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Executive Search in Action: Delivering Leadership that Transforms Organisations

Sun, 01 Feb 2026 09:43:06 GMT

When organisations are navigating change, growth or complexity, executive appointments become high-stakes decisions.

A strong CV or recognised title doesn’t guarantee impact — what matters is a leader’s ability to deliver outcomes once they’re in role.

Enterprise Group Consulting’s Executive Search practice partners with organisations facing critical leadership moments - where transformation, performance and stakeholder confidence are on the line. Our approach is informed by real business transformation experience, enabling us to assess executives on their capacity to lead change, align strategy to execution and deliver measurable results.

These executive search success stories show how we secure leaders who make an immediate and lasting impact across complex, regulated and purpose-driven environments.

Case Study 1: Driving Digital Transformation in Conservation

Sector: Conservation / Government

Role: Director of Information Technology

Our client, a leading conservation organisation, engaged us exclusively to recruit a senior IT executive pivotal to their digital transformation strategy. The role required exceptional leadership, stakeholder management, and enterprise IT delivery experience.

Our Approach

Conducted a detailed briefing with key stakeholders to understand strategic objectives, required competencies and cultural fit.
Developed a tailored search strategy, combining our executive networks, proprietary database and the client’s internal application responses.
Conducted in-depth candidate assessments, including behavioural interviews and reference checks, to create a shortlist of top-tier talent.
Managed the interview process, panel communications and onboarding support.

Outcome

The appointed candidate aligned closely with the organisation’s strategic vision and culture. Immediate improvements were seen in program governance and stakeholder engagement. The client has since engaged us for further executive assignments, recognising our ability to deliver strategic talent with precision and professionalism.

Case Study 2: Securing Leadership in Financial Services

Sector: Financial Services / National Organisation

Role: Manager, Business Analysis – Securities & Payments

Our client faced an urgent executive vacancy that had been open for over a month without attracting suitable candidates. We were engaged alongside two other providers to deliver a high-calibre shortlist.

Our Approach

Initiated a structured briefing session with stakeholders to define leadership expectations and strategic objectives.
Conducted a targeted executive search, combining headhunting, market mapping and discreet engagement with senior professionals.
Presented a detailed shortlist with candidate briefs, including strategic assessments and recommendations.
Managed all stages of the interview process, from scheduling to panel feedback and contract negotiations.

Outcome

The successful candidate quickly drove early wins in operational performance and stakeholder alignment. The client expressed strong satisfaction with both the process and outcome. They have since engaged us for subsequent senior appointments, reinforcing the trust in our executive search expertise.

Partner with EGC for Executive Search

Whether you’re seeking board members, C-suite executives or technology leaders, Enterprise Group Consulting can help you find the right leaders to shape your organisation’s future.

Contact us on the form below:

How OKRs Are Transforming Non Tech Industries

Thu, 11 Dec 2025 20:57:53 GMT

For years, OKRs (Objectives & Key Results) were seen as a “tech thing”. A framework used by Silicon Valley to keep fast-moving teams aligned and accountable.

But the landscape has shifted.

Public agencies, healthcare networks, non-profits and education providers are now embracing OKRs as a way to bring clarity, alignment and measurable impact to sectors where complexity and competing priorities can slow progress.

These five reasons explain why OKRs are taking off beyond tech and how they are supporting better focus delivery and accountability across other sectors.

1. Complex environments need simple frameworks

Non-tech industries typically operate in settings defined by:

Multiple stakeholders
Conflicting priorities
Regulatory pressure
Service delivery demands
Limited resources

OKRs offer a way to cut through the noise.
They help organisations distil broad priorities into a small set of clear, measurable outcomes.

Where we’ve seen it:
A large public agency used OKRs to reduce a backlog of service requests by identifying one unifying objective and three measurable weekly targets. Teams shifted from reacting to prioritising, simply because the goals were clear.

2. They create alignment in organisations with many layers

In sectors like healthcare and education, front-line teams often feel disconnected from executive strategy.

OKRs close that gap by cascading objectives from top-level strategy to department, team and even individual goals. The outcome is simple: everyone understands what matters and why.

Where we’ve seen it:
A healthcare organisation aligned its strategic focus on “patient flow improvement” to department-level KRs such as:

reduce discharge delays by X%
standardise handover processes across wards
shorten diagnostic turnaround times

Daily actions finally connected to strategic drivers.

3. They give non-tech teams a way to measure success

Many non-tech organisations struggle with defining “success” in clear, quantifiable ways.

OKRs force teams to articulate outcomes that are trackable and meaningful even in areas where impact is traditionally harder to measure.

Where we’ve seen it:
Non-profit –

Objective: Increase community reach

Key Results:
• Deliver 12 outreach sessions per quarter
• Grow volunteer participation by 20%
• Increase service utilisation by 15%

It brings transparency to environments that often rely on narrative reporting or anecdotal wins.

4. They combat change fatigue through visibility and momentum

Change fatigue is common in government, education and community sectors.
People are tired of initiatives that start strong and fade quickly.

OKRs bring momentum back by focusing on:

Quarterly cycles
Frequent check-ins
Small, measurable wins
Visible progress

It creates a rhythm that makes change feel manageable instead of overwhelming.

5. They modernise governance without adding bureaucracy

Contrary to perception, OKRs aren’t another layer of reporting.
They streamline governance by shifting conversations from “what we did” to “what changed.”

Leaders move from status updates to meaningful, measurable discussions about outcomes, blockers and priorities.

Common barriers & how organisations overcome them

Barrier 1: Fragmented systems

Different teams track work in different ways.
Fix: Start small; one department or one cross-functional initiative. Standardise later.

Barrier 2: Unclear ownership

No one knows who is accountable for what.
Fix: Assign owners for each KR and define decision rights early.

Barrier 3: Change resistance

Teams assume OKRs = extra admin.
Fix: Demonstrate quick wins within one quarter. Adoption grows naturally.

Barrier 4: Overloading objectives

Trying to do 12 things instead of 3.
Fix: Prioritise ruthlessly. Less is more, literally.

OKRs are becoming the universal language of focus

The shift is clear: OKRs are no longer the domain of tech companies.
They’ve become a powerful tool for any organisation navigating complexity, competing priorities and the need for measurable impact.

When implemented well, OKRs make strategy visible, understandable and actionable, which is exactly what non-tech industries have been missing.

Australia’s Uneven Pace of Change in Corporate Leadership

Wed, 15 Oct 2025 23:12:45 GMT

In September 2025, Chief Executive Women (CEW) released its Senior Executive Census 2025 , the ninth iteration of its landmark tracking of women’s representation in Australia’s top publicly listed companies (ASX 300). The latest data reveals a sobering truth: despite nearly a decade of reporting and advocacy, gender equity in executive leadership is still advancing at a glacial pace and in many cases, stalling.

Measurement is essential, but not sufficient. The Census underscores that to move from awareness to impact, companies must embed accountability and stretch commitments into performance. Below is our take on the report’s key themes, standout statistics and what leaders must do next.

9 in 10 CEOs Are Men

Across the ASX 300, 69 % of Executive Leadership Team positions remain held by men , leaving just 31 % held by women .
In critical “CEO pipeline roles” (CEO, Group Executive, COO, CFO), 80 % are held by men .
Only 27 female CEOs now lead ASX 300 companies - meaning 9 in 10 CEOs are men .
Shockingly, 41 % of ASX 300 companies have no women in CEO pipeline roles at all .
Worse, 18 companies operate without a single woman in executive leadership , down only slightly from 2024.
Far too many organisations have regressed: one-quarter of ASX 300 firms saw declines in women’s representation within leadership this year.

What Moves the Needle: Targets & Accountability

The Census sheds light on the difference-makers. The companies that are making headway tend to share structural features:

Target-setting matters. Organisations that have adopted 40:40 (or better) gender balance targets are 2.7× more likely to achieve gender-balanced leadership than those without targets.
Only 44 % of ASX 300 firms currently have 40:40 (or better) targets in place - a modest increase from previous years.
In the ASX 100, adoption is stronger: 59 % have set 40:40 goals.
Companies led by female CEOs outperform in gender balance: they average 46 % women in leadership, compared to 31 % across all companies.

These data points reinforce a simple truth: intentions must be operationalised. Without tangible metrics, targets, and accountability, corporate gender equity often remains symbolic.

Structural Barriers & Pipeline Constraints

Beyond surface metrics, the Census interrogates why progress is so slow and points to deep, structural constraints.

The Pipeline Is Narrow, Not Leaky

Many women reach executive roles in functions such as HR, Legal or Corporate Affairs; roles essential to business but not typically considered the “front door” to the CEO track. Consequently:

66 % of female executives occupy non-pipeline roles , limiting their promotion prospects.
In many companies, non-pipeline roles dominate women’s presence, masking the more critical gap in roles with P&L responsibility - CFO, COO, etc.
In some sectors (Utilities, Real Estate), female representation in pipeline roles is almost non-existent.

Sector & Corporate Size Gaps

The ASX 100 outperform smaller ASX cohort peers in both representation and adoption of targets.
In industries such as Information Technology, Materials, Utilities , female executive and pipeline representation is particularly weak.
Some companies with zero women at the executive level tend to be smaller, lack targets or are in sectors with traditional gender imbalances.

Leadership Biases & Cultural Inertia

The Census reaffirms that awareness alone is insufficient: for nearly ten years, CEW data has been available yet change remains slow.
CEW and commentators argue that lack of accountability , weak performance linkage and narrow definitions of “leadership potential” contribute to the stagnation.
In media and public commentary, CEW has called for tying gender targets to executive pay to prevent equality from being treated as optional.

The Economic Imperative

Beyond social justice, the economic repercussions are significant. The Census and CEW point to compelling evidence:

Companies with diverse executive teams are more likely to outperform.
Australia reportedly could unlock AUD 128 billion in GDP by better utilising female talent.
The slow pace of change suggests many top companies are missing the opportunity cost of not having women in decision-making roles.

As a sector-wide trend becomes entrenched, organisations that lead in gender equity will have a competitive advantage in talent, reputation, innovation and adaptability.

What Leading Organisations Are Doing (or Should Do)

Based on the Census, CEW recommendations and observed patterns, here’s what enterprise leaders should prioritise to shift from slow drift to accelerating change:

Set and Embed Ambitious Gender Targets

Adopt 40:40:20 (or higher) goals by 2030 and tie them to senior KPI and remuneration. CEW finds companies with targets are 2.7× more likely to succeed.

Expand & Diversify the Pipeline

Recognise that leadership potential isn’t confined to CFO/COO roles. Promote talent from HR, Strategy, Ops, Marketing. Rotational exposure to P&L responsibility is critical.

Sponsorship & Advocacy from the Top

Senior leaders (especially men) should actively sponsor women candidates, opening doors, advocating for stretch assignments, providing visibility.

Transparent Reporting & Accountability

Publicly report gender metrics (ELT, pipeline, new appointments). Use dashboards. Hold business units accountable for progress.

Inclusive Culture & Flexible Work Design

Provide policies that enable full participation like flexible hours, caregiving support, inclusive norms. Remove bias in performance reviews, role allocation and mobility.

Intervene in Underperforming Units

If a division or business unit has stagnant or regressive gender outcomes, treat it like a business failure: diagnose root causes, mandate action and escalate outcomes.

From Census to Culture Shift

The 2025 CEW Senior Executive Census is less a celebration of progress and more a call to action. Its narrative is sobering, its numbers stark, but they also clarify where leverage lies.

Awareness campaigns alone are no longer enough.
Corporate leadership must shift from optional support to baked-in accountability.
Organisations that treat gender equity as a strategic imperative — not a checkbox — will not just lead in fairness but in performance.

