct regulatory oversight, Boards and executives would possess clearer and more actionable insights. Yet, instead of learning from the past, common traps remain persistently entrenched. The most striking is the concept of ‘culture maturity’, misappropriated from methods used to compare linear and predictable business/operational system performance. How a problem is framed, with consideration for context and required outcomes, will determine how it’s understood and the nature of efforts to affect change. Here are four common traps to avoid: https://lnkd.in/gMKY-pHJ

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During periods of transformation, leaders who act as coaches rather than bosses foster stronger, more resilient teams. Leaders can help employees navigate transitions with confidence and purpose by guiding and supporting them. This approach not only builds engagement but also nurtures trust and long-term loyalty. Click the link to learn how to guide your team through tumultuous times: https://lnkd.in/g7BQkAny. #Leadership #ChangeManagement #Coaching #TakeCareOfYourPeople

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If practical insights about AI in HR are of interest, this sounds like a session you won’t want to miss.

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