Marianne Broadbent

Governance & Directors Role in Self-Directed Learning/Research: While the article headline will no doubt draw nods of agreement and stories about “directors, I have known who did that”. The sub-heading is equally impressive in its claims, stating “The desire for social recognition means that non-executive directors are failing shareholders.” Are the headlines and sub-headline, just that, headlines.   Sure, we can all recount stories of directors we know who stayed too long. Perhaps the “hankering for status” explains why some directors gather directorships, like trophies, for bragging rights. You know, I see your two directorships and raise you five. Or perhaps it’s not a “hankering for status” but simple economics that makes them stay beyond their use-by date. They need the money, as little as it may be. Or perhaps, no one has said, it’s time to go, or done a review, that identifies their lack of contribution, fit, or whatever. There will be many other reasons directors stay past when they should.          Why raise this with you? Two reasons. First, because directors like most of us have a habit of reading headlines, which we agree with and accepting the statements as facts, evidence to support our own already entrenched views (biases). I would like nothing more than for these statements to be true. To have the weight of scientific research supporting them. But they don’t. Anecdotally yes, factually no, especially if you want to extrapolate the findings to all director groups, which the headlines do.     Why am I being critical. Because the headlines and findings in this article are based on interviews with only 11 directors. Who were chosen through a process called “purposeful sampling.” Here, the researchers asked two well regarded and experienced directors to draw from their network to put them in contact with a second layer of potential study participants from different organisations. All participants are from the same country, possibly (not stated) the same city, demographic, schools, suburbs, etc. Who knows?   In relation to the sub-heading, nothing in the research identifies how the conclusion that “non-executive directors are failing shareholders” was tested. In fact, the word shareholder appears once in the whole paper.     It is an interesting article, but only that. As directors, we (you) have a responsibility to dig deeper, ask more questions about headline grabbing statements, be they in relation to research or a business report. Directors who do not ask questions and are not inquisitive are in my view a far greater issue for boards than a director who stays too long. The latter is easily dealt with. The former is not! The Chartered Governance Institute Chartered Governance Institute New Zealand Good Governance Academy Institute of Directors (IoD) Australian Institute of Company Directors https://lnkd.in/gZu5V-PM

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What is very important for Interim Executives is undertaking meaningful work.  Meaningful work, in an organisation where values are aligned to the individual executive, is becoming a non-negotiable. One respondent of Watermark’s 2024 Interim Executive Survey said, “My tolerance for misalignment between values and work is lower”. Another respondent is “seeking values-aligned colleagues”, while another is building a career consisting of a “blend of paid work and passion projects”. Meaningful work is the key to longevity as we all live and work longer. To read more about this, please download Watermark’s 2024 Interim Executive Survey here -https://lnkd.in/ewr3FJXg Jacinta Whelan Francesca Conquest Chris Grant Jen D'Arcy-Smith Caroline McAuliffe Alex Brown Pip Westhoff Suzanne Mulvihill Madeleine Stuart-Wright Lizzie Wynter Bronte Pickard David Evans Robert Atkinson Philip Whelan Daniel Nicholls Claire Crawford Jocelyn Santosa #interimexecutive #interim #survey #australiandata #longevity #currency 

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Reframing the ‘Culture Problem’: Over the past decade, regulated entities have had to face into a pervasive ‘culture problem’, framed as failures of governance, culture, accountability and remuneration. It begs the question: Could this ‘culture problem’ be reframed as a lapse in HR and P&C functions’ capability to proactively recognise and resolve cultural issues within a tightly regulated context? https://lnkd.in/gyUypuJn #culture #governance #accountability #remuneration #risk #compliance Australian Institute of Company Directors

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When it comes to selecting #transformation professionals, recruiters value an individuals positive disposition and executive presence. If you’re in this space, consider whether your career tools, interview skills and demeanour allow your natural warmth, resilience and sense of humour to shine through. After all, who you are and how you are perceived is just as important as what your CV says you can do.