At Enterprise Group Consulting , we’re committed to translating data into action. We believe the future of corporate Australia depends on ensuring that every voice has access to the table. The Census gives us the map. It’s time we work with urgency to navigate toward that more equitable horizon.

Making Digital Transformations Stick for Lasting Impact

Wed, 20 Aug 2025 01:14:28 GMT

While most organisations invest heavily in new platforms, tools and processes, the true challenge isn’t starting a transformation — it’s scaling it. When transformations scale well, they create measurable impact across the organisation. When they don’t, they stall in silos, face resistance and struggle to deliver on the promised value.

So how do you scale effectively? And where does a consultancy like Enterprise Group Consulting (EGC) fit in?

The Common Scaling Challenges

Even with the best intentions, large-scale transformations often run into roadblocks:

Siloed approaches – Different teams move at different speeds, creating misalignment and duplicated effort.
Change fatigue – Employees feel overwhelmed, disengaged, or uncertain about the “why” behind the changes.
Short-term focus – Too much emphasis on quick wins, without embedding the practices that sustain long-term impact.
Lack of capability – Internal teams may not yet have the skills, frameworks or confidence to manage transformation at scale.

What Makes Scaling Work

Scaling requires more than rolling out technology across departments. There needs to be a greater emphasis on embedding new ways of working into the DNA of the organisation. The most effective digital transformations share some key ingredients:

Clear vision & alignment – Leaders, teams and partners aligned on outcomes, not just outputs.
Stakeholder engagement – Early and ongoing consultation to build trust and reduce disruption.
Data-driven insights – Using analytics to tailor communications, segment audiences and prioritise change initiatives.
Capability building – Coaching, training and mentoring to empower teams to take ownership of the change.
Agility & adaptability – Embedding practices that allow organisations to pivot as needs evolve.

Where Enterprise Group Consulting Helps

At EGC , we focus on enabling organisations to not just deliver transformation, but to scale it sustainably.

Here’s how we make a difference:

Tailored change strategies – No cookie-cutter frameworks. We design approaches and the team that fit your business, industry and stakeholders.
Direct industry engagement – Working closely with executives and external stakeholders to reduce resistance and accelerate adoption.
Data-driven communication – Segmenting audiences to deliver the right messages at the right time, minimising confusion and speeding up decision-making.
Capability uplift – Coaching internal teams on change management and Agile practices so they’re equipped for future transformations.
Sustainable outcomes – Ensuring that change lasts, by embedding practices that build resilience and adaptability long after the project ends.

Scaling Isn’t Just About Technology — It’s About People

Digital transformation succeeds when technology, people and processes move together. By combining strategy, collaboration and capability building, organisations can scale effectively — and sustainably.

That’s where EGC comes in. We don’t just help deliver transformation.

We help ensure it sticks.

Unlocking Enterprise Agility with Fractional IT Leadership

sarahm@eitr.com.au (Sarah McCandless) — Wed, 11 Jun 2025 11:27:34 GMT

Enterprises operate under continuous pressure to drive innovation, scale operations and respond effectively to evolving technologies, market dynamics and regulatory requirements. Successfully managing this complexity demands seasoned, strategic IT leadership—precisely what fractional IT leadership provides.

What Is Fractional IT Leadership?

Fractional IT leadership refers to experienced CIOs, CTOs and senior IT executives who engage with organisations on a part-time, project-based or interim basis. Unlike traditional full-time hires, fractional leaders provide targeted expertise and strategic guidance aligned with your immediate priorities and long-term goals. This flexible model allows businesses to access top-tier leadership without the full-time overhead.

Meeting Market Demands with Agile IT Leadership

Technology innovation and digital disruption continue at breakneck speed. Businesses must rapidly pivot IT strategies, embrace cloud migration, enhance cybersecurity and integrate increasingly complex systems. All while managing budgets and talent shortages. Achieving this demands IT leadership that can respond swiftly and decisively, steering transformation initiatives with clarity and confidence.

Engaging fractional IT leaders brings a range of strategic advantages:

Access to senior expertise: Gain insights from seasoned professionals with diverse industry backgrounds and proven track records.
Cost efficiency: Avoid the expense and commitment of full-time executive roles, paying only for the leadership you need.
Scalability: Scale leadership involvement up or down as your projects and priorities evolve.
Accelerated execution: Drive faster decision-making and execution of critical digital initiatives.
Risk mitigation: Leverage expert guidance on governance, security and compliance to reduce operational risks.

How Enterprise Group Consulting Supports Fractional Leadership

At Enterprise Group Consulting , we provide a curated network of senior IT leaders ready to engage flexibly with your organisation. Whether you need interim leadership to guide a transformation, niche expertise to augment your team, or ongoing part-time CIO support, we tailor our solutions to fit your strategic needs. Our approach ensures seamless collaboration with your internal teams to deliver measurable outcomes.

To successfully engage fractional IT leadership, consider these steps:

Define clear objectives and the scope of leadership involvement.
Establish measurable success criteria to track progress.
Ensure cultural and strategic alignment between fractional leaders and your organisation.
Plan for integration with existing teams to maximise impact.

Ready to explore how fractional IT leadership can transform your IT strategy?

Persist or Pivot: Knowing When to Push Through (and When to Change Course)

sarahm@eitr.com.au (Sarah McCandless) — Tue, 29 Apr 2025 03:36:42 GMT

At Enterprise Group Consulting (EGC), we know a tough truth: not every project, hire or operational strategy deserves infinite perseverance.
Sometimes the smartest move isn't to push harder — it’s to pause, rethink and pivot.

The line between persistence and sunk-cost stubbornness can get blurry. Leaders often find themselves asking: Should we keep going? Or is it time to change direction?

Projects: Progress vs. Stagnation

Every project hits speed bumps.
But when challenges turn into chronic roadblocks — missed deadlines, scope creep without end, endless rounds of "re-scoping" — it might not be about effort anymore. It might be about fit.

Signs it’s time to pivot:

The original business problem no longer exists (or has shifted)
Team engagement has plummeted beyond repair
Costs are ballooning with no path to ROI.

Hiring: The Right Role, The Right Time

Hiring freezes, candidate shortages, ghosting — they're real frustrations.
Sometimes, it’s absolutely right to persist — refine your employer brand, expand your sourcing strategies, flex your salary range.
Other times, it’s smarter to rethink the structure of the role itself.

Questions to ask:

Is this role truly critical right now?
Can responsibilities be redistributed or reimagined?
Would partnering with a specialist (or outsourcing) deliver better outcomes?

Forcing a hire just to fill a seat rarely solves deeper issues. Rethinking your needs often does.

Outsourcing: Support vs. Solution

Outsourcing can turbocharge growth — but it’s not a magic wand.
If outsourcing feels like an endless cycle of onboarding new vendors, misaligned expectations, or poor delivery, it’s worth asking: are we outsourcing the right functions to the right partners?

If you’re stuck:

Revisit your original "why" for outsourcing
Set sharper KPIs and exit clauses
Be brutally honest about whether partnership — or a pivot — is the answer.

Sometimes, outsourcing needs a second try. Sometimes it needs a smarter strategy.

The Bottom Line Underscores Strategic Persistence

At EGC, we don’t believe in quitting at the first hurdle. But we do believe in strategic persistence — knowing when to push through... and when to move through to something better.

Because the bravest businesses aren’t just the ones who hang on.

They’re the ones who know when to change course — faster, smarter, stronger.

Need help deciding whether to persist or pivot?
We help businesses find clarity, craft smarter solutions, and build resilient operations — no matter the challenge.

Get in touch with us, we’re here to help.

What Your Team Really Needs From You as a Leader

kara@monkeymynd.com.au (Kara Porter) — Thu, 03 Apr 2025 04:13:15 GMT

Spoiler: It’s not more strategy documents or inspirational speeches.

If you’re in a leadership role today, chances are you’re navigating more complexity than ever: hybrid teams, economic pressure, shifting priorities, and rising expectations around purpose and wellbeing.

However, while the world of work has evolved, Gallup’s latest report reminds us of something that remains unchanged — what employees need most from their leaders. And it’s not ping pong tables, office perks, or even more flexible hours (though those things certainly help).

At the core, your team needs:

1. Trust

Trust is the foundation of any high-performing team. It’s about consistency, honesty, and integrity — doing what you say you’ll do. When trust is present, people feel safe taking risks, speaking up, and bringing their whole selves to work. When it’s lacking? You’ll see silence, second-guessing, and disengagement.

Leaders build trust through transparency, follow-through, and fairness — especially when the pressure is on.

2. Compassion

This one is often misunderstood as softness. But compassion is strength. It's knowing your people as individuals, understanding their challenges, and supporting their wellbeing. The best leaders balance performance expectations with human understanding — and it’s no longer optional.

Gallup’s research shows a clear link between compassionate leadership and higher engagement, lower burnout, and stronger retention.

3. Stability

Uncertainty is a productivity killer. Even when things are changing (and they always are), leaders who provide a sense of stability — through clear communication, measured decision-making, and calm leadership — help their teams focus and perform.

Stability isn’t about having all the answers. It’s about anchoring your team in what is known, what’s not, and what comes next.

4. Hope

People want to know there’s something worth striving for. They want to believe in the future of the company — and their place in it. Hope gives people direction, motivation, and meaning.

Leaders cultivate hope by communicating vision, celebrating wins (no matter how small), and reinforcing progress even through setbacks.

What Happens When These Needs Are Met?

Teams don’t just feel better — they perform better. Gallup’s data shows that when employees strongly agree that their leaders meet these four needs, key metrics skyrocket: productivity, loyalty, innovation, and retention all improve.

The kicker? Most organisations are under-delivering. Leaders may think they’re ticking these boxes, but employee sentiment says otherwise.

How to Lead With These 4 Pillars in Mind

You don’t need a full cultural overhaul to start making an impact. Try this:

Audit your leadership behaviours. Are you consistent, fair, present, and future-focussed?
Check in with your team. Not just about work, but about how they’re doing.
Communicate often — and honestly . Even if the news isn’t perfect, clarity builds stability and trust.
Celebrate progress. It builds momentum and creates belief in what’s ahead.

Final Thought

Being a great leader today doesn’t mean having all the answers. It means showing up with clarity, care, consistency, and vision. And the good news? These are skills anyone can build.

If you lead people — even just one — a flick through the full Gallup report might be valuable.

�� Trust, stability, compassion, hope — easier to say than to hire for.
That’s where we come in. EGC connects businesses with leaders who not only get results but bring out the best in people.

Let’s build your next great team: Get in touch .

The Leadership Blind Spot - Why Managers Struggle to Give (and Receive) Feedback

sarahm@eitr.com.au (Sarah McCandless) — Fri, 07 Mar 2025 01:17:05 GMT

Feedback is a leadership buzzword - every company talks about it, every manager knows it’s important, and every employee expects it. Yet, in reality, feedback is often vague, sugar-coated, or completely avoided.

Leaders are told to give feedback regularly, but many struggle to do it effectively. And when the tables are turned, receiving feedback can be just as uncomfortable. But why? What makes something so essential to growth so difficult to master?

Let’s break down why feedback is a blind spot for so many leaders - and how to build a culture where it’s not just tolerated, but valued.

Why Leaders Struggle to Give Feedback

Most managers don’t avoid feedback because they don’t care - it’s because it’s uncomfortable. The reality is, giving honest feedback requires a mix of emotional intelligence, clarity, and courage.

