Provided by Dr Zena Burgess, CEO APS
Harnessing AI technology to develop a clear vision and strategy to augment the work that we, and our people do, is promising for our professions. As leaders, we must adopt a holistic approach to AI, considering strategic, technological, ethical, and societal factors. We must strive to effectively implement AI to drive business growth and innovation while managing risks and ensuring ethical and responsible use.
While the possibilities of AI are thrilling, we must tread carefully. AI is not just about technological advancement – it's about ethics and responsibility. Safeguarding mechanisms must keep pace with AI advancements to ensure individual and social safety. And while it’s exciting to embrace validated AI advancements across industries, we must especially remain wary of the use of it in ways that overlook essential human needs.
The impact of AI on professions is complex and will vary depending on the field and what type of AI systems are implemented. As CEOs, it is crucial we identify how AI can add value to our organisations, such as improving efficiency, enhancing customer experience, or driving innovation plus recognising how AI can be used to gain a competitive edge in our markets.
Impacts of AI may include automation, whereby efficiency and productivity are increased perhaps automating routine or mundane tasks, or augmentation which supports human capabilities like leveraging AI for predictive analytics or developing new AI-driven products and services. Perhaps transformation will take place, where entire professions can be enhanced or even changed entirely which may be the case for radiology in the future.
As CEOs we have a responsibility to consider the broader social impact of implementing AI, including addressing concerns about job displacement, especially in low-skill roles. There are also ethical and social implications to consider as well as the continuous learning of our workforce which will become even more valuable, so they remain at the cutting edge of their respective industries.
As CEOs we must establish frameworks to address issues such as bias, transparency, and accountability in AI systems we employ. On a wider level, policymakers and regulators must be aware of the extent of social and psychological benefits and harms associated with AI as they design, implement and evaluate AI safeguards.
When considering the proliferation of AI on a macro level, integrating insights from psychological science and bringing together psychological practitioners and researchers, computer scientists and consumers will be essential for a safe and trusted AI ecosystem that aligns with human values and societal needs.
Employing a risk-based approach that focuses on identifiable harms, holds AI developers accountable in cases of misuse, and includes psychologists as an integral part of any impact assessment process is key.
A regulatory system must also include public education and industry guidelines, standards and frameworks directly informed by industry peaks and professional leaders like yourself, that can help to guide the safe use of available AI systems in a way that minimises the potential for negative psychological and social impacts.
Careful review must also be taken when considering potential impacts on marginalised communities. AI systems may perpetuate and even exacerbate biases, compound existing disparities in access to resources, opportunities and digital infrastructure. Communities may also be underrepresented in the development and deployment of AI technologies. As leaders we must ensure due diligence occurs before systems are implemented within our organisations.
As AI continues to evolve at lightning speed, it is clear no industry is immune to its impact, even human-centred work like psychology. While there's a critical need for the development of comprehensive regulations and guidelines, it's worth exploring some of the interesting ways this technology could enhance our professions.
To effectively integrate AI into your organisation and capitalise on its benefits while mitigating potential risks, safeguarding mechanisms to uphold ethical standards must be put in place.
Let’s embrace AI, with a healthy dose of consideration, and together we can lead our industries into new dimensions of growth and success.
Excerpt: Why I wrote this book. For greater Success. Author: John T Karagounis.
in your schedule in the same way you do with meetings and work commitments and ensure that you are present in every moment.
to de-stress and re-charge so you can be at your best with family or work.
Identify work tasks that can be delegated to others, automated or omitted altogether. Ask someone close to you (at home or work) what you should stop doing, start doing or continue doing to be a better and more effective you.
Have stand up meetings or meetings via Skype rather than face to face, order groceries online rather than buying them at the store. Use the time you save effectively (see points one and two).
Rather than exercise and then go to a meeting, can the meeting be everyone taking a walk in the local area?
Set limits with work outside of work so it does not creep into other parts of your life. No work emails or calls when at home. Avoid distractions. Be present.
Review how you spend your time during a week. What areas are being neglected and how can you redress this? Do this ever week to make sure you are doing what is most important to you.
Everyone has a limited amount of time in their lives to get things done. Realise that there will be times when you wont be able to get through the entire list of what you want to do. Give yourself permission to say ‘No’ to some things without feeling guilty.