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Arrogance is so passé. There are better ways to demonstrate competence and capability at work: https://lnkd.in/gVCW7QY5

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There's so much "change" happening in workplaces. Realignments, restructures, reviews, consolidations, QI projects, compliance implementation - whatever the source it's incessant, particularly as businesses attempt to manage with leaner budgets. Last week I read an article that cautioned us to not see change - as a single start and finish event - but rather understand it is a continuous cycle. The article posited that employees still feel there will be a time when "change" is finished and they can go back to "normal" - cautioning that this is a false expectation as change is constant. Today, in contrast, this thought provoking article from Ashley Goodall says we should be looking at "stability management" and seeing this as equally as important as managing change. I concur entirely. In my first book Transforming Norm - I explained that change leaders can create a sense of stability (and transparency and trust) during change by a set schedule of communications. No matter what, on Tuesday every fortnight at 9am you communicate your update on the change initiative. Simple. I also mention in Finding Equilibrium, the need to focus on what isn't changing to give a sense of stability and that not all of the ground is shifting. Goodall's article provides additional insights on how you can create stability through a focus on your specific team. He warns that "... constant change emerges as the enemy of performance, not its catalyst" and that "teams are the source of much stability for its members." Focusing on strengthening team role clarity, strengths use, shared team goals/values and team organisational purpose are all ways leaders can support teams to feel more stability. I might add - that incidentally all of these elements are considered job resources for individuals which research shows help buffer the impact of intolerable work demands. An article well worth a read and ponder. #jobdemandsandresources #leadingsuccessfulchange #teamperformance https://lnkd.in/gqXB8kaA

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New article on the question few leaders ever ask posted at https://lnkd.in/ghup5Qt7 - hope you'll have a read and share.

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We all know having gender balance around the board table is good for business and for those in the organisation. If getting on and thriving in a board role is of interest to you, this HBR article is worthy of a read.

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"The future isn't about unbossing; 😅 it's about rebossing ourselves with skills and qualities that technology can't replicate," writes Australia's leading expert on middle management, Rebecca Houghton. 💡 In her article 'Unbossing the Workplace: Navigating the Future for Middle Managers', Rebecca shares that layoffs of managers and above in the US have increased significantly since 2018. A trend spreading globally on the back of promising AI capability to take over control and administration tasks. 🤖😮 Any thread also presents an opportunity for the middle to level up on the very human skills that keep putting AI into the corner. 📵😅 Read the full article here: 🔗 📰https://lnkd.in/eFd99rXn If this is something you are ready to invest in, let's have a conversation. 📧 #unbossing #futureleaders #AIcapabilities #middlemanagers

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As employees and employers adapt to evolving work practices, the future of work calls for a shift towards a more human-centred workplace culture. We are offering free consultation sessions with our specialist business coaching consultants to explore how coaching solutions can be applied to develop and change team behaviours and achieve your business needs. Find out more 👉https://lnkd.in/ecxinqeB When people feel connected, they tend to get more work done and do it faster. If this sounds like it might benefit your organisation, please book time to have a conversation with one of our specialist consultants. https://lnkd.in/epAXdCE2

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Mid year performance review This measurement of performance used in many corporate organisations from the Board Room, the Executive Leadership team, the senior management team, the divisional teams, the list goes on, regardless of sector. In Australia, it coincidences with the End of Financial Year ('EOFY', 30th June) activities. In the B2B environment the last minute 'sales deals' flowing the ripple effect of revenue results, plus incentives for the teams. The finance departments working 'creatively' to ensure top line and bottom line figures are positive. The B2C, the consumer market awash with the 'EOFY' campaigns, incentives and benefits. Sole traders making final calls to their accountants for last minute advice. But what about the most important asset, what performance review would you give your health? Is this something you value? is this something you can feed it with chemicals, with ultra processed foods, with a lack of clarity, a lack of sleep ? What performance would your 'gut' give your body?  How is your brain working when it has been fuelled by suboptimal fuel ? The leadership of your performance review is your health. When did YOU last review you most valuable asset?

