I love the honesty of David Littleproud explaining why he stepped down as leader of the National Party. It’s the kind of conversation a leader might have with their partner at home or a mate over coffee: “I’m buggered, I’ve had enough.” “It would be wrong for me to say that I’m the right person to continue to lead.”

A thoughtful reflection from Adam Simpson on the difference between recruitment in elite sport and the corporate world. In AFL systems, recruiters invest significant time getting to know young players — not just their ability, but their family background, influences and how they respond when things get tough.

Leaders expect staff to perform at a certain standard. To manage this, organisations rely on performance management systems: job descriptions, policies, procedures, guidelines, performance plans, training and supervision. When that standard is not met, underperformance is managed. Activities like: • More training • An underperformance plan • Termination All reasonable leadership responses.

Watching the Winter Olympics this week, I was struck by how riders are assessed by judges. It made me reflect on how leaders are assessed in interviews, from my own experience being interviewed, sitting on executive panels, and now coaching senior leaders preparing for them. We’re encouraged to use STAR when asked, “Tell me about a time when…” Situation. Task. Action. Result.

“𝐈 𝐚𝐦 𝐧𝐞𝐯𝐞𝐫 𝐠𝐨𝐢𝐧𝐠 𝐭𝐨 𝐛𝐞 𝐚𝐟𝐫𝐚𝐢𝐝 𝐭𝐨 𝐬𝐩𝐞𝐚𝐤 𝐮𝐩 𝐰𝐡𝐞𝐧 𝐈 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐚 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭 𝐯𝐢𝐞𝐰 𝐧𝐞𝐞𝐝𝐬 𝐭𝐨 𝐛𝐞 𝐞𝐱𝐩𝐫𝐞𝐬𝐬𝐞𝐝.” Those words were spoken by Brian Russell in a post-disaster reflection. He was one of five engineers who tried to stop the Challenger space shuttle launch 40 years ago. I was a teenager at the time. Revisiting the case through this linked article brought it back into focus for me.

In my coaching work with leaders, the Sunday Scaries show up far more often than people are willing to admit. I came across this SBS News article this morning and it put a useful name to a feeling I’ve seen, and experienced, many times in executive life: that sense of unease as Monday approaches and the week ahead starts to loom.

I stumbled across a little social experiment on Facebook the other day. The caption was: “Help me choose the most suitable tiles.” See image below. Naturally, I clicked in - partly curious, partly wanting my preferred tile validated (No. 1). But here’s what stopped me: out of 65 comments, there was no clear loser. Every tile had its fans. Some people were bold and decisive. Others were completely unsure. A few went totally off-script: “None of them—change the wall colour.”

I’m seeing a lot of commentary across business and government news about low productivity, financial strain, cost overruns and the real risk of slipping living standards in Australia. I’ve been thinking about the leadership implications — and why coaching and training for increased productivity has become essential. If productivity is about creating more value without more hours, more people, or more cost, then yes — Australia has a problem.

In developing current and future leaders, I’m fascinated by the role regret plays in leadership maturity — and how it shapes who we become. Frank Sinatra once sang, “Regrets, I’ve had a few… but then again, too few to mention.” In reading today’s ABC interview with Kamala Harris, she admits she regrets not challenging Joe Biden’s decision to seek re-election in 2024 — a decision she now calls “reckless.”

I found this news article fascinating — for how regulators in the US assess the integrity of CEOs applying for casino licences, and the role emotional intelligence plays in that process. Here we have the Nevada Gaming Control Board publicly assessing an Australian gaming executive’s suitability for a casino licence, effectively declining the application because it stood no prospect of success in the short term.

It’s a bit of a trap. We’re quick to answer “half full” to sound optimistic and growth-minded. But sometimes, the “half empty” view is exactly what’s needed. A “half empty” voice is invaluable when assessing risks, dependencies or readiness especially before a make or break contract, merger, acquisition or major change.

To break through complex problems or underwhelming performance, leaders must question and challenge old conventions and be willing to let them go. That is never easy, especially when we are deeply invested in the very conventions that hold us back. Alan Kohler, in a recent ABC article (below) on fusion power and the Australia/USA alliance, argues that AUKUS, with its focus on submarines, looks like “old generals fighting the last war.”

🚀I’m thrilled to let you know about a change in career direction and to officially launch 𝐓𝐡𝐞 𝐂𝐡𝐚𝐧𝐠𝐞 𝐋𝐨𝐮𝐧𝐠𝐞, a change consulting and coaching practice I’ve created with my partner and Co-Founder, Rita. After 30 years in executive leadership, I’m moving into business as part o The chessboard just gave us a leadership masterclass — not in tactics, but in truth. Gukesh Dommaraju’s victory over Magnus Carlsen is an excellent illustration of how real leadershi

This is a powerful reminder that we should never assume a high-profile career or position, extraordinary talent, or an impressive track record equates to someone thriving or living their dream. The chessboard just gave us a leadership masterclass — not in tactics, but in truth. Gukesh Dommaraju’s victory over Magnus Carlsen is an excellent illustration of how real leadership dynamics play out:

No matter how tough it gets, we will get our opportunity if we keep at it. That’s what Socceroos coach Tony Popovic told his team at halftime last night - under pressure, outplayed, and hanging on against Japan. Football (or soccer if you prefer) is such an intriguing game and a masterclass for many things related to leadership and strategy.