Provided by Rube Sayed, General Manager ‑ Cloud & Cybersecurity, Datcom
The majority of security breaches are a result of human error and that users play the most pivotal role in protecting their organisation’s data and stopping cyber breaches. It is simply not enough to assume all your staff – and even your clients – are aware of the importance surrounding data privacy and compliance. Conducting ongoing Cybersecurity Awareness Training for all employees is highly recommended, as learning and education are key contributors to reducing your business’ overall risk.
Weak passwords are an easy target and opening for cyberattacks. Using a Password Manager to help store and create complex, unique passwords for each log in or account you have is imperative and should be enforced via policies across the entire organisation, as well as in your personal handlings. Furthermore, implementing Multi-Factor Authentication (MFA) provides an extra layer of security to any sensitive accounts and systems.
Ensure all software and operating systems are up to date to fix known vulnerabilities. Hackers tend to exploit outdated software to gain unauthorised access into systems. You can streamline the process and ensure timely updates across your organisation by employing automated Patch Management Tools.
Installing Next-Gen Firewalls and Managed Detection & Response (MDR) Antivirus Software are necessary to protect against malware, viruses, and other malicious threats. The important role of a Firewall is to monitor and filter incoming and outgoing network traffic, blocking any unauthorised access and flagging suspicious activities.
Email is commonly known as the leading threat vector for cyberattacks, and cybercriminals are using sophisticated tactics and techniques to take advantage of email vulnerabilities. We have all been on the receiving end of a scammer’s email and sadly, it takes only one click on a bad link to expose an organisation and in some cases, devastatingly drive them out of business. Adopting an Email Security solution is essential to keeping phishing and spoofing attempts at bay, safeguarding sensitive information, and avoiding compromised accounts and identity theft.
Having robust network security measures in place, such as, Encryption Protocols, Virtual Private Networks (VPNs), and Intrusion Detection Systems (IDS), will help decrease an organisation’s risk and vulnerabilities. Achieve Identity and Access Management (IAM) by partitioning your network to control entry according to user-based roles and limiting those exposed to confidential information.
In the event of a cyberattack, ensuring your data is backed up regularly and there are copies stored in secure offsite locations or cloud-based services is essential to having your business back up and running in the shortest timeframe possible. Even without a cybersecurity incident occurring, backups should be checked and tested frequently to verify their reliability and effectiveness in restoring operations.
A Cybersecurity Risk Assessment (CSRA) provides a comprehensive view of their environment, but it also exposes your cybersecurity posture and how it stacks up to industry-leading best practice methodologies. Once a report is run, we then present our findings and recommendations to the customer which usually focuses on their vulnerabilities such as passwords being up for sale on the dark web. As a MSSP (Managed Security Services Partner), it is our responsibility to inform our clients of any loopholes and risks to their business, and to help combat these with the right tools and knowledge. We also provide Penetration Testing whereby we assess your IT environment with simulated cyberattacks to uncover any weak spots and demonstrate how these can be exploited.
You can monitor your environment around the clock with a Security Information and Event Management (SIEM) [platform], and proactively hunt for threats to stop attackers in their tracks. SOC and SIEM work together to reduce data breaches and alert organisations to upcoming cyber events.
With the ability to work remotely from anywhere in the world, this is both a blessing and a major security risk. Having secure mobile devices and remote workstations is critical. Organisations are encouraged to invest in Mobile Device Management (MDM) solutions to enforce security policies and ensure encryption of sensitive data being transmitted over mobile networks.
Cyber Insurance forms have notably changed from being a simple one-liner in the past, to multi-paged documents now, as insurance companies are no longer willing to pay out claims for gross negligence. Work with your MSSP or IT Security Department to ensure you have all bases covered and insurance requirements met.
Keep up to date with the latest cybersecurity trends, threats (e.g. Quantum Computing), and best practices through continuous learning and sharing of information i.e. posts via LinkedIn, attending related events/ forums, etc. Knowledge itself is power and staying informed will help you to evaluate and adapt your business’ cybersecurity policies and strategy to address any developing risks and challenges that may lie ahead.
Provided by KordaMentha Performance Improvement.
We’ve been through the crisis that was COVID and we’ve realised the ‘new normal’ is just as confronting, perhaps more so. The pace of change is greater than ever before and we have a harsh fiscal reality that includes costs rising unsustainably, wage growth, rampant inflation, and sluggish economic growth not keeping pace with those rising costs. On top of that, increasing public and regulatory scrutiny means boards are becoming ever more risk averse.
