August 2023 Issue
The Leading Edge
Welcome to The Leading Edge from Leadership Management Australia (LMA)
Welcome to The Leading Edge from Leadership Management Australia (LMA)
In this edition, we feature the following items:
"Are 40% of your staff looking to jump ship?" - Introduction from LMA Founder Grant Sexton
In our June 2023 edition of The Leading Edge, you, as readers, were invited to participate in the then active Leadership Employment and Direction (L.E.A.D.) Survey. To those who did respond, we THANK YOU.
The survey explored a number of current workplace issues post-COVID. The results were quite AMAZING. In fact, more than AMAZING, they could be quite DISTURBING for those of you who currently employ people.
This edition of The Leading Edge includes certain information extracted from that survey which we believe will be extremely valuable to all leaders and managers in organisations. The first is an article about the new post-COVID working models “Living the Post-COVID Life”. However, the other MUST-READ article “The major challenges facing organisation in 2023” is the one that grabbed our attention with responses to:
What are the biggest challenges organisations are currently facing in 2023? – and
Identifying whether employees intend staying with their current organisation, or are they looking to leave/move on?
The DISTURBING statistics are:
43% of all employees identified that they are currently actively looking to change roles, and
32% have actually applied for another position, external to their current organisation, in the last 6 months.
I would urge all leaders and managers to read this article. Especially considering that the No.1 and No.3 challenges organisations are facing currently are:
Attracting sufficient talented people and
Retaining sufficient talented people
LMA's first half-century - reflections from LMA Founder Grant Sexton
As explained in our June 2023 edition, this year we celebrated our 50th year in business and launched the “Next Generation LMA” business model at our National Conference in Melbourne from the 14th to the 16th of July.
On the morning of the 14th July, we ran a breakfast session for many of our clients and suppliers to give them a sneak preview of our new LMA visual imaging and brand. We also presented an overview of the improvements and initiatives that we are implementing over the next 12 months. We shared some of those with you in our June edition of The Leading Edge. In coming monthly updates, we will be providing additional information for you.
We are especially excited to announce the success and continuation of the 12-month trial of our new Leadership Development Dashboard (LDD) that we have been providing to Graduates of LMA’s Challenge of Leadership courses. From now on, similar Dashboards will be included in all our accredited courses.
Success Strategies for Team Leaders and Supervisors (SSTLS)
Challenge of Leadership (COL)
High Performance Management (HPM)
The Sales Edge (TSE)
The Performance Edge (TPE)
An article highlighting the added features of these Dashboards will appear in our next The Leading Edge update. Enjoy this edition of LMA’s The Leading Edge.
Living the "post-COVID" life - Insights from Adrian Goldsmith
The end of June 2023 marked almost a full year of “post-COVID” operations for most organisations in Australia and New Zealand. A year of returning to somewhat “normal” times. To more stable environments in which to produce, manufacture, deliver, service and otherwise fulfil the needs, wants and expectations of customers and clients, as well as those of employees and organisations more broadly.
Over the past three years, organisations and their leaders, managers and employees have had to pivot (often quite profoundly) to adopt new approaches to simply survive, let alone contemplate growth. A swathe of new “best practices” has delivered more resilient and hardier workforces and workplaces – a badge of honour we wear as the mark of our success in surviving the pandemic and coming out the other side.
New Working Models – Are they working?
Take for example the change in working locations during and post-COVID. The latest statistics from LMA’s Leadership, Employment and Direction (L.E.A.D.) Survey show that after a lengthy period of large numbers of employees working exclusively from home during COVID, hybrid working models are now the norm for over a third of the workforce at all levels post-COVID. We’ve demonstrated that working from home CAN work and we’ve made it work not just for now, but seemingly for the foreseeable future too.
However, making this hybrid approach work is still a challenge for many organisations. For example, the current dispute between the Commonwealth Bank and thousands of its employees regarding balancing office vs home work may just be the tip of a very large iceberg.
Working Location – during and post COVID
Q. Which of the following best describes where you are currently undertaking most of your work? 
The needs of current and prospective employees continue to evolve and are increasingly focused on flexibility in work arrangements (including Working from Home/remote work) as a key consideration in deciding to work for, and develop with, an organisation.
In our next update, we’ll provide further information about the Employer of Choice Factors that are driving employee attraction and retention. We’ll also look at the reasons why people either choose to stay or feel they need to leave, to make work fit their lives and lifestyles, rather than their lives having to fit often inflexible work arrangements.