Here’s why many leaders hesitate:

Fear of conflict: Many managers worry that giving tough feedback will damage relationships or cause tension.
Unclear expectations: If leadership hasn’t defined what “good” looks like, it’s hard to correct performance effectively.
Lack of training: Just because someone is in a leadership role doesn’t mean they’ve been taught how to give feedback well.
Time pressures: Quick check-ins replace structured conversations, meaning meaningful feedback often gets pushed aside.

But avoiding feedback doesn’t make problems disappear - it just delays the inevitable. Employees either stay in the dark about what’s expected, or they’re blindsided when issues become too big to ignore.

The Other Side: Why Leaders Struggle to Receive Feedback

Leadership comes with scrutiny, but let’s be honest - getting feedback as a leader can be just as challenging as giving it.

Why? Because:

❌ It feels personal. When feedback is directed at our leadership style, it can feel like an attack rather than an opportunity to improve.
❌ People hesitate to be honest. Employees often sugarcoat feedback to avoid upsetting leadership, which makes it difficult to get genuine insights.
❌ Leaders feel pressure to have all the answers. Accepting feedback means admitting there’s room for improvement, which some leaders see as a weakness (even though it’s not).

The best leaders aren’t the ones who pretend they have everything figured out - they’re the ones open to learning, adapting, and improving based on real input from their teams.

How to Build a Culture of Real Feedback

If leaders want genuine, actionable feedback to become part of the workplace culture, they need to lead by example. Here’s how:

1. Make Feedback a Habit, Not a One-Off

Annual reviews and formal meetings shouldn’t be the only time feedback is given. Regular, informal check-ins help normalise feedback and make it feel less intimidating.

�� Tip: Try the "2-minute feedback rule" - if you notice something worth addressing, give feedback in the moment rather than waiting for a formal review.

2. Be Direct, But Supportive

Effective feedback is clear, specific, and focused on growth. Instead of saying, “You need to be better at communication,” say, “In meetings, I’ve noticed your points get lost because they’re quite detailed - let’s work on making them more concise for impact.”

�� Tip: Focus on observations, not assumptions. Stick to what you’ve seen and heard rather than making it personal.

3. Model Receiving Feedback Well

If leaders shut down or get defensive when receiving feedback, employees will learn to keep their opinions to themselves.

�� Tip: Try "Ask-Don't-Wait" feedback. Instead of waiting for people to offer insights, ask:
�� “What’s one thing I could do differently to make our meetings more productive?”
�� “What’s one thing I’m not seeing that I should be aware of?”

The more leaders show they value feedback, the more employees will feel comfortable offering it.

4. Make it Two-Way

If feedback only flows downward from leadership, employees will see it as criticism rather than a tool for improvement. Encourage a feedback culture where employees feel safe to share their thoughts openly.

�� Tip: Introduce reverse feedback sessions - a dedicated space where employees give feedback to managers on leadership, communication, and workplace culture.

Feedback is a Leadership Superpower

The best leaders don’t just give feedback - they seek it, welcome it, and act on it. They make feedback part of everyday conversations rather than a formal, uncomfortable process.

By shifting feedback from a fear-based to a growth-based approach, businesses unlock a more engaged, high-performing workforce where people actually know where they stand - and how to get better.

So, the real question is: What’s stopping you from making feedback a strength in your leadership?

A Leader’s Guide to Transformational Conversations

sarahm@eitr.com.au (Sarah McCandless) — Mon, 10 Feb 2025 01:46:47 GMT

Leadership is often associated with bold decisions, clear direction, and strong communication. Yet, one of the most powerful tools a leader possesses is not speaking, but listening. Active listening - the ability to fully understand, engage with, and respond thoughtfully - has the potential to transform workplace relationships, enhance team performance, and cause meaningful change.

Let’s explore how leaders can leverage the power of listening to create transformational conversations and build stronger connections with their team and wider business operations.

Why Listening Matters in Leadership

Active listening is more than just hearing words (and retaining them), it’s about understanding the emotions, perspectives, and intentions behind them. According to a Harvard Business Review study, leaders who actively listen are 40% more likely to build trust with their teams , which directly impacts engagement and productivity.

Nowadays, with work from home figures forever rising and organisations moving at lightning speed, employees often feel overlooked or misunderstood. When leaders listen, they demonstrate respect, value team input, and build the foundation for a collaborative culture.

The Key Elements of Active Listening

Presence
Being fully present is the first step to effective listening. This means putting away distractions, maintaining eye contact (virtually or in person), and focusing entirely on the speaker.
Empathy
Understanding the emotions behind the message is crucial. A simple phrase like, “That sounds challenging,” shows you’re tuned into more than just the facts.
Clarification
Asking thoughtful questions, such as, “Can you elaborate on that?” or, “What support do you need?” helps ensure mutual understanding and signals genuine interest.
Reflection
Summarising or paraphrasing what you’ve heard - “So what I’m hearing is…” - confirms that you’ve understood the speaker’s message and creates space for correction or expansion.

Benefits of Active Listening

1. Building Trust and Psychological Safety

When employees feel heard, they’re more likely to share ideas, voice concerns, and take calculated risks. This creates an environment of psychological safety, where innovation and collaboration are key focuses.

2. Better Decision-Making

Great decisions aren’t made in a vacuum. Active listening ensures leaders gather different perspectives, identify blind spots, and make informed, well-rounded decisions.

3. Strengthening Team Morale

Employees who feel valued are more motivated. Listening demonstrates that every voice matters, leading to higher job satisfaction and lower turnover rates.

4. Resolving Conflicts Effectively

Misunderstandings are a common source of workplace tension. Listening allows leaders to identify root causes, address concerns constructively, and guide teams toward resolution.

Practical Tips to Cultivate Active Listening as a Leader

Schedule Time for Conversations
Whether it’s one-on-ones or team check-ins, prioritise uninterrupted time to engage with your employees.
Ask Open-Ended Questions
Encourage meaningful dialogue with questions like, “What challenges are you facing?” or, “What’s something we could do better?”
Listen to Understand, Not Respond
Resist the urge to jump in with solutions. Sometimes, people just need to be heard.
Acknowledge and Act
Show you’ve listened by taking action. If an employee suggests a change, follow up and implement where feasible.

Atlassian’s Listening-First Culture

Australian software giant Atlassian prioritises active listening in its leadership training. Leaders are encouraged to spend 30% of team meetings simply listening to employee input and ideas. This approach has been credited with encouraging innovation and enhancing employee engagement, demonstrating the power of listening as a leadership strategy.

The Leadership Superpower We Overlook

When speaking often takes precedence, the ability to listen quietly yet powerfully is what sets exceptional leaders apart. Active listening builds trust, improves collaboration, and ensures that every voice is valued.

By committing to listen with intent and empathy, leaders can turn everyday conversations into opportunities for growth and transformation.

Are you ready to unlock the quiet power of listening in your leadership? Start the conversation with EGC today.

How to Welcome New Employees in 2025 - Onboarding Tips

sarahm@eitr.com.au (Sarah McCandless) — Thu, 02 Jan 2025 17:10:17 GMT

Onboarding has always been a critical part of employee engagement and retention. But as hybrid and remote work environments become the norm, traditional onboarding practices are falling short. In 2025, the most successful organisations will be those that reimagine their onboarding processes to reflect the realities of a flexible workplace while encouraging connection, culture, and productivity.

Here’s how your organisation can reset its onboarding strategies for the year ahead.

1. Prioritise Connection from Day One

In a remote or hybrid setup, new hires often miss out on the casual interactions that help build relationships in a traditional office. Without those initial touchpoints, employees can feel disconnected, which impacts morale and productivity.

Implement structured introductions and virtual meet-and-greets across teams. Creating a buddy system where new hires are paired with experienced team members can also accelerate relationship-building. Your goal is to recreate the organic connections of an office environment, even if it’s digital.

2. Embed Organisational Culture in Every Step

Culture often gets diluted in hybrid workplaces, but it remains a cornerstone of engagement and retention. Onboarding should immerse employees in the company’s mission, values, and expectations from the outset.

Try to incorporate storytelling into your onboarding process. Share real-life examples of how the company’s culture shapes decisions and outcomes. Virtual or in-person sessions with leadership can also reinforce these values while making new hires feel seen and valued.

3. Rethink Technology and Tools

A seamless onboarding experience starts with the right technology. Outdated systems or complex processes can frustrate new employees before they even start. We always begin by conducting a tech audit to ensure your onboarding tools are intuitive and up-to-date. Consider platforms that integrate HR, training, and communication tools to streamline the process. Offering pre-boarding access to these systems ensures that new hires are set up before day one.

4. Create Personalised Pathways

One-size-fits-all onboarding no longer works. Different roles, locations, and work environments require tailored approaches to ensure every employee receives the resources they need to succeed.

Design onboarding pathways that cater to individual roles and work setups. For example, remote employees may need additional training on collaboration tools, while hybrid employees might benefit from structured in-office days for team bonding. Flexibility is key to making onboarding effective and inclusive.

5. Focus on Continuous Onboarding

The onboarding experience shouldn’t end after the first week. Employees need ongoing support as they settle into their roles and navigate their responsibilities. By extending onboarding into the first 90 days with regular check-ins, follow-up training, and opportunities for feedback, employees feel supported and stay engaged, reducing the risk of early turnover.

6. Measure and Improve Your Onboarding Program

How do you know if your onboarding reset is working? It’s all in the data. Tracking key metrics can provide insights into what’s working and where adjustments are needed.

Make sure you’re monitoring metrics such as time-to-productivity, employee satisfaction scores, and retention rates among new hires. Use this data to continually refine your onboarding strategy and align it with your organisation’s broader goals.

The New Onboarding Playbook

The onboarding process is no longer just about paperwork and introductions - it’s about creating a meaningful experience that connects new employees to your organisation, its values, and its people. By resetting your onboarding strategy for 2025, you’re not just welcoming new hires; you’re laying the foundation for long-term success and engagement.

The Power of Year-End Reflection - How to Turn Insights into Action

sarahm@eitr.com.au (Sarah McCandless) — Wed, 04 Dec 2024 17:03:13 GMT

As the year draws to a close, it’s natural to focus on planning for the next one. But before you dive in head first to setting goals and strategies for 2025, there’s great value in pausing to reflect on the past year. Year-end reflection isn’t just about looking back - it’s about finding key insights that can be a catalyst for meaningful action moving forward.

For leaders, this process is an opportunity to celebrate successes, learn from challenges, and align the team with a sense of purpose. Here’s how to use reflection as a springboard for action and growth in the year ahead.

1. Celebrate Wins, Big and Small

It’s easy to focus on what didn’t go as planned, but reflection should start with celebrating achievements - both big and small. Acknowledge the hard work, resilience, and creativity that contributed to success over the past year. This not only boosts morale but also sets a positive tone for future initiatives.

Practical Tip: Host a year-end team meeting to highlight key achievements and give shout-outs to individual contributions. Recognising these moments reinforces what your organisation values and motivates the team for the year ahead.

2. Identify Key Learnings from Challenges

Every year brings its share of hurdles, and these moments often hold the greatest lessons. Reflect on challenges you faced as an organisation - what worked, what didn’t, and why? Being open about setbacks isn’t a sign of failure, it’s a step toward growth.

Practical Tip: Use a structured framework like a SWOT analysis to evaluate the year. Encourage teams to participate, as their perspectives may uncover overlooked insights.

3. Assess Alignment with Long-Term Goals

Reflection isn’t just about evaluating the past - it’s about understanding how your actions align with long-term goals. Were your strategies consistent with your mission and vision? Are there areas where your efforts drifted off course?

Practical Tip: Revisit your organisation’s mission and strategic objectives. Use these as a lens to evaluate your activities and identify areas that need recalibration moving forward.