When times get tough, it’s instinct to shut down and play the defensive game – cut costs, reduce headcount, postpone projects, and stick to core business. But there’s no growth in that, only survival at best and decline at worst.
So how do we find growth in a constrained market? The secret is being able to do two things at once manage the duality, control costs while finding a way to grow. Few manage it, but those who do excel. And so do their businesses.
First, we must acknowledge that we have to manage the now and the future at the same time. That’s the duality of leading for growth. Very few businesses are afforded the opportunity to grow unconstrained, so it’s important to be able to run the business at the same time as transforming the business model.
We implement the steps in the order 1, 2 and 3, but we think about them in the order 1, 3, 2.
This means getting clarity about the current reality. A thorough stocktaking and analysis. What are our numbers? Are we performing to expectation? Not just the bottom line, but all the pressures coming to us in the current business environment. What are the trends doing to us? What do we need to plan for?
This is our next thought. Where would we like to be heading? Rather than thinking generally, be specific. What are the one or two really important things we want to achieve in the medium future? The things that will give us a new direction or add value to what we do today? That is, provide a platform for growth. What is on the horizon that we can reach for and grasp? What is possible?
This is where we get traction. This is where we build a plan of actions that will help us manage our current constraints while building both capacity and capability to turn that future possibility into reality. We prioritise and force trade off decisions, you can’t run at everything at once. Better to do the big things well.
This process is more than finding a balance between the needs of now and then. It’s about focus. By understanding deeply the situation we’re in and making targeted choices about the future we want, we are able to make the hard decisions about what really matters now. As the saying goes, strategy is about what you say no to – what you don’t do, as much as what you do. It takes financial acumen, strategic thinking, an innovative mindset, and expert resource allocation. Independent, objective expertise can be very helpful in this process.
The ‘new normal’, of course tells us this environment is here to stay. It’s not something to be endured, but exploited. This is an opportunity to think big, not just incrementally. And it’s an opportunity to be not just an inspired CEO, but an inspiring one. To banish the negativity of a constrained economic environment, the overwhelming nature of rapid change, and the disruption of technology that is transforming how business operates.
Provided by Prof. Jon Whittle, Director CSIRO’s Data61
There are roughly two flavours of AI. Symbolic AI requires a human to write down a set of “rules” that the AI searches through to make a decision. Data-driven AI instead looks for patterns in large datasets – in essence, it figures out the rules for itself.
The vast majority of AI in industry today is data-driven AI. By definition, it needs plenty of quality data about your business to work.
Generative AI is a form of data-driven AI that creates content – text, images, video. Generative AI has become popular since the launch of ChatGPT in November 2022. ChatGPT is also a form of general-purpose AI as it can carry out a wide variety of tasks. In contrast, narrow AI is designed for a very specific task, and only works for that particular task.
AI has been used in industry for decades. Netflix has been using AI to suggest what you watch for over two decades. An early form of symbolic AI, Google Maps was invented (in Sydney!) in 2005. I was in the control room when the first AI software was used to command a spacecraft in 1998! In 2023, McKinsey said that 55% of organisations have implemented AI in at least one business unit or function [1].
Narrow AI is well embedded in industries such as automotive, manufacturing, and mining. Generative AI has impacted education, marketing and the creative industries. Some experts believe that most opportunities lie in healthcare (although health systems can be slow to adopt technology), the legal profession (one in two lawyers already use AI according to the AFR [2]), or banking (although there are issues around sensitive data).
Publicly-available generative AI tools like ChatGPT and Gemini can be used “out of the box” for a variety of business tasks, such as crafting emails, summarising documents or even writing code. More sophisticated tasks will require a bit more work. Some companies – such as KPMG and Bloomberg – have trained generative AI tools to work with their own internal documents.
Generative AI can be good at automating repetitive tasks, although it usually requires human oversight. More generally, if you have plenty of historical data about a particular business process or problem, you could potentially use narrow AI to solve a particular problem. But for any AI application, be aware that AI never produces right answers 100% of the time. AI is based on statistics so can get things wrong.
Maybe. It’s still early days in terms of scientific evidence on AI productivity [3]. A meta-review by Microsoft showed productivity increases of between 26% and 73% from its own Copilot tool. Harvard Business School showed a 12% increase in productivity for consultants using AI. And the National Bureau of Economic Research reported call centre agents could handle 14% more calls with AI.
