The ‘culture’ industry, like all others, goes through shifting beliefs about what’s most important when building strong organisations. Ultimately, they all play together and we land on one powerful truth… unity.
By taking strategy, culture and purpose, we’ve reimagined them into what is now our most popular team building workshop, The Big Picture.
As schools increasingly look to provide opportunities within and outside the classroom to intellectually challenge gifted students, are we forgetting to equally emphasise the value and importance of teaching the skills of communication, collaboration and peer relationships?
While building team unity is the central tenet of our organisation, we focus on much more than team building. To create high performing teams you need to give equal focus to individual empowerment which is where our facilitated workshops are focused.
In the ever-evolving landscape of workplace safety, we must continually adapt to ensure the well-being of all employees. The introduction of new legislation across Australia has cast a vital spotlight on psychosocial hazards, recognizing their profound impact on workforce well-being.
While conversations over the past few years have been dominated by subjects like Covid, WFH, and Artificial Intelligence, there is one catch-cry that sits miles above these. Our obsession with saying ‘I’m so busy’. But, have you stopped to think when you say these three words, what it’s actually saying about you?
Recently, I had the pleasure of rewatching a Ted Talk, delivered by the late Sir Ken Robinson. Inspiring as always, his presentation was based around the premise that it is vital for people to embrace a risk-taking mentality when seeking to learn, so as to gain the greatest amount of personal growth.
You’re no doubt asking yourself the question: How do I navigate this talent labyrinth and ensure I find the diamond in the digital rough?
We know that culture is a key factor that drives employee engagement, levels of staff retention and overall satisfaction in the workplace. In the era of hybridity and quiet quitting, the development of a culture that prioritises connectedness and a sense of belonging for all employees has never been more important.
Exit interviews have become common practice for most organisations. However, the frequency and effectiveness of these interviews can vary significantly. Some companies conduct them weekly or even daily, while others only hold them on rare occasions. Regardless of the timing, exit interviews have distinct benefits for both the departing team member and the employer.
A certain amount of hypocrisy prevails when we try to influence others to think positively about their capacity for growth. There is no doubt that we mean well when we advise and guide people to be open-minded about the feedback they receive, to believe in the opportunity to learn new skills and to approach each day with positivity.
