Researchers have identified the role that egoism plays in corrupting the thoughts and actions of moral leaders. The consequences of unethical leadership are severe and highly publicised. Is a call for authentic leadership the solution? What if a leader is authentically immoral?

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How can organisations recruit, select and develop ethically-resilient leaders?

In her book, “Which two heads are better than one? How diverse teams create breakthrough ideas and make smarter decisions”, Deloitte Partner and author Juliet Bourke draws on academic literature and applied research to explore why diversity of thinking adds value. In doing so, she finds some surprising results on gender equality…

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Bourke argues that the overlooked and more indirect value of gender balance provides a compelling reason for organisations to accelerate their inclusion efforts.

As Australian of the Year in 2016, Chair of the Diversity Council of Australia and Deloitte special advisor on leadership to the CEO, David Morrison AO has been recognised time and again for his commitment to gender equality, diversity and inclusion. In his former role as Australian Chief of Army, David hit the spotlight in 2013 when his video went viral ordering troops to ‘get out’ of the Army if they couldn’t accept women as equals, clearly demonstrating his personal courage and passion for equality. The cultural shift within the Army since the video aired has been significant, including a greater focus on diversity and inclusion and a 2% rise in the number of women joining the Army. Two percent may seem small but is significant in actual terms: An addition of 700 women to a workforce of 34,000 in 3 years.

Tuesday March 8th is International Women’s Day: a day to celebrate the social, economic, cultural and political achievement of women.  We recently spoke to David to find out more about what International Women’s Day means to him.

David’s insights focussed on storytelling. He challenged us to think about whether the stories we tell subtly support or undermine equity. Not one to shy from controversy, David also shared his views on pay equity and quotas. Finally, David puts his weight behind the shift to diversity of thinking, noting the relationship between gender-balanced teams and high performance.

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When we talk about #PledgeForParity a very good place to start would be for employers to look at what they pay men and women in their organisation, and work towards parity.

Approaches to innovation are becoming more sophisticated and deliberate. It is no longer a ‘once a year’ whiteboard brainstorming activity with lots of post-it notes; rather, organisations that innovate successfully are more calculated and scientific with the strategies they deploy and the methods and capabilities they use. Against this backdrop, the ability to include diversity of thought to innovation-related problems will help to set leading organisations apart.

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Leaders transitioning into a new role. Leaders feeling the pressure. Leaders making smarter decisions in a complex world.

These are the three topics we look at this month as we think about what it means to lead at the edge. We look at innovations in transition programs to accelerate success, a personal story of mindfulness and new insights on the relationship between racial diversity and collective intelligence.

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Harvey Christophers leads the Risk Advisory Practice at Deloitte, a role he took on 4 years ago when the service line was languishing. He talks candidly to Catherine Pinfold, Manager Risk Advisory about his brush with exhaustion as he brought the service link back from the brink and at the same time tackled some unique personal challenges; and the importance for him of mindfulness and resilience techniques to manage his mental wellbeing.

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Advice to my younger self? To invest in my mental health and resilience at an earlier stage and that it is as important as the physical and emotional.

Transitioning into a new executive role can be an incredibly overwhelming experience partly because it entails a steep learning curve.  “You are flooded with information and overwhelmed by choices,” says Geoff Roberts, CFO of SEEK. Not just information but new relationships, new expectations and much more complexity and ambiguity. It is no wonder that nearly 40% of all executive transitions fail in the first 18 months (Stoddard; N & Wykcoff C 2009, ’The right leader: selecting executives who fit’ in Deloitte 2010, Taking the Reins – Managing CFO Transitions).

One technique organisations are using to accelerate the transition, and increase the chances of success, is a dedicated transition program. This article reviews the elements of an effective transition program through the eyes of users – both facilitators and executives – and in the context of Deloitte’s research on transitions and client work.

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“The Transition Lab gives you clarity to sit above the issues and concentrate on what will have the biggest impact on the organisation.”