Major challenges facing our organisations in 2023 - Learnings from the L.E.A.D. Survey from Adrian Goldsmith
In this must-read edition, Leaders and Managers need to critically review and respond to the latest information and insights about three of the most significant major challenges facing our organisations in a post-COVID world:
Challenge #1 – Attracting sufficient talented people
Challenge #2 – Retaining sufficient talented people
Challenge #3 – Enabling sufficient training and development
Biggest Challenges Facing You and Your Organisation
Q. In the post-COVID organisational world we now operate in, what are the most pressing or concerning issues you and your organisation are facing?
Challenge #1 – Attracting sufficient talented people
The lengthy and very challenging COVID period of the past few years provided a watershed moment for employees the world over – a chance to review the fundamentals of their lives including their working arrangements.
The so-called “Great Resignation” (where swathes of employees changed work/career directions) was the product of this review. Organisations coming out of COVID were suddenly struggling to attract sufficient talent to get their organisations back up and operating. The hangover continues in many industries creating an ongoing operational challenge.
Leaders and Managers hoping to attract sufficient talented people to meet the ever-changing organisational landscape must be prepared to flex and adapt – or risk not having the people needed to grow, let alone sustain their organisations. This includes being willing to invest in developing leaders at all levels to attract people with the skills and competencies required of today’s and, perhaps more importantly, tomorrow’s leaders.
Challenge #2 – Retaining sufficient talented people
The latest job seeking activity statistics from the L.E.A.D. Survey highlight the turbulence in the employment market and amplify the challenges facing our organisations and their leaders with regard to retaining talent:
Job Seeking Activity
Q. In the last six months, have you personally… for a job in another organisation?
With record employment (in Australia particularly), it remains a candidate’s or employee’s market in most industry sectors, with:
Over half of Employees considering looking for a job elsewhere
More than four in ten actively looking in the past six months; and
A third having applied for a job elsewhere in the past six months.
It’s no surprise then that retaining sufficient talented people is a major challenge for Leaders and Managers. A challenge that again requires flexible, creative and engaging responses to hold on to the people they have. This includes creating working environments and conditions that engage, inspire and connect people. Environments and conditions that lead them to want to stay, rather than look elsewhere for development and growth.
There may also be a strong link between these levels of job seeking activity and this edition’s “Most Common Mistakes Made by Managers” – the mistake of Not Listening. A lack of listening will typically drive a level of disconnection, misunderstanding or even under-appreciation that turns an employee away rather than engaging them. Please consider the old saying – “People go where they’re wanted, but only stay where they’re appreciated.” See the later article in this edition for some tips to hone your listening skills and thereby enhance your connections with your talented people. Let them know you appreciate their input and feedback, not just to retain them, but also to develop more productive relationships.
Challenge #3 – Enabling sufficient training and development
The importance of investing in training and development has never been more prominent than in a post-COVID world. One in which we know many of our people are making fundamental revisions to all aspects of their lives. The opportunities we create for individuals to grow and develop with the organisation may be the single biggest reason for them choosing to stay, rather than go elsewhere.
Consider the following graph which compares the percentage of people preferring to advance and develop with their current organisation to the percentage who believe this is more likely to be achieved with their current organisation:
Prefer to advance with current employer
VS More likely to advance with current employer
Q1. Would you prefer to see your career advancement and development occur with your current employer or by moving to a different employer?
Q2. Are you more likely to achieve advancement by staying with your current employer or moving to a different employer?
The gaps are obvious and should be more than a little disturbing:
75% of Employees would prefer to see their career advancement and development occur with their current employer yet only 54% believe advancement and development is more likely with their current organisation – a 21 percentage point gap.
94% of Managers would prefer to see their career advancement and development occur with their current employer yet only 56% believe advancement and development is more likely with their current organisation – a 38 percentage point gap.
84% of Leaders would prefer to see their career advancement and development occur with their current employer yet only 65% believe advancement and development is more likely with their current organisation – a 19 percentage point gap.
The onus is clearly on the leaders of our organisations to create environments and conditions that not only attract and retain the right talent, but which also nurture and develop that talent to its potential. Investing in sufficient and appropriate training and development opportunities is essential. But so too is nurturing the desire and intention evident at all levels to develop with their current organisation to ensure sufficient talent to sustain and grow the organisation.
So, what does this mean for our organisational leaders and managers?
The challenge remains for our organisational leaders and managers to attract, retain and sustain/develop the workforce needed to keep our organisations operating efficiently and effectively.