However, these are isolated studies and it’s not clear if productivity increases translate at an enterprise level. It’s well known that productivity increases in one part of a business can lead to decreases elsewhere [4]. And Solow’s paradox [5] reminds us that, over the last few decades, the promises of digital transformation efforts often do not materialise in practice.
The most well-known are biases (where an AI is trained on limited demographic data and so discriminates against people outside that demographic) and hallucinations (where generative AI makes up facts – research indicates that ChatGPT fabricates unverifiable information in approximately 20% of its responses [3]). These can lead to significant reputational and financial risk for a company. For example, an Air Canada chatbot incorrectly offered a customer discount but was forced by a tribunal to honour it.
Good AI governance within a business is crucial to understanding and mitigating any potential risks. AI regulation is also coming – the EU has already passed an AI Act and regulation is actively being considered by the Australian government.
While many AI tools are free, the more advanced versions typically require a subscription model. These can add up to a significant investment across a large organisation. Given that the estimates for OpenAI to train its GPT-4 AI are $78M US [3], AI vendors will need to recoup costs somehow. For more specific AI applications in an enterprise, there will be additional costs: to collect and curate the data to train an AI, ongoing maintenance costs, consultancy and/or in-house AI expertise. These costs can be significant. On the other hand, McKinsey says that 42% of organisations report cost reductions overall [3].
The environmental cost of AI is somewhat under-reported. The datacentres that power AI require large amounts of electricity (not exclusively renewable) and water. Carbon emissions of generative AI systems come from training the AI model as well as use of the model. Meta’s Llama2 is estimated to have emitted 291 tonnes of carbon during training (compared to 1 tonne for a roundtrip flight from New York to San Francisco) [3]. By some estimates, a generative AI search requires ten times more electricity than a standard search. AI can also reduce environmental impact – AI is being used to reduce waste and to make cooling more efficient.
More generally, aspects of AI are starting to be considered in ESG frameworks. CSIRO and Alphinity Investment Management recently released an approach to evaluating ESG impacts of AI [7]. Early evidence suggests that those companies with a strong ESG track record are more likely to implement AI responsibly.
My advice to business looking to adopt AI is threefold: (i) Focus on the problem you are trying to solve rather than introducing AI for its own sake; (ii) AI is not appropriate for all problems – for example, AI will never achieve 100% accuracy because it is a statistical technique; (iii) Realise that AI takes effort to succeed – you need well-curated and sufficiently large datasets, AI technical expertise, and good AI governance practices.
For a general introduction to AI and its applications across a range of industries, check out my Everyday AI podcast, available on all streaming platforms. CSIRO’s National AI Centre provides resources about best-practice adoption of AI, safe and responsible AI practices, as well as practical support on how to get started.
[1] Chui, M., Yee, L., Hall, B., Singla, A. & Sukharevsky, A. (2023). The State of AI in 2023: Generative AI’s Breakout Year. McKinsey & Company. https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai-in-2023generative-ais-breakout-year#widespreadhttps://ceros.mckinsey.com/commentary-ai-2023-lareina-ye-desktop.
[2] ‘Get the job done’: One in two lawyers use AI, Euan Black, Australian Financial Review, Apr 16, 2024
[3] Nestor Maslej, Loredana Fattorini, Raymond Perrault, Vanessa Parli, Anka Reuel, Erik Brynjolfsson, John Etchemendy, Katrina Ligett, Terah Lyons, James Manyika, Juan Carlos Niebles, Yoav Shoham, Russell Wald, and Jack Clark, “The AI Index 2024 Annual Report,” AI Index Steering Committee, Institute for Human-Centered AI, Stanford University, Stanford, CA, April 2024.
[4] Why CSCW applications fail: problems in the design and evaluation of organization of organizational interfaces. J. Grudin. CSCW '88: Proceedings of the 1988 ACM conference on Computer-supported cooperative work, page 85--93. New York, NY, USA, ACM, (1988)
[5] Bäck, Asta & Hajikhani, Arash & Jäger, Angela & Schubert, Torben & Suominen, Arho, 2022. "Return of the Solow-paradox in AI? AI-adoption and firm productivity," Papers in Innovation Studies 2022/1, Lund University, CIRCLE - Centre for Innovation Research
[6] Alex de Vries, The growing energy footprint of artificial intelligence, Joule, Volume 7, Issue 10, 2023, pages 2191-2194.
