Caught In The Act!… of doing something right: A neurochemical approach to high performance management.

There is no shortage or theories on how to manage and lead – every day we witness new insights from the famous, talented or deceased. But how might we enact good management on a daily, hands-on basis – and, just as importantly, why? It turns out there is genuine science […]

3D concept illustration consisting of colorful balls. Vector template.

big picture and small picture thinking

More Lessons from Masters and DJs: Big Picture or Little Picture – Which One is Letting You Down?

As regular readers will know, the recent announcement by Woolworths regarding the future of Masters should have come as a surprise to no one. The accompanying announcement about Home Hardware was more of a surprise, but as a comparatively small business nestled in an out-of-favour segment in the Woolworths empire […]

Leadership Lessons from Malcolm Turnbull; AKA Malcolm Turns Away from Bull

Over recent weeks, in watching Malcolm Turnbull speak and thinking about how his leadership style will hold up come election time or even when he needs to make some tough decisions on political minefields like tax and spending cuts (whether before or after the election), what I found is both […]


Customer Engagement 21 Triangles

Customer Experience Design Brisbane and Gold Coast

What is a “customer experience”? Why does it matter so much all of a sudden? Why do “customer experiences” need designing and how? Isn’t great customer service the same thing? If one were talk about software or online user experience, everyone would immediately understand the concept. It’s not so much about whether […]

Mars is here – and after 5 years of research and development, its about time!

Common management practices don’t work – and here’s why Much of today’s people-management practices originate from the “machine view” of organisations, where top-down compliance and efficiency was the dominant approach. This worked well enough when workers were largely uneducated, change was slow and this hierarchical style fitted within top-down social […]



Level 6 HR – From Human Resources to Human Relationships

There are many views of how relationships within organisations should be framed and conducted. At one end there are those where people are seen as cogs in a machine, to be controlled and corralled to be as productive as possible in usually repetitive non-intrinsically engaging work where change occurs slowly […]