4. Leverage Data to Inform Decisions

The year-end is the perfect time to look at performance metrics. From financial results to employee engagement surveys, data provides objective insights that help you make informed decisions. Look for trends and patterns that reveal where your organisation is thriving and where improvement is needed.

Practical Tip: Create a dashboard that combines key metrics across different areas of the business. Share this with leadership teams to ensure everyone is working from the same set of insights.

5. Turn Reflection into Action

The ultimate goal of reflection is to drive action. Use the insights gained to set clear, actionable priorities for the year ahead. Translate lessons learned into concrete goals, and create an accountability structure to ensure follow-through.

Practical Tip: Break down your goals into quarterly milestones. Assign ownership to specific team members and schedule regular check-ins to track progress.

6. Build a Culture of Continuous Improvement

Reflection shouldn’t be a once-a-year exercise. Organisations that excel are those that integrate reflection into their regular practices. Build a culture where feedback, learning, and adaptation are part of everyday operations.

Practical Tip: Incorporate reflection moments into team meetings, project reviews, and quarterly planning sessions. Consistency helps turn insights into ongoing progress.

Reflection as a Strategic Advantage

Year-end reflection isn’t just about looking back - it’s about using the past to fuel a stronger future. By celebrating achievements, learning from challenges, and aligning with long-term goals, leaders can position their organisations for success in 2025 and beyond.

At EGC, we specialise in helping leaders turn insights into action. Whether it’s through strategic planning, team development, or leadership coaching, we’re here to support your growth journey. Ready to reflect and reset? Let’s start the conversation.

Turning Sustainability from Compliance to Competitive Advantage

sarahm@eitr.com.au (Sarah McCandless) — Thu, 14 Nov 2024 13:36:57 GMT

For many years, companies have treated sustainability as a matter of compliance, ticking boxes to meet environmental regulations and corporate social responsibility targets. But in 2024, we’re seeing a major shift: sustainability has evolved from a regulatory obligation into a key competitive advantage. In Australia, where climate-related policies are increasingly stringent and consumers are more eco-conscious than ever, businesses that embrace sustainability as part of their core strategy are reaping significant benefits.

So, how can companies move beyond compliance and leverage sustainability to gain a competitive edge?

The Growing Importance of Sustainability in Australia

Australia is no stranger to the effects of climate change. From devastating bushfires to extreme droughts, the nation has been directly impacted, pushing sustainability to the forefront of both policy and public concern. In recent years, the Australian government has introduced a range of initiatives aimed at reducing carbon emissions and promoting greener business practices, such as the Climate Solutions Fund and the National Energy Guarantee . In fact, Australian businesses are expected to meet net-zero emissions targets by 2050 .

But beyond government mandates, consumers are becoming more discerning. A 2022 study by NielsenIQ found that 85% of Australians are more likely to buy from brands that are environmentally and socially responsible. For companies looking to grow, ignoring this shift in consumer values could be detrimental.

From Compliance to Competitive Advantage

While complying with sustainability standards is important, forward-thinking companies understand that doing the bare minimum is no longer enough. The shift from seeing sustainability as just a compliance issue to treating it as a competitive advantage can set businesses apart in several ways.

1. Attracting High Value Employees and Investors

Sustainability is a major drawcard for attracting great employees, especially younger generations. A report by Deloitte showed that Gen Z and Millennials are more likely to work for companies that prioritise sustainability and corporate responsibility. In Australia’s competitive job market, this can be a deciding factor for potential employees.

Additionally, investors are increasingly looking for businesses that demonstrate a long-term commitment to sustainability. Firms that incorporate Environmental, Social, and Governance (ESG) criteria are more likely to attract investment. According to the Responsible Investment Association Australasia , over 60% of Australia’s total assets under management are in responsible investments. Investors view companies with strong sustainability credentials as lower-risk, more resilient, and better equipped for future growth.

2. Gaining Consumer Trust

Building trust with consumers is paramount, and sustainability is a crucial factor in this relationship. As Australian consumers become more eco-conscious, they are scrutinising the products they purchase, looking for transparency and authenticity. Greenwashing - where companies falsely claim to be environmentally friendly - is increasingly being called out, so real, demonstrable actions are essential.

One standout Australian example is Who Gives A Crap , a toilet paper company that uses 100% recycled materials and donates 50% of its profits to building toilets in developing countries. Their sustainability-driven business model has led to incredible brand loyalty and growth. By aligning their values with consumer demand, they’ve turned sustainability into a core part of their identity and success.

3. Innovating for the Future

Sustainability drives innovation. From reducing waste to creating eco-friendly products, businesses that prioritise sustainable practices often find new opportunities to innovate. Sydney-based Bega Cheese , for example, is reducing its environmental footprint by improving packaging efficiency and reducing water usage. This not only saves resources but also appeals to eco-conscious consumers.

By embedding sustainability into their research and development strategies, companies can meet future market demands while maintaining an edge over competitors who are slower to adapt.

Practical Steps to Turn Sustainability into a Competitive Advantage

So, how can Australian businesses take sustainability from compliance to competitive advantage? Here are a few steps to get started:

Assess Your Impact : Start by evaluating your company’s environmental and social impact. Conduct audits of your energy usage, supply chain, waste production, and packaging.
Set Bold Goals : Don’t settle for just meeting regulations. Set ambitious sustainability goals, such as carbon neutrality or zero waste, that can position you as a leader in your industry.
Engage Stakeholders : Include your employees, customers, and investors in your sustainability journey. Transparency and collaboration can enhance your reputation and build stronger relationships.
Invest in Innovation : Look for ways sustainability can drive innovation in your products, services, or operations. Consider sustainable materials, processes, or even entirely new business models.
Tell Your Story : Don’t be afraid to market your sustainability efforts. Consumers want to support businesses that align with their values, so be open about your progress, challenges, and achievements.

Sustainability as a Business Imperative

In 2024 and beyond, sustainability isn’t just a requirement - it’s a vital aspect of long-term business success. Australian companies that embrace sustainable practices are not only helping the planet but also positioning themselves as leaders in a competitive market. From attracting talent and investors to building consumer trust and driving innovation, the benefits of sustainability go far beyond compliance.

At EGC , we believe that sustainability should be a key part of your business strategy. By going beyond the basics, your company can turn sustainability into a powerful tool for growth.

Leading in a Remote World: Building Trust Without Face-to-Face Interaction

sarahm@eitr.com.au (Sarah McCandless) — Tue, 08 Oct 2024 13:28:41 GMT

Amid growing headlines that ‘WFH is over,’ we’ve seen a surge of companies - particularly in tech and government sectors like NSW State Gov - mandating a return to the office. While it’s true that some big names are pushing for full-time office returns, hybrid and remote models remain a key strategy for many organisations adapting to the changing work landscape.

And as those businesses continue to embrace remote and hybrid work models, a key challenge remains - how do you build and maintain trust when your team isn’t physically together? Without the natural interactions that happen in an office setting, leaders need to rethink how they build trust and engagement in a digital environment.

The good news? Building trust remotely is absolutely achievable, but it requires a different playbook - one that focuses on transparency, communication, and autonomy.

Why Trust is Crucial in Remote Teams

Trust is the foundation of any successful team, but it’s even more critical when working remotely. According to the 2023 Edelman Trust Barometer , ‘my employer’ ranks higher in trust than other major institutions, including media and government. Employees look to their leaders for stability and confidence, especially in times of uncertainty, like those we’ve seen over the past few years.

Research also highlights that trust drives productivity. Studies show that companies with high-trust environments are 50% more productive and report higher employee retention and engagement rates ( HCAMag ) ( Edelman ). The challenge with remote work, though, is that you don’t have the luxury of daily face-to-face interactions, so trust-building needs to be intentional.

Actionable Strategies to Build Trust Remotely

Regular Check-ins and Transparent Communication

One of the biggest ways to build trust is through consistent and open communication. Regular check-ins, whether via video calls, team meetings, or one-on-ones, provide an opportunity for leaders to stay connected with their team members. A 2023 study emphasised that transparent communication in hybrid and remote environments significantly improves engagement and team alignment. Sharing clear goals, updates, and feedback ensures that employees feel informed and valued.

Encouraging Autonomy

Micromanaging doesn’t work in remote settings - it erodes trust and creates a sense of frustration. Instead, leaders should focus on empowering their teams by giving them the autonomy to manage their tasks. This approach not only builds trust but also promotes a culture of ownership and accountability. According to Upwork's 2023 Remote Work Report , remote workers who feel trusted are more likely to stay engaged and productive.

Use Technology to Enhance Connection

While face-to-face interaction is limited, tools like Slack , Microsoft Teams , and Zoom can help bridge the gap. Using these platforms for collaboration and casual conversation helps maintain the personal connection that’s often lost in remote work. By incorporating both work-related and social check-ins, you create a more connected and engaged team.

Promote Transparency

Trust thrives when leaders are transparent about business goals, decisions, and challenges. By sharing both successes and setbacks, you create a culture where employees feel part of the bigger picture. Transparency helps teams understand their role in the company’s journey and increases their commitment to shared goals.

Atlassian’s Remote Leadership Success

Australian tech giant Atlassian has long embraced remote and hybrid work models. Known for its focus on building a culture of trust and autonomy, Atlassian encourages teams to take ownership of their work, with leadership providing guidance but not micromanaging. Their success is driven by a philosophy of openness and empowerment, showing that building trust remotely is about giving people the tools and freedom they need to succeed.

The New Leadership Playbook

The shift to remote work isn’t just about adapting to new technologies; it’s about adapting how we lead. In a remote world, trust is built through intentional actions - by communicating clearly, offering autonomy, and being transparent. Leaders who prioritise trust will see their teams not just survive but thrive in this new work environment.

Ready to start building more trust in your remote teams? Let’s start the conversation.

How Women-Owned Businesses are Transforming the Australian Economy

sarahm@eitr.com.au (Sarah McCandless) — Mon, 02 Sep 2024 21:38:13 GMT

Australia’s business landscape is undergoing a significant transformation, and women-owned businesses are at the forefront of this change. These enterprises are not only driving economic growth but also reshaping the way business is done in the country. As more women step into leadership roles and establish their own companies, they bring fresh perspectives, innovative solutions, and a commitment to diversity that is proving to be a game-changer for the Australian economy.

The Growing Influence of Women-Owned Businesses

Women-owned businesses in Australia are a powerful force, contributing significantly to the nation’s economic output. Women now make up 34.8% of all business operators in Australia , a number that continues to rise as more women venture into entrepreneurship. This growth is particularly notable in sectors such as technology, professional services, and retail, where women-led enterprises are thriving.

For example, Melanie Perkins , the co-founder and CEO of Canva , has transformed a simple design tool into a global powerhouse valued at over $40 billion . Perkins’ success is a clear demonstration of how women entrepreneurs are driving innovation and creating new market opportunities in traditionally male-dominated industries.

These businesses are not only creating jobs and generating revenue but also setting new standards for corporate culture. Recent findings by the Workplace Gender Equality Agency ( WGEA ) show that companies with female CEOs have increased their market value by 5%, a significant boost that highlights the financial benefits of gender-diverse leadership. Additionally, women-owned companies are more likely to implement flexible work policies and prioritise employee well-being, values that increasingly resonate with consumers who support companies that align with their personal values.

Challenges Faced by Women Entrepreneurs

Despite their success, women-owned businesses still face significant challenges that can hinder their growth and sustainability. Access to capital remains one of the most critical barriers. In 2023, it was reported that only 0.7% of private-sector funding went to startups founded solely by women. This disparity in funding is partly due to biases in the investment community, which can limit the ability of women-owned businesses to scale and compete on a larger stage.

