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.”

If you’re stuck or growth has stalled, it might be time for a reset. This ABC story is a brilliant example of what a reset looks like on a national scale. We usually point to Norway, Australia and China as clean-energy leaders. But it’s Nepal and Pakistan that are leapfrogging the wealthy world. Nepal has 76% of new cars running electric. Pakistan has created a solar boom with no major government incentives - just households reacting to crippling energy costs.

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.”

Spare a thought for Ange Postecoglou, who has been sacked by Nottingham Forest after just 39 days and eight winless games. The shortest reign of a permanent manager in English Premier League history.

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.”

When I read in this news link that Jerry Greenfield, co-founder of Ben & Jerry’s, resigned because the parent company’s priorities conflicted with the values that built the brand, it really made me reflect on the power and use of core values.  He said, “From the very beginning, Ben and I believed that our values and the pursuit of justice were more important than the company itself.” 

As a former regulator, I admire the work of eSafety Commissioner Julie Inman - Grant. This ABC 7.30 interview highlights excellent leadership and communication. I’m proud that Australia is leading the world in protecting children from having sexual, violent or harmful conversations with AI companions.

I didn’t think so. Surely success breeds success? But in a recent coaching session with a client, I realised I may have been confusing 𝘧𝘦𝘢𝘳 𝘰𝘧 𝘤𝘩𝘢𝘯𝘨𝘦 with 𝘧𝘦𝘢𝘳 𝘰𝘧 𝘴𝘶𝘤𝘤𝘦𝘴𝘴. This excellent article by 𝘔𝘢𝘯𝘧𝘳𝘦𝘥 𝘒𝘦𝘵𝘴 𝘥𝘦 𝘝𝘳𝘪𝘦𝘴 shifted my perspective. His point: for some people, success doesn’t feel like triumph — it feels like danger.

🚀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.