[7] Alphinity Investment Management & Commonwealth Scientific and Industrial Research Organisation (CSIRO), The intersection of Responsible AI and ESG: A Framework for Investors, CSIRO, 2024.
Burnout in leaders can manifest in numerous ways, affecting not only personal well-being but also organisational productivity:
As organisations grapple with ongoing stressors and disruptions, stress-related absences are on the rise, highlighting the urgent need to address burnout at its root.
Burnout does not stem from a single source; rather, it's often the culmination of a range of factors, both work-related and lifestyle related. Work-related causes can range from operating in high-pressure or disorganised environments to being burdened with unrealistic expectations, feeling unrecognised or unrewarded, and experiencing a lack of control over one's work. Lifestyle-related causes encompass taking on excessive responsibilities, inadequate sleep, insufficient relaxation time, a scarcity of meaningful relationships, and neglecting one's unique needs.
Recognising the importance of proactive measures, leaders can take steps to manage and prevent burnout. Here are some effective strategies to consider:
Delegating tasks is crucial for preventing burnout. Leaders often fall into the trap of trying to handle everything themselves, leading to overwhelming stress. By delegating responsibilities appropriately, leaders can distribute the workload and foster a more collaborative work environment.
Striking a balance between work and personal life is essential. Leaders should diversify their time by incorporating activities that bring joy and relaxation. This could include hobbies, exercise, or spending quality time with loved ones. Prioritising these activities can create a buffer against the pressures of work.
Pinpointing the major stressors in both work and personal life is crucial. Whether it's an overly demanding project, unrealistic expectations, or personal issues, addressing and finding solutions to these stressors is essential for preventing burnout. It might involve restructuring work processes, seeking support, or setting boundaries.
Taking the time to reassess personal and professional goals is fundamental. Leaders should reflect on what truly matters to them and realign their priorities accordingly. This may involve adjusting work objectives, setting realistic expectations, and ensuring that personal well-being is not sacrificed for professional success.
Within the role of leadership, burnout remains a pervasive challenge. Acknowledging the symptoms, understanding the root causes, and implementing proactive strategies are crucial steps towards creating a healthier work and home environment. Leaders must prioritise their well-being, recognise the signs of burnout, and take affirmative action to prevent its debilitating effects. By fostering a culture of balance, resilience, and self-care, leaders can navigate the challenges of the modern workplace while ensuring sustained personal and professional success.
One of the key drivers of the changing power dynamics is the continuous ebb and flow of the global economy. As nations grapple with economic uncertainties, businesses are compelled to adapt swiftly to stay competitive. This adaptability often translates into increased negotiating power for employers.
During periods of economic growth, companies may find themselves in fierce competition for skilled talent, leading to a power shift towards employees. Conversely, economic downturns often tip the scales in favour of employers, who may have the upper hand in negotiations due to a surplus of available labour.
The global rise in interest rates has intensified the evolving dynamics between employers and employees, as businesses face higher operational expenses, prompting cost-cutting measures. This economic environment creates a delicate dance in wage negotiations, with employers leveraging factors to moderate expectations. Skilled professionals may demand competitive compensation, particularly in labour-short industries. Australia's unemployment rate near a 50-year low contributes to "healthy" wage growth, but the rising cost of living poses challenges for millions, reflecting the intricate interplay of economic factors and policy interventions.
Cost-cutting measures and organisational restructuring have become commonplace strategies for businesses navigating economic uncertainties, enhancing efficiency, and ensuring competitiveness. However, this shift towards employer empowerment is evident, especially in industries embracing automation and AI, leading to job insecurity for employees.
Amid three years of pandemic-induced disruptions and concerns of recession, leaders face the challenge of aligning budgets with slower revenue growth. The anxiety of short-sighted decisions looms, emphasising the need for strategic cost-trimming without compromising long-term aspirations, culture, and key talent. Open dialogue, protecting the future culture, and strategic focus are pivotal for sustaining organisational health during challenging times.
As technology advances rapidly, jobs once considered immune to automation are now at risk, requiring employees to adapt to new skill sets. Employers, benefiting from increased leverage, navigate a talent market valuing digital proficiency.
The rise of generative AI tools underscores AI's explosive growth, with organisations increasingly integrating them into business functions. Despite the potential for significant business disruption, AI high performers are at the forefront, adopting gen AI tools and outpacing others in leveraging their capabilities for product and service development.