Another challenge is the underrepresentation of women in certain industries, particularly in sectors like technology and finance. Only 16% of Australian tech startups are founded by women. This underrepresentation makes it difficult for women entrepreneurs to find mentors, networks, and role models who can guide them through the complexities of business ownership. Additionally, balancing the demands of running a business with personal and family responsibilities remains a significant hurdle for many women.

The Path to Greater Support and Success

To fully unlock the potential of women-owned businesses, it is essential to address these challenges head-on. One of the most effective ways to support women entrepreneurs is by increasing their access to funding. This can be achieved through initiatives like the Boosting Female Founders Initiative, which provides grants of up to $480,000 to female entrepreneurs, particularly those in rural and regional areas. Such targeted support can help women overcome financial barriers and scale their businesses more effectively.

Mentorship and networking opportunities are also critical. Programs like SheStarts - a tech-focused accelerator for women - are providing female founders with the resources, mentorship, and peer networks needed to succeed.

Corporate and government procurement policies can be powerful tools for driving change. The Women in Business Program in Victoria, for instance, offers a range of support, including grants, networking opportunities, and mentorship specifically for women entrepreneurs, such as:

Boosting Female Founders Initiative: Provides grants of up to $480,000 to support female entrepreneurs, particularly in rural and regional areas, in launching and scaling their businesses.
Women in Business Program (Victoria): Offers a variety of support, including grants, networking opportunities, and mentorship, specifically tailored for women entrepreneurs in Victoria.
Women’s Leadership and Development Program (WLDP): Funds projects that advance gender equality by improving outcomes for women, focusing on leadership and business opportunities.
Entrepreneurs’ Programme: While not exclusively for women, this program offers funding and expert advice to help businesses innovate, compete, and grow. Many female-led businesses have successfully leveraged this program.
Advancing Women in Business Initiative (Queensland): Supports female entrepreneurs through funding opportunities, leadership programs, and networking events designed to enhance business skills and access to markets.

The Broader Impact on the Economy

Supporting women-owned businesses isn’t just about fairness - it’s about smart economics. A recent report found that increasing the share of female key management personnel by 10 percentage points or more can lead to a 6.6% increase in the market value of Australian ASX-listed companies ( Forbes Australia ). By encouraging more women to start and grow their businesses, we can drive innovation, enhance competition, and create a more resilient economy.

As more and more women step into leadership roles and build successful enterprises, they are challenging traditional business models and setting new standards for innovation and inclusivity. However, to fully harness the potential of these businesses, it’s crucial that we continue to address the barriers they face and provide the support they need to thrive.

At EGC, we are committed to championing women entrepreneurs and fostering a business environment that values diversity and inclusion. By working together, we can build a more equitable and prosperous future for all.

Building Resilient Leadership in Times of Change

sarahm@eitr.com.au (Sarah McCandless) — Fri, 26 Jul 2024 17:21:09 GMT

Resilience has become a crucial trait for successful leaders. At EGC, we understand that building up your leaders and wider team to be resilient is essential for navigating uncertainty and driving organisational success. This month, we're putting a focus on the importance of resilience in leadership and how you can nurture it within your teams.

Why Resilience Matters in Leadership

Resilient leaders can adapt to change, overcome challenges, and inspire their teams to persevere through difficult times. They maintain a positive outlook, even in the face of adversity, and are able to pivot strategies to meet new demands. This adaptability not only helps organisations survive turbulent times but also positions them to thrive in the long run.

4 Key Traits of Resilient Leaders

1. Adaptability

Resilient leaders are flexible and open to change. They embrace new ideas and are willing to adjust their approach when necessary.

2. Emotional Intelligence

Understanding and managing emotions, both their own and those of their team members, helps resilient leaders maintain a supportive and motivated workforce.

3. Vision

They have a clear vision for the future and can communicate this effectively to their teams, keeping everyone aligned and focused on common goals.

4. Persistence

Resilient leaders are determined and persistent, even when faced with significant obstacles. They keep pushing forward, finding solutions and opportunities in every challenge.

4 Strategies to Build Resilience in Your Leadership

1. Encourage Continuous Learning

Promote a culture of learning and development within your organisation. Provide opportunities for leaders and employees to gain new skills and knowledge, which can help them adapt to changing circumstances.

2. Foster a Supportive Environment

Create a workplace culture that values support and collaboration. Encourage open communication and provide resources for mental and emotional well-being.

3. Lead by Example

Demonstrate resilience through your actions. Show your team how to navigate challenges with a positive attitude and a focus on solutions. When a situation arises, consider sharing your thought and action process with rising leaders so they can start applying their own solutions to future problems.

4. Develop a Strong Network

Build and maintain a network of mentors, peers, and industry contacts. These connections can provide valuable support and insights during tough times. Share your relevant contacts with your rising leaders, allowing them to make connections of their own.

Resilience in Action

At EGC we’ve supported multiple organisations whilst they face significant market disruption. By fostering a culture of resilience, leadership teams across Australia are able to pivot their business model and enter emerging markets. The general ability to adapt and stay focused on your vision can lead to a remarkable turnaround, demonstrating the power of resilient leadership.

If you’re a Senior Leader in any Australia organisation then you know that resilience is not just an asset - it's a necessity. By cultivating resilient leadership, organisations can better navigate change, overcome obstacles, and achieve long-term success.

At EGC, we are committed to helping leaders develop the resilience they need to thrive. Reach out to us to learn more about our leadership development programmes and how we can support you in cultivating resilience within your teams.

10 Ways to Re-engage a Project Team in Your Organisation

sarahm@eitr.com.au (Sarah McCandless) — Mon, 01 Jul 2024 18:40:55 GMT

High-performing project teams are the backbone of any successful organisation. However, even the best teams can feel stagnant or undervalued if their work becomes routine or if they lack opportunities for growth. To maintain their engagement and drive, it’s important to implement strategies that re-energise and motivate them.

The first obvious solution is to facilitate regular team-building activities that can strengthen relationships and improve communication within your project team. Activities such as workshops, retreats, or collaborative problem-solving exercises can help team members bond and work together more effectively. This is great, but often it’s the day to day small wins that make the biggest difference. With that in mind, here are 10 effective methods to re-engage a project team:

#1 Understand Their Aspirations

The first step in re-engaging a project team is to understand their career aspirations. Sit down with team members in one-on-one meetings to discuss their goals, interests, and areas where they want to develop further. This insight will help you tailor opportunities that align with their personal and professional ambitions.

#2 Offer Career Development Plans

Career development plans are essential for showing project teams that their growth is a priority. Create individualised plans that outline clear paths for advancement within the company. Include milestones, training opportunities, and timelines to help team members see their future progression.

#3 Provide Skill Development Opportunities

Give your project team access to courses, workshops, and certifications that enhance their existing skills or help them acquire new ones. Encourage continuous learning to keep them engaged and equipped for future roles.

#4 Implement Mentorship Programs

Pair team members with senior leaders or industry experts who can offer guidance, support, and insights into career advancement. Mentorship can provide valuable perspectives and help them navigate their career paths effectively.

#5 Assign Special Projects

Stagnation often occurs when teams feel their work has become monotonous. Assign your project team to special projects that are outside their regular duties. This could involve leading a new initiative, managing a cross-functional team, or exploring a new market.

#6 Offer Leadership Roles

Provide opportunities for team members to take on leadership roles, even temporarily. Leading a team or project can provide fresh challenges and help them develop crucial management skills.

#7 Set Team Goals and Celebrate Milestones

Establish clear, achievable team goals and celebrate milestones together. Recognising collective achievements fosters a sense of unity and shared purpose, boosting overall team morale.

Recognition and rewards are powerful motivators. Regularly acknowledge the contributions of your project team in meaningful ways. Highlight their achievements in team meetings, company newsletters, or on social media. Public recognition can boost their morale and demonstrate the value they bring to the organisation.

#8 Provide Incentives and Rewards

Offer tangible rewards such as bonuses, promotions, or additional time off. Tailor rewards to what resonates most with the individual, whether it's monetary incentives, experiences, or professional opportunities.

#9 Encourage and Act on Feedback

Creating a culture of continuous feedback ensures that project teams feel heard and valued. Encourage open communication and provide regular, constructive feedback on their work. Schedule frequent check-ins to discuss their progress, address any concerns, and adjust their career development plans as needed.

#10 Promote Work-Life Balance

Project teams often push themselves hard, which can lead to burnout if not managed properly. Promoting a healthy work-life balance is key to maintaining their engagement and productivity. Offer flexible working hours, remote work options, or compressed workweeks to help them manage their time effectively. Implement wellness programs that focus on physical and mental health, such as fitness classes, mindfulness sessions, and wellness challenges.

Investing in your project team not only boosts their morale and productivity but also strengthens the overall success and resilience of your organisation. Keep your project team engaged, and you'll develop a dynamic, motivated workforce that drives your business forward.

Minimum Viable Enterprise Architecture and the Business Digital Twin by Jeremy Sadler

sarahm@eitr.com.au (Sarah McCandless) — Tue, 04 Jun 2024 16:29:22 GMT

To our EGC community, in case you missed it - Jeremy Sadler, a member of our EGC network, has designed an Enterprise Architecture methodology and wrote a book to share his methodology and insights for all those interested in exploring!

Jeremy Sadler's Minimum Viable Enterprise Architecture and the Business Digital Twin is a refreshing take on integrating enterprise architecture (EA) with business strategy. This book introduces innovative concepts like Minimum Viable Enterprise Architecture (MVEA) and the Business Digital Twin (BDT), offering practical, low-cost methods to support long-term business planning and adaptation. It’s an absolute must-read for any business leader, IT professional, or enterprise architect looking to enhance their strategic planning and adaptability in a forever changing market!

It's also a fun read with some amusing anecdotes, and, especially for our readers, the book is on sale now for only $3.99 for the Kindle eBook version, and $33 for the printed book (over 22% off) - until the 1st July 2024.

The Book’s Core Themes

Minimum Viable Enterprise Architecture (MVEA)

Sadler emphasises the creation of a foundational, agile, and adaptable architecture that can evolve based on business needs and market conditions. This approach is essential for businesses striving to stay competitive and responsive to new challenges and opportunities.

Business Digital Twin (BDT)

The BDT, a digital replica of the organisation’s processes, systems, and structures, allows businesses to simulate changes and predict their impacts. This capability is invaluable for informed decision-making and strategic planning.

Integration and Adaptability

A key theme throughout is leveraging existing organisational data to create a comprehensive view of the enterprise quickly. This integration aligns IT initiatives with business strategies and goals, enhancing overall coherence.

Practical Implementation

The book provides step-by-step guidance on implementing MVEA and BDT using accessible tools like Microsoft Office and Visio. Practical advice includes creating functional models, linking applications to business functions, and visualising data for actionable insights.

Agile Transformation

Sadler advocates for continuous improvement and adaptability. Agile architecture supports businesses in navigating uncertainties and responding swiftly to new information.

Overview

Minimum Viable Enterprise Architecture and the Business Digital Twin is an excellent resource for IT professionals, enterprise architects, and business leaders. Sadler’s strength lies in offering practical, actionable advice and clear explanations of complex concepts. Real-world examples and straightforward language make the book accessible, even to those without a deep technical background.

The focus on tools like Excel and Visio paired with the extensive Appendix provides detailed instructions on implementing the BDT on Microsoft SharePoint. Sadler’s approach makes the book an excellent EA self-starter guide, complete with free templates for creating the SharePoint BDT! What more could you ask for?