In attracting sufficient talented people, Leaders must:
Be prepared to flex and adapt recruitment strategies – or risk not having the people needed to sustain, let alone grow their organisations.
Be willing to offer and invest in leadership development at all levels.
Develop the skills and competencies required of today’s and tomorrow’s leaders.
In retaining sufficient talented people, Leaders must:
Work hard to create the right conditions and environment for performance.
Be prepared to flex and adapt to new work models/arrangements to put work in the right perspective.
Ensure personal and professional development opportunities are available to employees at all levels.
Develop more effective listening habits to truly tune into people’s needs and desires and be able to respond appropriately to them.
In training and developing sufficient talented people, Leaders must:
Invest the time to listen and truly understand individual motivations and development needs to maximise performance.
Create appropriate opportunities for growth and development for each individual.
Strive to develop and sustain quality relationships and highly effective communication through better listening and connection.
The next Leading Edge monthly update will explore the conditions and environments needed to meet these challenges head-on and respond appropriately and effectively as leaders.
The next in the series of the "Most Common Mistakes Managers Make" - Not Listening
Mistake Number 4 – NOT LISTENING
Failing to listen is one of the most common mistakes made by managers. Feeling that they are not heard can make workers ‘shut down’ or hold back ideas that could improve the workplace. Managers who don’t listen well risk losing connection with their people and may in time lose their people altogether. As the L.E.A.D. Survey shows us, over 40% of Australian employees are actively looking to leave their current employer and a third of them have already applied for another job. So, listening is a vital communication skill and one which must be practiced regularly.
So what are some of the reasons why managers make this mistake?
Failure to listen often stems from the belief that it ‘takes too much time or effort’ or that it’s ‘not worth listening’. In essence, the manager mistakenly believes that their efforts would be wasted if they took the time to listen to what their team has to say. Sometimes, managers fail to understand what effective listening really is and don’t give sufficient focus to its importance.
Take “Harry the Hard of Hearing”. He’s not really hearing impaired, nor is he incapable of listening. He’s basically made listening a low priority. This may be happening because of the time pressure he feels he’s under or because he gets frustrated when the team doesn’t do what he has asked of them. It may also stem from the way in which he communicates and the way he comes across to his team.
Whatever the reason, when managers stop listening, teams begin to collapse and the problem is amplified as they begin to disengage from the manager and the organisation. The manager’s feelings about the limited value of listening are then affirmed by the fact that the team no longer wants to communicate…and so the cycle continues.
So, what are some of the strategies to improve listening?
Effective listening is a fundamental management skill which must be developed and practiced daily. Amongst the options available to “Harry the Hard of Hearing” are greater devotion of time to the business of active listening…listening fully through observing both the non-verbal communication and verbal communication of the other person.
Listening without judging or seeking to resolve the issue on the spot is also an option. Active listening places the focus entirely on the communicator and makes the listener engage with the message rather than filtering it based on their own perspective.
Effective listening enables managers to work with their teams to develop and achieve shared goals. By listening and connecting, each party has an opportunity to provide their input to an issue and to work collaboratively to resolve it.
When effective listening is practiced, the organisation hums and the people generally feel more content and valued in their role. They feel more satisfied with the contribution they are making.
There’s an old saying “People go where they are wanted, but they only stay where they are appreciated”. As an integral part of effective communication, listening shows people that they are appreciated. Listening is the glue that holds the organisation and its various parts together. Without it, there is a risk that things may start ‘coming unstuck’.
Another benefit of a listening environment is that it produces better quality decision-making and better outcomes. Workers become more certain about what is expected of them and managers enjoy the confidence and support of their teams.
Once they have learnt how to listen effectively, managers are often surprised just how valuable the input of their team members can be.
It requires disciplined effort and focus to listen effectively. In any conversation, the listening part tends to be far more important than the talking part. Remember, we have two ears and only one mouth. Leaders’ and Managers’ communication efforts should reflect this ratio to ensure great communication outcomes and higher levels of employee engagement, performance and retention.
"Are 40% of your staff looking to jump ship?" - Introduction from LMA Founder Grant Sexton
In our June 2023 edition of The Leading Edge, you, as readers, were invited to participate in the then active Leadership Employment and Direction (L.E.A.D.) Survey. To those who did respond, we THANK YOU.
The survey explored a number of current workplace issues post-COVID. The results were quite AMAZING. In fact, more than AMAZING, they could be quite DISTURBING for those of you who currently employ people.