The strategic shift from employee to employer power is vital for modern businesses, but its impact on employee well-being must be acknowledged. The fear of job insecurity and the pressure to upskill for technological advancements can lead to increased stress and burnout.
Employers must prioritise fostering a positive workplace culture and supporting professional development to ensure a motivated workforces.
This balance between efficiency and a supportive environment is crucial. In the current era of transformation, successful navigation of power dynamics will define the future of work.
Despite recent macroeconomic volatility and geopolitical factors, signs of stabilisation in energy prices and economic growth tempt expectations of a fresh start in 2024. However, with geopolitical tensions and unresolved supply-demand imbalances, business leaders face the question of whether uncertainties will ever return to pre-pandemic levels.
We have all experienced liminality at some point in our lives, where we exist on the precipice between life before and life after. For some, a significant event evokes this feeling. It could be the loss of a loved one, the birth of a child, changing jobs, retirement, and so on. It can be an unfamiliar space of great uncertainty – a space between spaces – moving from something familiar, through doubt, fragility, vulnerability, into something new. You can plan for liminal times in your life and put safeguards in place. By planning, you anticipate and prepare. You may even feel excited about this life change ahead.
However, this past 12 months has been an unplanned liminal time – we didn't expect it, nor did we want it – we had no choice. COVID-19 was unlike anything we have experienced before – the anxiety, the ambiguity, the lack of trust. This disruption came about through no fault of our own.
Furthermore, the current pandemic is unique in that it is a liminal moment the entire world is experiencing simultaneously. Yes, some individuals have been affected more than others, but the common factor is that everyone is affected somehow. We have all faced the same challenge at the same time. It has been a collective experience. The pandemic has been a jolt to the system. It has shocked all of us, coming out of nowhere to upend our lives.
As a result, we have seen the good, the bad and the ugly of human behaviour. We have seen rapid changes occur in all facets of life, with family, community, at work, at play, everywhere—even ourselves.
Our self-awareness and authenticity have determined our response to all of this. Our self-awareness is connected to and informs our authenticity.
Our authentic selves have had to navigate this strange and unprecedented experience, often fumbling in the dark for familiar touchpoints to orient ourselves amid the uncertainty. Sometimes we have been left bemused, perplexed and even disillusioned. Authenticity can be a hard road to travel. Even when all is stable and well, living an authentic life can be challenging. Amidst a pandemic, contending with all that brings, our authentic selves have been severely tested.
As leaders, we have all have had to step up, face fears and sometimes make the most courageous, unpopular decisions to get through, both personally and professionally. It has forced some of us to look in the mirror and question who we are. Is this the authentic me? Am I living my authentic self?
Living through liminal time accentuates and accelerates the external factors that impact our sense of self. In liminal space, we live with heightened self-awareness. We are fragile, sensitive to all that is going on around us. Our core is exposed. It's during these moments that we search again to align self-awareness with authenticity and purpose. Being authentic is about embracing the power to define your life -to write your story.
When you look back on this liminal time, how will you judge yourself? Did you stay true to yourself?
Will you emerge from this liminal time, transformed? Did you let go of the old to give way to the new?
Social connection is an issue that goes to the heart of the modern workplace in a post-pandemic age characterised by hybrid workplace models, fluid employment arrangements and the changed expectations of employers and employees. It is shaping to be one of the long-term challenges for organisations of all shapes and sizes across the spectrum of industries.
The need for social connection has always been fundamental in organisations. Its importance was evident before COVID, but the unique challenges of the pandemic heightened the urgency of the issue. Beyond solo entrepreneurs and a few rare organisations, all businesses must grapple with social connection and how it is constituted and expressed in the workplace.
Social relationships undergird essential organisational elements such as communication, teamwork and values. When social connection breaks down, the adverse flow-on effects seep into all corners of the organisation. Without a culture that supports healthy social connection, organisations soon become dysfunctional. As leaders, we turn a blind eye to social connection deficiencies in our organisations at our peril – and the detriment of our colleagues and the business more broadly.
Recently, I had the pleasure of speaking with an amazing leader, Mario Halouvas, the Founder of EA Essentials and CEO of Priority Management Australia, a corporate training company specialising in helping organisations increase their productivity. Mario and I presented at one of our EA Circle events on social connection and how it is proving to be among the most demanding challenges facing organisations right now. His take on the topic was unique and insightful.