Uptake

The book is rightfully gaining significant traction globally and is referenced in numerous master’s degree thesis across Europe and the UK. Northeastern University in Boston, Massachusetts, has included it in their syllabus, and discussions are ongoing with TOGAF assessors about accrediting MVEA as a methodology. Over fifty organisations worldwide have implemented some form of MVEA BDT in the past three years.

This excellent resource provides a valuable framework for integrating enterprise architecture with business strategy practically and cost-effectively. Its emphasis on agility, integration, and practical implementation makes it a must-read for those looking to enhance their organisation’s adaptability and strategic planning capabilities.

For more details, check out the book on Amazon or the Intron website ( Intron Pty Limited ). Jeremy Sadler can be contacted at mvea@intron.com.au .

Balancing Innovation and Risk in Business Transformation

sarahm@eitr.com.au (Sarah McCandless) — Tue, 30 Apr 2024 01:40:32 GMT

Business transformation involves a fine balance between pushing boundaries through innovation and mitigating the risks that come with change. Australian organisations, whether emerging startups or established firms, need to continuously adapt to maintain their competitive edge. The challenge lies in doing so without compromising stability and reliability.

The Need for Innovation

Innovation drives business growth, disrupts traditional models, and can significantly enhance competitive advantage. Yet, adopting new technologies and processes can introduce significant risks, including the disruption of existing operations and the costs associated with new systems and training.

Risk Management in Transformation

Effective risk management ensures that innovative projects are sustainable and deliver expected benefits.

Here’s how businesses can manage this:

Strategic Planning

Innovation should start with a comprehensive strategy that supports the company's broader goals. This includes evaluating the potential impacts on various aspects of the business and ensuring that new initiatives enhance customer value and improve operational efficiency.

Stakeholder Engagement

Gaining the support of stakeholders at all levels is crucial for successful change. Early and consistent engagement helps align goals, manage expectations, and reduce resistance to new initiatives. Open communication about the benefits and risks associated with changes is essential.

Pilot and Scale

Adopting a 'pilot and scale' approach allows companies to test new ideas on a small scale before wider implementation. This strategy helps manage risks by providing insights and data from controlled tests, which can inform broader rollout plans.

Continuous Learning and Adaptation

Businesses need to remain agile, adapting their strategies based on ongoing feedback and changes in the market. Promoting continuous learning helps organisations respond quickly to new challenges and opportunities.

Robust Governance and Compliance

Innovating responsibly means ensuring compliance with relevant laws and regulations. This is crucial for avoiding legal or reputational risks and involves setting up strong governance frameworks to monitor and enforce compliance.

Seek Expert Advice from Enterprise Group Consulting

Innovation and risk management are integral to the modern business strategy, especially in sectors undergoing rapid technological change. Australian businesses that effectively manage this balance are well-positioned for success.

Businesses considering complex transformations can benefit from expert guidance. At Enterprise Group Consulting, we specialise in aligning business transformation initiatives with strategic business goals, ensuring that your innovations deliver tangible benefits without undue risk.

A Trilogy of Sabrage Soirées for a Cause

adellet@eitr.com.au (Adelle Tindall) — Tue, 02 Apr 2024 01:18:24 GMT

Over the past few months, Enterprise Group Consulting has been at the forefront of combining opulence with philanthropy, hosting a series of three "Bubbles for Benefits" sabrage events. Each soirée was not just a gathering but a grand occasion to celebrate, contribute, and make a tangible difference in the lives of children supported by the Sydney Children's Hospital Foundation . Here's a look back at these amazing evenings that have left a mark on our hearts and a charity we hold dear.

A Night to Remember

Our trilogy of events started with an unforgettable night that beautifully expressed our community's spirit of giving. The evening was a mix of celebration and charity, with each sabrage act contributing to our overall goal of $5000. The success of these events goes beyond the funds raised, it reflects the incredible power of community and the shared commitment to making a difference.

A Sparkling Start to the Festive Season

We then kicked off the festive season with a Christmas themed sabrage soirée. Our fabulous attendees were greeted with the finest French champagnes, and every successful cork popped translated into generous donations for the foundation.

In the spirit of giving, we also launched our "Bring a Toy to Bring Joy" initiative, collecting a sleigh-full of toys for the brave young patients at Sydney Children's Hospital. Our community ensured that each gift was not only safe and suitable but also well thought out and sent with love.

Empowering Women, Empowering Change

As we moved into the new year, our focus shifted to celebrating International Women's Day, honoring the significant contributions of female leaders across various sectors. This event was a testament to the power of collective action, bringing together influential women to support a noble cause. The evening was filled with stories of inspiration and strength, further amplified by the sabrage performances.

Together, we not only celebrated the achievements of women but also surpassed our fundraising goal, collecting over $5,125 for the Sydney Children's Hospital Foundation. It was a really proud moment for everyone involved.

Looking Forward

As we look back on these memorable events, we're filled with gratitude for every attendee, donor, and supporter who joined us in this journey. The success of "Bubbles for Benefits" has set a new benchmark for what we can achieve together. But our work doesn't stop here. Inspired by the overwhelming support and impact of these events, EGC is already planning future soirées to continue our support for meaningful causes close to our hearts.

We invite you to stay tuned and join us as we continue to blend luxury with philanthropy, creating more moments of impact and extending our partnership with causes that touch our hearts and change lives. Together, we can keep the spirit of giving alive, one sabrage at a time!

Cheers to More Bubbles for Benefits

To everyone who has been a part of this journey, we raise our glasses to you. Thank you for your generosity, your spirit, and your belief in our mission. Here's to many more "Bubbles for Benefits" events!

A Sparkling Success: Bubbles for Benefits 2023

adellet@eitr.com.au (Adelle Tindall) — Thu, 23 Nov 2023 21:37:08 GMT

A Night of Elegance and Purpose

This week, Enterprise sponsored the much-anticipated Sabrage event, "Bubbles for Benefits," and what a night it was! Held at the Radisson Blu in Sydney, this glittering evening was not just about sipping champagne and mastering the art of sabrage; it was about coming together for a cause close to our hearts – supporting the Sydney Children's Hospital Foundation.

Giving Back

In the spirit of giving, attendees generously contributed to our fundraiser for the Sydney Children's Hospital Foundation. The warmth and generosity extended further as each guest brought a toy to donate to the children at the hospital.

We extend our heartfelt thanks to everyone who attended and contributed to making "Bubbles for Benefits" a resounding success. Your support not only made the evening memorable but also will make a significant difference in the lives of many children and their families.

As we close the chapter on "Bubbles for Benefits" 2023, we are filled with gratitude and joy. We look forward to continuing this tradition of celebration and giving, and we can't wait to see what next year's event brings.

How to Hire Talent for Business Transformation

Tue, 02 May 2023 00:00:52 GMT

Business transformation is inevitable for virtually every organisation today. Strategic pivots, entering new product categories and performance improvement are among the many reasons businesses must continuously transform. If they fail to do so, they’ll be unable to remain competitive.

For many employers in Australia, one of the most significant barriers to successful transformation is the talent gap. Without adequate planning, sourcing and hiring talent with the skills and expertise needed to drive change is a challenge.

More than 2,000 Executives in Australia were surveyed on the progress of technology transformation in business. 46% of respondents stated that a lack of talent – including Data Scientists and Engineers – is the biggest obstacle to adopting new digital technologies.

Today we’re exploring the main pitfalls organisations face when trying to hire talent for business transformation projects, as well as sharing how to avoid them!

Look Before You Leap

To hire for successful business transformation projects, make talent planning part of the strategy from the start. Organisations can get tripped up by negating this important step.

The more you can do to identify workforce gaps and how each role should be structured, the better equipped you’ll be to fill critical positions. Understand who you need and when you need them and for how long. This will better enable hiring managers to work to timelines that are parallel to the overall project.

Write Succinct Job Descriptions

One of the best ways to streamline a slow recruitment process is to ensure everyone is on the same page regarding role requirements.

A job description can easily become muddled if multiple authors are contributing to it. To avoid this problem, designate this task to one person. They can then be responsible for synthesising the essential components of the role.

Get as much clarity and consensus as possible about a role’s Key Performance Indicators (KPIs), the experience level required, reporting lines and the essential skills that are non-negotiable, before finalising each job description.

Clearly written job descriptions have direct benefits for hiring. They make briefing recruiters easier, job advertising more efficient and help create realistic expectations for candidates – all of which can help a business save time and resources.

Know What Motivates the Best People

Are you dangling big salaries in front of great candidates but failing to reel them in? It’s possible that the messaging about the role is lacking the wow factor.

Less tangible benefits can be more important than salary for highly skilled roles. If you’re aiming to attract Change Managers with a decade of experience, assume they’ll be more motivated by factors such as work-life balance and your organisation’s values than the salary alone.

In job postings and interviews, ensure hiring managers convey all the benefits of joining the company beyond the paycheck.

To better understand the motivations of the talent you need, conduct employee surveys and exit interviews, and speak to recruiters with first-hand experience.

Don’t Get Stuck on Technical Skills

Technical skills are a requisite for any business transformation hire. If your Project Managers require Agile experience, for example, it’s fair to make that the baseline. However, to recruit truly outstanding candidates, hiring for soft skills is more likely to ensure long-term project success.

The key is to place soft skills on an equal footing with technical abilities. If a certain hire is expected to build their own team at a later stage, their ability to teach others might be even more mission critical than their coding knowledge.

As with any other form of tech recruitment, hiring for business transformation is best supported by assessing candidates on a broad range of behavioural factors. Critical thinking, creativity and collaboration are attributes that can be measured as much as any technical skill.

Make the Most of Your Advisors

When you’re working with an external partner to source talent for a business transformation project, such as a tech recruitment agency, you’ll get the most out of the relationship by keeping them in the loop.

In practice, this means setting clear expectations, communicating regularly and discussing any issues that arise during the hiring process. This is also where those well-written job descriptions come in handy!

When your tech recruitment specialist presents a candidate, give them timely feedback if it’s not a good match. This will help the agency refine its search and deliver someone who is a better fit.

If your organisation hasn’t chosen an agency yet, make sure you opt for one with proven expertise in recruiting for transformation projects!

Business Transformation in Australia

Business transformation projects in Australia can face plenty of uphill struggles, but a strategic approach to recruitment helps organisations build the momentum they need for success. An established tech recruitment agency with a track record of hiring for business transformation can help you meet your goals faster.

Our knowledgeable team at Enterprise Group Consulting has extensive experience in hiring for a wide array of companies across Australia. Need to hire talent for business transformation projects? Contact us today to get started.

International Women's Day Sabrage Event 2022

Thu, 31 Mar 2022 10:02:53 GMT

Did you manage to make it?

We had a wonderful evening on Thursday 10th March at the Radission Hotel in celebration of International Women's Day. As you can see, our Sabrage theme went down a treat as always, take a scroll through some of the action shots from the event.

See you next year!

International Women's Day - Sabrage Event

Wed, 01 Apr 2020 06:31:04 GMT

Thank you to everyone that attended our recent Sabrage event to celebrate International Woman's Day. A selection of the photos from the day are included below.

EGC Sponsors CMI, PMI and IIBA Event

Sun, 30 Jun 2019 11:52:28 GMT

On Thursday 20th June, we had a unique opportunity to sponsor an exclusive workplace collaboration event; bringing together professionals working in change, transformation, project delivery and business analysis. Organised by the CMI, PMI and IIBA, they joined forces for the very first time to deliver a fantastic evening of networking, learning and shared experiences. As the guest speaker on the night, Executive Director of the NSW Department of Planning and Environment, Arvind Tyagi, led attendees through a collaboration event and ‘Going Digital’ Case Study, exploring the key barriers to change/project initiatives.

Did you attend? We’d love to hear what you thought of the evening!