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John Chan, Ph.D. joins the Build Your Ideal Day Podcast series to talk about burnout and what workplaces can do about it. John emphasizes the importance of creating a sustainable work culture to combat burnout, which has affected 38% of employees in the last year. Burnout, defined by the WHO as a syndrome due to chronic workplace stress, includes exhaustion, disengagement, and professional inefficacy. Prevention is crucial, as recovery from burnout is difficult and can lead to wider organizational issues. Effective communication and strong employee-management relationships are essential for understanding workload demands. Organizations are encouraged to experiment with solutions to address burnout rather than seeking immediate fixes, fostering an environment where employees can thrive both personally and professionally. John can be contacted at John.chan@infinite-potential.com.au and you can listen to the podcast here https://lnkd.in/gEcUA_kZ #Mentalwellbeing #buildyouridealday #workplacehealthandwellbeing #thriving

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Exciting times ahead! Catch John Brennan, CEO of iHR Australia, and I in our upcoming webinar "Resilient Leadership, Resilient Teams." Creating psychologically safe workplaces and meeting psychosocial requirements is now vital, but what does that truly mean? The potential for errors has never been higher, making resilient leadership more important than ever. Join us to welcome John and delve into his vision for resilient leadership in the modern workplace. Register here: https://buff.ly/44uxIDB #coaching #coachingonline #careergoals #careercoach #careerdevelopment #careeradvice #careercoaching #kinetikglobal

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𝗠𝗢𝗧𝗜𝗩𝗔𝗧𝗜𝗡𝗚 𝗦𝗧𝗔𝗞𝗘𝗛𝗢𝗟𝗗𝗘𝗥𝗦 Further to my article “What’s in it for Me” which was about what kind if questions stakeholders are likely to ask with a stab at what the answer might be … https://lnkd.in/gn_ivJMh … motivation also plays a critical role in Change Management for several reasons. Remember people are an organisation’s most important asset, so ensuring that any Change Management process prioritises the human element is critical. We know that change is a constant now and change fatigue is real so you need to keep stakeholders motivated but that’s not as easy as you think. It’s “easy peasy” to change policies and procedures and even software, but change becomes daunting when people are involved. Understanding what motivates them and how your teams work together can be critical information that informs a Change Management strategy. Motivation is a crucial element of success in any organisational shift. Below are 10 traditional ways and a further 10 innovative ways of motivating people during change saturation or a change initiative that has a long implementation timescale. #ronleeman #thehighwayofchange #changemanagement #changemanagementtraining.

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As we continue to advance the future of Learning and Performance, The LPI (Learning and Performance Institute) remains committed to keeping our community at the forefront of change. Reflecting on our progress, I’m particularly proud of LPI’s track record of innovation. For example, in 2010, we introduced online learning facilitator certification long before it was a standard element in any L&D service offering; today, it’s accepted as the global benchmark. Our focus is now on AI — exploring how it can enhance learning efficacy and streamline operations. But we don’t stop there. We listen closely to the professionals who trust us, gathering actionable insights directly from the field. This approach allows us to address critical challenges like building learning cultures, boosting employee engagement, and securing buy-in from C-suite leaders. Our journey is not about keeping up; it’s about staying ahead. And for those watching us closely, consider this an invitation to witness what’s next. #LPI    #lifelonglearning

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We protect your family business legacy and enable it to grow effectively.  We do it by developing leaders and teams and changing behaviours.  We use our proven leadership model and experience gained since 1981. https://lnkd.in/e6pDB-_8 🔹 Focus on the growth 🔹 Facilitate succession planning 🔹 Clear and simple method that creates effective leaders capable of handling complex situations 🔹 Lead the business to scale and tackle modern market challenges with simple effective solutions that apply to day-to-day 🔹 Experienced since 2000 🔹 Align the purpose, vision, and values of family businesses with concrete actions and behaviours  🔹 NATO military leadership model, adapted to business  🔹 Experienced in  Human Resources, Military operations, Fortune 500 and Start Up backgrounds

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Latest Workforce BluePrint blog - Navigating Workforce Change: Strategic Insights, Risks, and the Intangibles of Transformation… Like Christmas Workforce change is one of the most intricate challenges organisations face. It permeates every aspect of the business, influencing employee morale, operational efficiency, and long-term success. While well-managed change fosters growth and innovation, poorly executed transformations can lead to strategic misalignment and costly disruptions. Projects such as the transition to renewable energy by Australian companies highlight the importance of strategic foresight and workforce planning. Read more and share with your colleagues> https://lnkd.in/gSqwt6r6 PS. See if you can spot the mistake in the blog thanks to #AI :)

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Integrating cultures after merger and acquisitions is often a process with very little or no attention at all. There are a number of ugly reasons for that. Integrating the company cultures is essential for the organisations to heal the transition process and benefit from having a greater cultural diversity in house. #integration #merger #postmerger #organisation https://lnkd.in/dh-tM47

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