Alongside his corporate credentials, Mario has a rich background in drama, theatre and film. In fact, Mario was a Theatre Sports champion back in his university days! Because of this training, he is astute at spotting hidden narratives among individuals and within organisations. Many of us in business are excellent with numbers or systems and processes, but someone like Mario can bring a perspective to a topic like social connection that is not always obvious to most.
After speaking to Mario, I could see we were aligned on the theme of social connection in a displaced workplace. We both were able to share our pearls of wisdom and connected positively with some of the best and brightest minds in our EA Circle, sparking a robust and productive discussion around this crucial topic. It was wonderful to have Mario address our EA Circle because I firmly believe EAs are essential for building culture, engagement and social connection in organisations.
I see EAs as "the glue" because they are the culturalists, the hosts, and the custodians in organisations. EAs are highly capable administrators but also have a hidden superpower – they have the power and influence to lead and impact an organisation's social connection. They do much of the invisible work that holds an organisation together. They can make a difference!
The objective of both Mario and I co-presenting together was to increase awareness and help EAs and organisation influencers change their mindsets and become more strategic in their thinking.
Our presentation and Circle discussions touched upon the current environment's many issues relating to social connection and beyond. These included:
So how do you build culture, engagement, and social connection in a displaced workforce? We narrowed it down to the Big 5 things EAs and others can do to facilitate and enable better social connection across any organisation:
In the organisation host or culturalist role, the EA can play a critical part in welcoming an employee into the organisation and also work closely with people and culture (HR) to formulate, tweak and tune the induction program. EAs (and others) can get closely involved in formulating and improving workplace induction programs, providing their insights and expertise. To build social connections and a healthy workplace culture, it is integral to ensure that new hires have a sense of belonging right from the outset. To that end, a well formulated induction program and welcome process is essential.
Social connection depends on understanding, expanding, and aligning the sphere of influence. EAs are often influential within organisations as conduits for connections across departments and up and down hierarchies. As organisational hosts, EAs often understand the social dynamics of a workplace. They can identify not only the overt influencers (those with managerial titles, etc.) but also the covert influencers, or "foxes", the people who make tangible differences to the everyday atmosphere of a workplace. The "foxes" play an influential role in shaping an organisation's granular culture. Getting them on board can make all the difference in creating healthy social connections.
Ikigai is a Japanese concept referring to something that gives a person a sense of purpose, a reason for living. Yes, we work to earn money, pay the bills and provide a better life for ourselves and our loved ones. But we want our work to have meaning. A sense of purpose for our work and a shared mission create powerful drivers for workplace culture and social connection. By making the space for people to explore and express their sense of purpose, you can tap into a conversation between employees about what they love and are passionate about both in and out of work. Ikigai is simply about finding the alignment and harmony between our sense of self and the organisation's purpose.
Organisations can successfully engage their workforce by simply seeking their opinions, perspectives, and thoughts on the continuous improvement process (CIP). There are several ways to facilitate C&E groups in the workplace:
Establish face-to-face focus groups to discuss identified areas of concern, listen to feedback, and demonstrate a genuine commitment to improvement.
Lunch-and-learn groups can get together over lunch and have someone present their viewpoint or expertise in an informal and friendly setting, allowing employees to get to know each other and opening avenues of learning and communication within the workplace.
Engage the power of storytelling and have existing employees, guest speakers, and people from the broader community come in and tell their stories. We have so much to learn from each other. We need to make the space to listen and learn. Create situations to engage employees through the power of storytelling.
We don't do it enough! Celebrating the success of individuals and the organisation builds enormous momentum for social connection and healthy workplace culture. Catch people doing great stuff. Get the team together, do a webinar/podcast about successes, and share it with people. But don't only celebrate the obvious achievements. Dig deep and find the silver linings in apparent failures, too. Share the pain and create the gain. We can bond powerfully over challenging situations as well as victories.
A big part of celebrating is creating fun days to encourage people and social connection—BBQs, training sessions, guest speakers, etc., are all great ways to connect and bond. Additional things could be mental health programs, yoga, and exercise groups. It's not about getting people back into the office; it's about creating a workplace employees want to be part of, where they feel valued and they belong.
The Greater Success of your organisation depends upon social connection. Your workplace leaders have an important job to do in that success. To finish, I ask you to think about the following: "By understanding your space, your people, your culture, you can influence and help create the conditions – and the outcomes happen. The magic happens!"