This edition of The Leading Edge includes certain information extracted from that survey which we believe will be extremely valuable to all leaders and managers in organisations. The first is an article about the new post-COVID working models “Living the Post-COVID Life”. However, the other MUST-READ article “The major challenges facing organisation in 2023” is the one that grabbed our attention with responses to:
What are the biggest challenges organisations are currently facing in 2023? – and
Identifying whether employees intend staying with their current organisation, or are they looking to leave/move on?
The DISTURBING statistics are:
43% of all employees identified that they are currently actively looking to change roles, and
32% have actually applied for another position, external to their current organisation, in the last 6 months.
I would urge all leaders and managers to read this article. Especially considering that the No.1 and No.3 challenges organisations are facing currently are:
Attracting sufficient talented people and
Retaining sufficient talented people
LMA's first half-century - reflections from LMA Founder Grant Sexton
As explained in our June 2023 edition, this year we celebrated our 50th year in business and launched the “Next Generation LMA” business model at our National Conference in Melbourne from the 14th to the 16th of July.
On the morning of the 14th July, we ran a breakfast session for many of our clients and suppliers to give them a sneak preview of our new LMA visual imaging and brand. We also presented an overview of the improvements and initiatives that we are implementing over the next 12 months. We shared some of those with you in our June edition of The Leading Edge. In coming monthly updates, we will be providing additional information for you.
We are especially excited to announce the success and continuation of the 12-month trial of our new Leadership Development Dashboard (LDD) that we have been providing to Graduates of LMA’s Challenge of Leadership courses. From now on, similar Dashboards will be included in all our accredited courses.
Success Strategies for Team Leaders and Supervisors (SSTLS)
Challenge of Leadership (COL)
High Performance Management (HPM)
The Sales Edge (TSE)
The Performance Edge (TPE)
An article highlighting the added features of these Dashboards will appear in our next The Leading Edge update. Enjoy this edition of LMA’s The Leading Edge.
Living the "post-COVID" life - Insights from Adrian Goldsmith
The end of June 2023 marked almost a full year of “post-COVID” operations for most organisations in Australia and New Zealand. A year of returning to somewhat “normal” times. To more stable environments in which to produce, manufacture, deliver, service and otherwise fulfil the needs, wants and expectations of customers and clients, as well as those of employees and organisations more broadly.
Over the past three years, organisations and their leaders, managers and employees have had to pivot (often quite profoundly) to adopt new approaches to simply survive, let alone contemplate growth. A swathe of new “best practices” has delivered more resilient and hardier workforces and workplaces – a badge of honour we wear as the mark of our success in surviving the pandemic and coming out the other side.
New Working Models – Are they working?
Take for example the change in working locations during and post-COVID. The latest statistics from LMA’s Leadership, Employment and Direction (L.E.A.D.) Survey show that after a lengthy period of large numbers of employees working exclusively from home during COVID, hybrid working models are now the norm for over a third of the workforce at all levels post-COVID. We’ve demonstrated that working from home CAN work and we’ve made it work not just for now, but seemingly for the foreseeable future too.
However, making this hybrid approach work is still a challenge for many organisations. For example, the current dispute between the Commonwealth Bank and thousands of its employees regarding balancing office vs home work may just be the tip of a very large iceberg.
Working Location – during and post COVID
Q. Which of the following best describes where you are currently undertaking most of your work? 
The needs of current and prospective employees continue to evolve and are increasingly focused on flexibility in work arrangements (including Working from Home/remote work) as a key consideration in deciding to work for, and develop with, an organisation.
In our next update, we’ll provide further information about the Employer of Choice Factors that are driving employee attraction and retention. We’ll also look at the reasons why people either choose to stay or feel they need to leave, to make work fit their lives and lifestyles, rather than their lives having to fit often inflexible work arrangements.
Major challenges facing our organisations in 2023 - Learnings from the L.E.A.D. Survey from Adrian Goldsmith
In this must-read edition, Leaders and Managers need to critically review and respond to the latest information and insights about three of the most significant major challenges facing our organisations in a post-COVID world:
Challenge #1 – Attracting sufficient talented people
Challenge #2 – Retaining sufficient talented people
Challenge #3 – Enabling sufficient training and development
Biggest Challenges Facing You and Your Organisation
Q. In the post-COVID organisational world we now operate in, what are the most pressing or concerning issues you and your organisation are facing?