ENTERPRISE GROUP CONSULTING CELEBRATE INTERNATIONAL WOMEN’S DAY

Fri, 29 Mar 2019 12:04:06 GMT

We had a fantastic time last week, celebrating International Women’s Day with a number of EGC clients and candidates, at the Radisson Hotel. With some of France’s finest Champagnes on offer, the attendees also partook in a lesson on the art of Sabrage. Thank you to everybody who attended, we hope to see you all soon.

MANAGING PROJECTS IN MULTIPLE COUNTRIES

Thu, 28 Feb 2019 12:22:47 GMT

We live in a world with an increasingly globalised workforce, and many Project Managers are now leading international projects that span different time zones, continents and cultures. As a result, knowing how to overcome the intricacies associated with managing global teams is becoming a key element of a Project Manager’s skill set. Many of the Project Managers we work with often speak about the challenges of managing international projects and what happens when teams are in different parts of the world. Here are three of the most prominent issues they’ve experienced and how to manage them effectively.

Culture is Everything

National cultures are at the epicentre of every workplace and managing cultural differences astutely can make all the difference in uniting your teams successfully. High-performing Project Managers develop a sensitivity to the local customs and lead with an open mind. This approach will help address the challenges of cultural differences in a pragmatic way.

When managing cross border teams, cultural diversity can manifest in numerous ways, including language, views on leadership, customs, the importance of time, your role in the project, how people collaborate and even the meaning attached to ideas or words. It’s essential for Project Managers to learn about these cultural nuances, as they can offer an insight into how a team member may interact with others.

One way to gain this cultural knowledge is to discuss it with a local expert in the early phases of the project. You will find there is no shortage of people who enjoy talking about their country and its conventions. Similarly, informal team meetings are ideal forums to share backgrounds as well as communication expectations and working styles.

Once the differences and expectations are on the table, the Project Manager can establish “norms” for moving forward. Some issues that could be considered include timelines for emailed replies, communication templates, frequency of meetings, reporting structures and more. Don’t forget about local public holidays and other days of cultural significance, and be sure to plan ahead for these dates. It’s vital to get everyone to contribute to developing these standards, as their buy-in is essential for improving cooperation, motivating the team and enhancing performance.

Dealing with Different Time Zones

Managing cross border teams doesn’t just mean that those involved are spread across multiple locations – they’re often in different time zones too. Although technology has reduced many barriers, conducting real-time meetings continues to pose a challenge. Who is going to be the person/team that gets up in the middle of the night, or early in the morning? With this in mind, it’s important for Project Managers to think about how to accommodate the international constituents. Rotating meeting times regularly will ensure the burden isn’t always on the same individuals.

In addition, technology can help lessen other drawbacks of managing global teams across time zones, such as by adopting software that automatically converts project deadlines to the time zones of your team’s devices, rather than modifying a project plan to suit the various time zones.

Communication Issues

One of the greatest challenges of managing international projects is ensuring a timely, seamless flow of information. Digitisation has greatly improved communication with overseas team members, however, there is still a risk that the lack of face-to-face interaction can often lead to confusion or lost information, particularly where cultural or language differences are a factor. Being successful in this area relies heavily on the soft skills that Project Managers bring to the table – the ability to listen, read between the lines and communicate clearly is paramount.

When managing global teams, many Project Managers incorporate instant messaging or web conferencing as beneficial tools. Likewise, using video as much as possible will help to preserve some of the non-verbal expressions that would otherwise be lost and minimise misunderstandings. With time, you will ascertain the limitations of each option and determine the most suitable choice for your project team. The key is to make everyone feel included – even if they’re on the other side of the world.

Closing Thoughts

Our global village is becoming smaller, and Project Managers have to carve out new skills for managing global teams. By incorporating some of these tips from the Project Managers we have partnered with, you will be in good stead to overcome the challenges of managing international projects. You will be rewarded with a collaborative, high performing project team, no matter which continent they are working from!

What are some of the challenges of managing international projects that you have experienced, and how do you deal with them? We’d love to hear from you .

FOUR WAYS TO BUILD YOUR PROJECT MANAGEMENT CAREER

Wed, 27 Feb 2019 12:40:32 GMT

From a varied journey to job security and the potential for advancement (to name a few), choosing a Project Manager career path has many advantages. The recent rise in the number of roles that need project-related expertise means there is certainly no shortage of prospects for those with the right skill set. However, achieving your ultimate Project Manager career goals requires a little bit of effort, and a whole lot of forward planning.

To help you out, here are four key ways you can enhance your project management career, based on our industry experience.

Establish a Clear Career Path

Career development for Project Managers starts with establishing a clear vision for the future. Despite being great at organising a team’s work, many neglect their own career paths. However, establishing a solid career plan can provide direction and help with decision-making. A good place to start is by determining a clear end goal and understanding where you would like your career to go. From here, break this down into short, mid and long-term Project Manager career goals to offer scope on the key milestones. It’s important to ensure they are relevant, specific and achievable, whilst still be ambitious enough to keep you motivated. If you’re a visual person, writing these goals down can be useful as well.

Lastly, be proactive in communicating these goals to peers, mentors and, in particular, supervisors. Everyone wants something different out of their career, so making your aims known will enable managers to provide the right opportunities to develop your career in the long run.

Build a Professional Network

One of the best ways to enhance your project management career is by creating a solid network of professional contacts. This will help open doors to opportunities that you may not have known existed. As technologies change and modern methodologies surface, you’ll be able to leverage your network to fortify your skills and build knowledge.

Attend conferences, industry events, meetups or even join professional groups online via LinkedIn (organisations like EGC regularly host events too). These networking channels will allow interaction with industry leaders and managers, as well as an avenue to learn about best practices and current trends. However, don’t just focus on other Project Managers – project management is involved in a wide range of industries, so target the ones that pique your interest the most and establish rapport with key people at every level.

Talk the Talk

When planning to enhance your project management career, it’s important to remember that it’s not all about the technical side. Effective communication skills are essential for such a ‘people-focused’ role and the ability to engage at all levels is at the epicentre of any career development for Project Managers. You need to be able to work with a wide range of people, including those from other departments, non-technical personnel and external stakeholders. Honing your ability to communicate with a variety of individuals will ultimately make you more adaptable and allow you to convey complex and technical information to people of all levels.

Enhance Your Resume With Certifications

It comes as no surprise that a good education is the foundations of any PM career. These days, having project management certifications is essential, and it’s considered standard to hold more than one. Make sure these a really highlighted in your resume! They may affect the salary package an employer is willing to offer. Whilst you may have extensive experience already, obtaining certifications helps to build on your existing skills, keep you up to date on the latest methodologies and make you more attractive to future employers.

Some of the most prominent include PRINCE2, The PMI’s Project Management Professional (PMP) and the more technical Information Technology Infrastructure Library (ITIL), as well as agile qualifications. If you haven’t already, include these as a component of your project management career goals.

Summary

Project management has become an essential discipline across a broad spectrum of sectors and the options for those who possess the right skills are endless. Yet, to fully reap the benefits of these opportunities, it may be wise to apply some strategies to cultivate a successful Project Manager career path. Strategies such as goal setting, gaining certifications, strengthening networks and effective communication can go a long way to help you enhance your project management career.

What are you doing to achieve your professional goals? We’d love to hear from you .

DEVELOPING THE NEXT GENERATION OF LEADERS

Fri, 28 Dec 2018 04:02:36 GMT

Successful leaders know that people development is a critical aspect of their role, allowing them to foster a culture of improvement, engagement and growth within teams. In an effort to drive innovation and higher performance, nurturing the abilities that make great leaders means providing a springboard to help people to step up when needed.

With this in mind, here are our tips for how to identify future leaders, as well as some key strategies for developing leaders in the workplace and enabling them to reach their full potential.

How to Spot a Future Leader

Developing skills for a future leadership role starts with specific initiatives that are focused around the people who will benefit from them the most. But how do you identify those in your organisation with the capacity to succeed? There are several key leadership qualities to look out for, including:

A Collaborative Mindset

One of the most important skills for future leaders to have, is the ability to encourage teamwork and buy-in from the rest of the employees. They don’t just take control from afar, but actively drive collaboration by working well within the team. When identifying future leaders, look for people who cooperate effectively to achieve a positive outcome and bring out the best in others.

Strong Communication and Interpersonal Abilities

Leaders need to connect with people across all levels of the organisation, from individuals in a department through to senior managers and stakeholders. It’s essential that they are natural mediators centred on building relationships and interacting diplomatically, especially in challenging situations. Consequently, a flexible communication style that adapts to various circumstances and people is one of the most valuable leadership skills to have. To spot a potential leader, pay attention to how they communicate with team members and external vendors, as well as in meetings. Are they the person people go to for help or advice? How do others respond to their communication style?

Initiative and the Ability to Work Autonomously

Before you begin leadership development, take note of people who are proactive in their approach to work. Those who tackle issues head on often make great leaders. They are confident enough to work autonomously with little supervision and take ownership of tasks assigned to them. Accountability is an important characteristic to keep an eye out for.

Excellent Time Management Skills

Leaders are swarmed with daily responsibilities that keep their schedules overloaded and are often charged with juggling multiple projects simultaneously. Effective managers utilise their time management expertise to maximise opportunities and accomplish their objectives. Employees who can multitask, prioritise work and who manage their time well are worth considering for leadership development. They may also have demonstrated strategies to deal with stress in high-pressured environments.

Ways to Develop Future Leaders

Actively developing skills for future leadership is one of the most important steps for future proofing your organisation. Once you have identified the people who possess the right characteristics, here are some strategies to help nurture and cultivate them:

Widen their Scope and Responsibilities

Good leaders have a thorough appreciation of all areas of a business, not just their own department. Encourage a broader understanding of not only the company but the industry as a whole, as well as how the organisation can fit into future markets. The best way for high potential employees to learn is through gaining hands-on experience by taking on greater authority and challenging assignments. Keep in mind the importance of allowing them to make mistakes, as failures offer valuable lessons that add new skills and help them avoid making the same errors in the future.

Provide Training and Mentorship

Aspiring leaders can benefit significantly from the knowledge, guidance and experience of seasoned veterans. Appoint mentors who can offer relevant advice for future leaders and who are readily available to guide them in the learning process. It’s key that they are not a direct manager of the employee, as the relationship needs to be one of trust and confidence. Retired executives, current business leaders or external professionals are some possible choices.

Keep them Motivated

You’ve ascertained how to identify future leaders and groomed the right person for the role. However, there is no suitable position available. There will be times when the staff you have mentored are ready to move up but are faced with limited opportunities. Leadership positions can be rare, so it’s important to keep them motivated and engaged or you may risk losing them. Where possible, it’s worthwhile considering an internal transfer or secondment position where they can utilise some their new skills. Working on a special project or coaching other team members are also good alternatives until a leadership role becomes available.

Above all, let your future leader know how they are performing and offer praise and critique to guide them along their journey. Feedback is not only motivating but will also diagnose any issues earlier on.

Summary

Developing leaders in the workplace is an essential part of succession planning for any organisation. Companies that don’t engender a culture of leadership growth from within stand the risk of being at a serious disadvantage in the competitive market place. They must actively identify future leaders and galvanise strategies such as those discussed here to nurture and develop that potential. This is what separates truly great businesses from all the rest.

What are some of the ways your organisation develops its future leaders? We’d love to hear from you.

MEETING DEADLINES WITHOUT MICROMANAGING

Thu, 25 Oct 2018 04:08:50 GMT

Meeting deadlines are at the core of a Project Manager’s role and critical to the success of any project. It’s no hidden fact that there will be times when you need to step in and apply some pressure to steer the project in the right direction. However, how do you set teams up for success without the all too familiar signs of micromanagement? From the conversations we have with Project Managers on a daily basis, here is their advice.