Originating from early 20th-century labour movements in North America and Europe, the United Nation’s history timeline shows the first National Woman’s Day was observed by the United States on 28 February 1909, with a rich history of international activity to follow from several groups to grow and honour women’s rights and the female suffrage movement. IWD was officially recognised by the United Nations in 1977.
As acknowledged by UN Women Australia: International Women’s Day is an occasion to review how far women have come in their struggle for equality, peace and development. It is also an opportunity to unite, network and mobilise for meaningful change.
A day to celebrate the achievements of women and one to spotlight the inequity women face.
For me, IWD represents an opportunity to take a deep look at the imbalance of gender diversity in all facets of society. I note this should be a daily focus, an ongoing activity, but what IWD does, is it brings global attention to how uneven things continue to be, yes, progress is happening, yet, the world’s pendulum still swings favourably to males, especially at work. There is a growing discourse towards the annual morning teas, however, IWD is a tap on the shoulder to remind the decision-makers that they need and must do more.
Decision-makers must make a concerted effort to understand and appreciate that everyone is different. Each person’s circumstances are unique. We must do all we can to cater to people’s individual circumstances. Be the enablers and allocate resources and opportunities to assist those that need our help to reach an equal outcome.
The significance of this impactful day was reinforced at Hyatt Australia’s IWD 2023 event, where I had the honour of joining the esteemed panel alongside the incredible Carla Raynes and Debbie Lee to explore this year’s theme #EmbraceEquity. It was an inspiring occasion where we explored the important global discussion that ‘Equality is the goal, and equity is the means to get there’.
Listening to Carla and Debbie’s stories and what they have achieved and continue to achieve in their lives, personally and professionally, fighting through a concrete ceiling, not a glass ceiling, proves that pressure does make diamonds. If you believe in yourself and surround yourself with people that believe in you, you find the strength and the power to face adversity, fight the good fight, persevere, and create opportunities to make your dreams become realities.
These two amazing leaders have already made an enormous difference to so many women. They have paved the way and shown them that dreams do come true. They proved that women can achieve anything they put their minds to. That they are unlimited!! No one has the right to define what you can and can’t do – no limits. You can achieve anything in life as long as you put the work and effort in and truly believe.
Helen Keller, author, lecturer and political activist said: “Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired, and success achieved.”
After working in the homelessness field for nearly two decades, in 2021 founder and CEO Carla Raynes established Bridge It. The charity works to address the big gap in youth accommodation by supporting 17 to 21-year-olds exiting out-of-home care. Through the ‘Cocoon’ support model, Bridge It has created a home in St Kilda, The Cocoon. Among the many services and support available, it is a haven to recover, learn life skills, receive education and employment access, wellness activities and peer mentoring groups. A second Cocoon will be launched this year with the future potential to make the model accessible in other countries.
Debbie Lee is the National Women’s and Girls Action Plan Lead for the AFL and in 2021, became the first-ever female inductee to the Australian Football Hall of Fame. Her credentials speak for themselves and apart from her playing excellence, she is one of the most respected and admired people in her industry, championing women’s AFL.
Supported by her father, Debbie’s football journey began early and she recounted of the time when women’s football was a constant battle. They were an afterthought and there was no support. There was no visibility in the sport, and she experienced firsthand the barriers that existed in creating equal sporting opportunities for women and girls.
Debbie’s motivation stemmed from her determination to make a difference for women in football. To break down the barriers and discrimination. She had a dream that AFLW would become televised and a fully-fledged competition, respected and admired by all. I am delighted to say that Debbie has achieved this dream.
From the many key topics discussed, the panel shared their viewpoints on Diversity, Equity and Inclusion (DEI). Most importantly they all highlighted that DEI are essential elements in creating the best workplace for everyone to feel a sense of belonging. No matter how big or small, our ideas and actions each bring the opportunity for change which in turn will create renewed hope and a brighter day for us all. Please consider what you can you do to foster DEI in your daily life and organisation.
On a final note, IWD also allowed me to reflect on the incredible female leaders we have involved in all of our Circles, my own incredible team of women at The CEO Circle and the amazing women in my personal life. Their stories, their struggles, their challenges and their successes, inspire me and so many others to reach greater heights in our personal, professional and organisational lives.
Equity is a means to get to equality. Are we succeeding? Yes, we are, however, we need to reach for Greater Success in our endeavours to bridge the equity gender gap.