Challenge #1 – Attracting sufficient talented people
The lengthy and very challenging COVID period of the past few years provided a watershed moment for employees the world over – a chance to review the fundamentals of their lives including their working arrangements.
The so-called “Great Resignation” (where swathes of employees changed work/career directions) was the product of this review. Organisations coming out of COVID were suddenly struggling to attract sufficient talent to get their organisations back up and operating. The hangover continues in many industries creating an ongoing operational challenge.
Leaders and Managers hoping to attract sufficient talented people to meet the ever-changing organisational landscape must be prepared to flex and adapt – or risk not having the people needed to grow, let alone sustain their organisations. This includes being willing to invest in developing leaders at all levels to attract people with the skills and competencies required of today’s and, perhaps more importantly, tomorrow’s leaders.
Challenge #2 – Retaining sufficient talented people
The latest job seeking activity statistics from the L.E.A.D. Survey highlight the turbulence in the employment market and amplify the challenges facing our organisations and their leaders with regard to retaining talent:
Job Seeking Activity
Q. In the last six months, have you personally… for a job in another organisation?
With record employment (in Australia particularly), it remains a candidate’s or employee’s market in most industry sectors, with:
Over half of Employees considering looking for a job elsewhere
More than four in ten actively looking in the past six months; and
A third having applied for a job elsewhere in the past six months.
It’s no surprise then that retaining sufficient talented people is a major challenge for Leaders and Managers. A challenge that again requires flexible, creative and engaging responses to hold on to the people they have. This includes creating working environments and conditions that engage, inspire and connect people. Environments and conditions that lead them to want to stay, rather than look elsewhere for development and growth.
There may also be a strong link between these levels of job seeking activity and this edition’s “Most Common Mistakes Made by Managers” – the mistake of Not Listening. A lack of listening will typically drive a level of disconnection, misunderstanding or even under-appreciation that turns an employee away rather than engaging them. Please consider the old saying – “People go where they’re wanted, but only stay where they’re appreciated.” See the later article in this edition for some tips to hone your listening skills and thereby enhance your connections with your talented people. Let them know you appreciate their input and feedback, not just to retain them, but also to develop more productive relationships.
Challenge #3 – Enabling sufficient training and development
The importance of investing in training and development has never been more prominent than in a post-COVID world. One in which we know many of our people are making fundamental revisions to all aspects of their lives. The opportunities we create for individuals to grow and develop with the organisation may be the single biggest reason for them choosing to stay, rather than go elsewhere.
Consider the following graph which compares the percentage of people preferring to advance and develop with their current organisation to the percentage who believe this is more likely to be achieved with their current organisation:
Prefer to advance with current employer
VS More likely to advance with current employer
Q1. Would you prefer to see your career advancement and development occur with your current employer or by moving to a different employer?
Q2. Are you more likely to achieve advancement by staying with your current employer or moving to a different employer?
The gaps are obvious and should be more than a little disturbing:
75% of Employees would prefer to see their career advancement and development occur with their current employer yet only 54% believe advancement and development is more likely with their current organisation – a 21 percentage point gap.
94% of Managers would prefer to see their career advancement and development occur with their current employer yet only 56% believe advancement and development is more likely with their current organisation – a 38 percentage point gap.
84% of Leaders would prefer to see their career advancement and development occur with their current employer yet only 65% believe advancement and development is more likely with their current organisation – a 19 percentage point gap.
The onus is clearly on the leaders of our organisations to create environments and conditions that not only attract and retain the right talent, but which also nurture and develop that talent to its potential. Investing in sufficient and appropriate training and development opportunities is essential. But so too is nurturing the desire and intention evident at all levels to develop with their current organisation to ensure sufficient talent to sustain and grow the organisation.
So, what does this mean for our organisational leaders and managers?
The challenge remains for our organisational leaders and managers to attract, retain and sustain/develop the workforce needed to keep our organisations operating efficiently and effectively.
In attracting sufficient talented people, Leaders must:
Be prepared to flex and adapt recruitment strategies – or risk not having the people needed to sustain, let alone grow their organisations.
Be willing to offer and invest in leadership development at all levels.
Develop the skills and competencies required of today’s and tomorrow’s leaders.
In retaining sufficient talented people, Leaders must:
Work hard to create the right conditions and environment for performance.
Be prepared to flex and adapt to new work models/arrangements to put work in the right perspective.
Ensure personal and professional development opportunities are available to employees at all levels.
Develop more effective listening habits to truly tune into people’s needs and desires and be able to respond appropriately to them.