Clear Expectations from the Start

When starting a project, deadlines will inevitably be one of the first things crossed off at the initial kick-off meeting.

Clear expectations from day one is key. By using a brief that contains the vision, objectives, milestones and expected outcomes for the project, you’ll be able to make sure that every team member is on the same page as to responsibilities, what needs to be achieved and when. Obviously, everything isn’t always black and white, so this is where having strong relationships with your project team is important. That way, they’ll always be comfortable speaking up or questioning any aspects that are unclear.

Scheduled Check Ins

Consistent communication is one of the main vehicles used by successful Project Managers to beat time limitations. Whether it is daily, weekly or monthly, checking in is imperative to monitoring the pace of delivery.

The best way to do this is set a regular time to touch base with staff members about their work (sometimes it’s just a quick conversation at their desk). By creating a place to check and mark off what has been accomplished and what needs to be done, It also provides an opportunity to feedback.

Checking in regularly has two distinct benefits:

It opens the doors of communication by offering individuals a chance to raise any concerns regarding the project.

It offers a birds-eye view of where the project stands at any given time and what roadblocks are holding back the delivery of certain milestones.

Show the Big Picture

Some of the Project Managers we’ve spoken to have indicated their teams didn’t fully grasp the value of certain deadlines. They are, after all, right in the middle of it. However, being able to see the bigger picture puts everything into context. When starting a project, make sure they know how each piece of the project fits together to achieve the end result or goal. Highlight the importance of each milestone to the overall success and reinforce that every small task matters. If a person has a sense of how their contribution affects the overall project, they’re more likely to prioritise its delivery.

Accessible Information

The world of Project Management boasts an array of software and management systems like Smartsheet and Workfront that are crucial for achieving positive outcomes. To fully take advantage of these systems, teams must be able to access information easily. Whether it’s tasks, deadlines or any other pertinent details, it’s important that everyone can view these things no matter where they are.

Be a Team Player

The impact of micromanagement in meeting deadlines can be counter-productive, resulting in lower motivation as well as lower morale. Conversely, Project Managers who cultivate a team based on transparency and honesty where individuals are comfortable in surfacing any issues before they compound into big problems, often reap the rewards of success.

The best way to build these relationships is to be on the team, instead of just someone that is purely interested in meeting deadlines. By carving your role as one of support, rather than punishment, can go a long way. People will always be motivated to meet deadlines when they feel a responsibility to contribute to success of the whole team, rather than just getting it done to avoid being reprimanded.

With that in mind, communicate daily that you are there to support and help them succeed. Don’t forget to acknowledge good work and provide positive reinforcement. Show your team that what they do truly matters.

Maintain a Healthy Workload

Let’s face it. Sometimes, things get crazy – that’s an unavoidable reality of project-based work. The importance of meeting deadlines can also get lost in the frenzy. Unfortunately, overworked employees will quickly lose interest and enthusiasm, make mistakes and forget things. As obvious as it sounds, make sure the workload is manageable. Planning sessions are a great tool to ensure everyone has the time and resources to get everything done.

Summary

By setting clear expectations at the outset, touching base regularly, supporting your team and offering a clear overall picture, you will be in good stead in accomplishing all the pertinent milestones. Bear in mind that the foundations for this success start with fostering strong relationships with your project teams through honesty and trust. What do you do to make sure your team meet their deadlines? We’d love to hear from you .

CREATING A CULTURAL WIN: AN ENTREPRENEURIAL APPROACH TO PROJECT MANAGEMENT (EVENT)

Thu, 30 Aug 2018 12:15:21 GMT

Enterprise Group Consulting hosted an interactive session to share perspectives on how to make a winning proposition by conveying a different approach. Whether you manage Projects or Programs, a better understanding of the environment and team dynamics can improve the quality and outcomes of delivery and enhance the overall effectiveness of Agile.

Check out some photos from the event below:

MANAGING CHANGE AS A PROJECT MANAGER

Thu, 23 Aug 2018 04:13:25 GMT

Change can be challenging at the best of times, but when it comes to managing it, it’s even more critical that you get it right. We work alongside project managers on a daily basis, professionals who are constantly involved with change management initiatives. In this post, we look at some of their advice on introducing and managing change as a project manager.

Communicating the Vision for Change

From start to finish, communication is critical to managing change in organisations successfully. Begin with the vision and objectives associated with the change, clearly voicing where the business is going, and how you plan on getting there. Don’t be cautious of over-communicating, you want to avoid any mixed signals that could put the project at risk.

Change can be unsettling for many, so it’s important to address any uncertainty or doubt by helping employees to understand how the change will affect them personally. Also, try to use a blend of informal and formal communication channels to ensure all employees receive the news (not everyone will read their emails!). This is a good chance to hold interactive workshops and forums. This is a great medium for employees to explore the changes and provide feedback. As there will likely be team members that know the company back to front, gaining their feedback allows managers to work out any potential kinks.

Overcoming Resistance and Conflict

With uncertainty comes fear (most of us are naturally uncomfortable with it), which is why it should be no surprise that resistance and conflict is so common with change initiatives. By spending some time before the launch of a project to evaluate likely sources of resistance, it will be considerably easier to deal with them as they arise.

The importance of listening cannot be overstated. This is why it is crucial to respond to feedback provided. Even if doesn’t change the plan, by responding you are showing that their concerns are being heard. In order to facilitate effective listening, a safe environment needs to be provided for people to discuss conflicts. This will give you the best chance of managing resistance and conflict-based teething problems as you will be able to engage key stakeholders and find out the facts contributing to the conflict. From here, you’ll be able to make the necessary decisions to get the initiative back on track.

Training and Support

As you put your plan into action, you’ll probably find a lot of employees in need of training to accommodate the changes made. It might be an unfamiliar system, or new processes to deal with. Either way, it’s important that skill gaps are identified as your plans unfold. Once any gaps are identified, ensure that you have the support in place to guarantee that employees are ready. That may mean investing in additional training and upskilling, but it is vital that you set your people up to succeed prior to the change being rolled out.

Embed the Change

While the other steps are important in implementing the change, it will only be successful when it becomes embedded in day-to-day business. In order to achieve this, provide new standards and create clarity around what is expected. Also, showcase and communicate early wins (and do it often). Doing this will help your teams feel as though change is achievable and will aid in bringing any sceptics on board. Lastly, don’t forget to continue training and communicating until it sticks – you don’t want people reverting to bad habits!

Summary

Navigating and implementing the change management steps can be a tough process. It’s not an overnight process but one that takes consistency, persistence and visible leadership across all levels to make it possible. At EGC, we have access to some of the best change professionals on the market. To see how we can help you navigate the change management process, get in touch today.

6 EFFECTS OF THE INTERNET OF THINGS ON PROJECT MANAGEMENT

Tue, 24 Jul 2018 04:19:14 GMT

Author, speaker, and futurist Jacob Morgan wrote in a Forbes article that, “The internet of things (IoT) is becoming an increasingly growing topic of conversation both in the workplace and outside of it. It’s a concept that not only has the potential to impact how we live but also how we work.”

The internet of things has also become one of those tech buzzwords that loses a little more of its real meaning every time a Silicon Valley wannabe carelessly tosses it around.

So what is the internet of things, really, and how does it intersect with project management?

THE INTERNET OF THINGS AND PROJECT MANAGEMENT

The IoT is essentially the global network of devices that can communicate with one another and end users through the internet.

As recently as two decades ago, this network was made up of computers almost exclusively. But in the last decade, the IoT has exploded through the proliferation of everything from smartphones, to microwaves and refrigerators, and even toasters, all sharing data with each other and the world around them.

That’s almost three devices per person, and each of those devices will be measuring data and facilitating communication.

Many major technology firms are developing their own IoT platforms, such as Amazon Web Services, Microsoft Azure, and Google Cloud.

But preparing for the IoT isn’t just a concern for megacorporations. Project managers and small business leaders also need to be ready for a connected workplace.

The IoT intersects with project management on everything from team collaboration to data collection. You can expect real-time status reporting via IoT to usher in a new era of dynamic planning and revolutionized project execution.

Data collection will happen seamlessly and constantly, allowing leaders to make more informed decisions. Inventory and resources will be easily monitored at all times.

Devices can automatically sense and respond to what is happening around them or in their network, reducing the need for human intervention, lowering operating costs, increasing response times, and minimizing errors. Moreover, customers can expect to receive better and faster service.

In terms of project management technology, the IoT will fundamentally alter the speed of project execution. Organizations that capitalize on the IoT will complete projects faster than those that don’t, and organizations that fail to adapt to the IoT revolution will be left hopelessly behind.

At least six things will change, which will require project managers to adapt both technically and systematically.

Source: Capterra, June 25th 2018

FOUR WAYS TO MOTIVATE YOUR PROJECT MANAGEMENT TEAM

Fri, 20 Jul 2018 04:24:48 GMT

Project management is all about striking the balance between the big picture and the finer details. Leading your team is no different and Project Managers often need to find ways to overcome a range of obstacles while working towards the end goal. Change is just one of the obstacles your project management team will face, but it can have a big impact on motivation, bringing in uncertainty and stress to those affected. Here, we share our tips on motivating your team and setting them up for success.

Understand the Individuals in Your Team

It goes without saying that setting project goals is a critical responsibility for a Project Manager. Goalsetting is how the vision of the project is communicated, which means that success is dependent on the Project Manager getting across the vision clearly.

Just as goals for the collective team and the project as a whole are vital to success, it’s important to ensure that all team members have individual goals to work towards. Not only are individual goals great for staff development but they can be an incredible motivational tool (everyone to some extent, is intrinsically motivated).

Much like goals for the team, individual goals need to be unambiguous, measurable and clear. In order to effectively create them, you’ll need to understand the personalities of your team and the things that motivate them as individuals. This is often built up naturally through one-to-ones, reviews, informal discussions and meetings.

Empowering Your Team

Goals are pointless if your people don’t have the means to achieve them. You want to empower the team and this means giving people the autonomy they need to finish their work. Constantly micromanaging people is the easiest way to disengage the team. It comes down to trust, allowing them to make decisions and find the best solutions. It’s why it’s important to remember that these people are experts in their field, so if you have a team of developers, they should make the development decisions. This leaves you to facilitate discussion and support, while ensuring that whatever action is taken keeps the project on course.

Review Progress Regularly

Effective management is a balancing act, like most things. Whilst you don’t want to overmanage your team, undermanaging can put the project at risk too. This is where Regular catch ups and progress reviews come in because they give your team an idea of how the project is tracking, what they need to do and how it links back to the greater project goals. It also helps from a motivational point of view as people walk away with renewed energy and a clearer idea of what they’re doing. As a Project Manager, it also enables you to identify any areas that need support, so you can develop plans to address that.

Celebrate Your Success

While reviewing progress of the project is important, of equal importance is celebrating the good work the team has done. Celebrating successes and recognising the contributions of the team allows people to feel more valued and will only help to increase engagement.

To help keep this in mind, take a look at the important milestones for the project and think about how you would like to celebrate them – especially project completion!

These celebrations could be anything, so get creative. If one of your team members has exceeded expectations, consider sending out a congratulations email to the team or perhaps a voucher to recognise their efforts. Look at taking the entire team out for a meal or other team building events that get everyone together in a positive environment outside of work.

Closing Thoughts

At the end of the day, Project Managers are responsible for keeping the entire team motivated and on track. It’s no easy task, but a few tweaks can help you take your project to the next level. What do you do to keep your team motivated? We’d love to hear your thoughts!