In training and developing sufficient talented people, Leaders must:
Invest the time to listen and truly understand individual motivations and development needs to maximise performance.
Create appropriate opportunities for growth and development for each individual.
Strive to develop and sustain quality relationships and highly effective communication through better listening and connection.
The next Leading Edge monthly update will explore the conditions and environments needed to meet these challenges head-on and respond appropriately and effectively as leaders.
The next in the series of the "Most Common Mistakes Managers Make" - Not Listening
Mistake Number 4 – NOT LISTENING
Failing to listen is one of the most common mistakes made by managers. Feeling that they are not heard can make workers ‘shut down’ or hold back ideas that could improve the workplace. Managers who don’t listen well risk losing connection with their people and may in time lose their people altogether. As the L.E.A.D. Survey shows us, over 40% of Australian employees are actively looking to leave their current employer and a third of them have already applied for another job. So, listening is a vital communication skill and one which must be practiced regularly.
So what are some of the reasons why managers make this mistake?
Failure to listen often stems from the belief that it ‘takes too much time or effort’ or that it’s ‘not worth listening’. In essence, the manager mistakenly believes that their efforts would be wasted if they took the time to listen to what their team has to say. Sometimes, managers fail to understand what effective listening really is and don’t give sufficient focus to its importance.
Take “Harry the Hard of Hearing”. He’s not really hearing impaired, nor is he incapable of listening. He’s basically made listening a low priority. This may be happening because of the time pressure he feels he’s under or because he gets frustrated when the team doesn’t do what he has asked of them. It may also stem from the way in which he communicates and the way he comes across to his team.
Whatever the reason, when managers stop listening, teams begin to collapse and the problem is amplified as they begin to disengage from the manager and the organisation. The manager’s feelings about the limited value of listening are then affirmed by the fact that the team no longer wants to communicate…and so the cycle continues.
So, what are some of the strategies to improve listening?
Effective listening is a fundamental management skill which must be developed and practiced daily. Amongst the options available to “Harry the Hard of Hearing” are greater devotion of time to the business of active listening…listening fully through observing both the non-verbal communication and verbal communication of the other person.
Listening without judging or seeking to resolve the issue on the spot is also an option. Active listening places the focus entirely on the communicator and makes the listener engage with the message rather than filtering it based on their own perspective.
Effective listening enables managers to work with their teams to develop and achieve shared goals. By listening and connecting, each party has an opportunity to provide their input to an issue and to work collaboratively to resolve it.
When effective listening is practiced, the organisation hums and the people generally feel more content and valued in their role. They feel more satisfied with the contribution they are making.
There’s an old saying “People go where they are wanted, but they only stay where they are appreciated”. As an integral part of effective communication, listening shows people that they are appreciated. Listening is the glue that holds the organisation and its various parts together. Without it, there is a risk that things may start ‘coming unstuck’.
Another benefit of a listening environment is that it produces better quality decision-making and better outcomes. Workers become more certain about what is expected of them and managers enjoy the confidence and support of their teams.
Once they have learnt how to listen effectively, managers are often surprised just how valuable the input of their team members can be.
It requires disciplined effort and focus to listen effectively. In any conversation, the listening part tends to be far more important than the talking part. Remember, we have two ears and only one mouth. Leaders’ and Managers’ communication efforts should reflect this ratio to ensure great communication outcomes and higher levels of employee engagement, performance and retention.
A full Quarterly Newsletter with feature articles, shorter stories, client/participant profiles/chronicles and major case studies. 
Monthly Updates between quarterly newsletters with items of interest, snippets and other topical information to keep you informed and up to date. We hope you enjoy receiving and reading the quarterly and monthly editions and can take some ideas and inspirations away to apply in your world.
A full Quarterly Newsletter with feature articles, shorter stories, client/participant profiles/chronicles and major case studies.
Monthly Updates between quarterly newsletters with items of interest, snippets and other topical information to keep you informed and up to date.
We hope you enjoy receiving and reading the quarterly and monthly editions and can take some ideas and inspirations away to apply in your world.
LMA’s Schedule of National Courses for the remainder of 2023 is available on the LMA website.
The LMA website (leadershipmanagement.com.au) also provides further information about our range of accredited and non-accredited programs.
- Further insights about Employer of Choice Factors and Influences on Employee Performance
- More information about work-life balance and working hours
- More detail about the upcoming Dashboards in LMA’s main programs
- The next in the 15 Most Common Mistakes Managers Make – Number 5 – Failing to Lead by Example
