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Unresolved conflict isn’t just uncomfortable - it’s corrosive. It impacts trust, performance, and team culture more than most leaders realise.

In this episode, Simon explores why managers can’t afford to act as mere conduits for problems, waiting until issues spiral out of control or outsourcing them as a “quick fix.” Instead, he walks through a practical, step-by-step approach to tackling conflict early, setting boundaries, and building team accountability.

You’ll learn:

• Why unresolved conflict multiplies its impact across every relationship in a team
• The two biggest mistakes organisations make when dealing with conflict
• A five-phase process every leader can use to manage disputes effectively
• Practical tips to turn uncomfortable conversations into constructive outcomes

It’s a straight-talking, practical episode for leaders who want to create stronger, healthier team cultures by leaning into conflict instead of avoiding it.

Summary of Episode: 
0:00 - Introduction to Mediation for Managers
4:45 - Common Mistakes in Handling Conflict
10:12 - Why Unresolved Conflict Is Corrosive
13:24 - Real-World Conflict Examples
20:26 - Five Steps to Effective Conflict Resolution
27:04 - Nine Practical Tips for Facilitation
35:54 - Final Thoughts and Resources

Links and resources mentioned in the show

Plenty in 20: 

The Culture Nerds Monthly Newsletter: 

Authentic Leadership

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Good decisions when replacing managers are critical because their actions flow through to the performance and morale of their team. Having Emerging Leaders ready to step into management roles is essential for every organisation, big or small.

Ready-made successors

A robust Emerging Leaders process fosters ready-made leaders within the organisation. They already know the organisation and sector and they have lived the workplace culture. Presumably they represent your ideal culture. If not, take them of the list of candidates. This means they can focus on the biggest challenges for new managers– developing leadership skills and strategies to deal with the people they lead. If you have created a robust Emerging Leaders process, they will have been developing these skills before they need them, so they are ready when the opportunity comes.

Mistake or choice?

Recruiting leaders from outside the organisation isn’t a bad thing. They can bring fresh perspectives, promote positive change and enhance innovation. It just shouldn’t be your only option because of a lack of emerging leaders within your organisation.If you need to replace a manager and you have no option but to look externally, that’s a mistake. Learn from it. If it happens again, that’s a choice and it suggests you didn’t learn.

Our guests today are from R&J Batteries, Australia’s fastest growing battery company. Each played a pivotal role in implementing an Emerging Leaders program. Two participants took on management positions within less than 12 months & most others showed significant growth.

• Jo Preece, National Training Manager
• Glenn Kennedy, Beresfield Branch Manager
• Dylan Smith, Team Member at Beresfield & participant in the Emerging Leaders program
  
  Links and resources mentioned in the show
  
  Case Study on Emerging Leaders Program
  
  Emerging Leaders Program Product Page
  
  Emerging Leaders Free Resources
  
  Re-Released Podcast Episode
  
  Plenty in 20:
  The Culture Nerds Monthly Newsletter:
  Authentic Leadership
  
  What's next?
  Talk to one of our culture and leadership experts - a free 30 minute consultation to problem solve any issue you are facing.

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What do great organisations do to grow their next generation of leaders — instead of watching potential die on the vine?

In this episode, Simon unpacks the three biggest barriers new leaders face and how developing talent from within solves them all. Plus, hear why some internal candidates get overlooked and how to change that.

It’s a sharp, practical listen for any leader serious about growing other leaders.

Summary of Episode: 

• Introduction to Emerging Leaders Theme 0:00
• Three Barriers for New Leaders 4:07
• Retention: Growing to Keep Talent 8:10
• Creating Opportunities for Leaders to Emerge 12:42
• Culture That Fosters Leadership Growth 17:07
• Key Takeaways and Resources 21:45

Links and resources mentioned in the show

Case Study on Emerging Leaders Program

Emerging Leaders Program Product Page

Emerging Leaders Free Resources

Re-Released Podcast Episode  

Plenty in 20:

The Culture Nerds Monthly Newsletter: 

Authentic Leadership

What's next?
Talk to one of our culture and leadership experts - a free 30 minute consultation to problem solve any issue you are facing.

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Still throwing new leaders in the deep end and hoping they’ll swim?

In this episode, Simon unpacks the dangerous cliché of “sink or swim” leadership — and why it’s damaging your culture, your results, and your people. Learn how to replace lazy leadership defaults with intentional development strategies that actually work.

You’ll walk away with a new lens on leader development — and a few clichés worth retiring forever.

Monthly Theme: Developing Leaders 0:00

The Danger of Leadership Clichés 3:25

Throwing Leaders in the Deep End 8:54

The Ripple Effects of Poor Development 13:49

Better Solutions for Leader Growth 18:32

Proactive Leadership Development Strategies 22:52

Links and resources mentioned in the show

The 5 Shifts Authentic Leaders Make - PDF

Are you Leading or just Managing - Blog Post

Pulse Check for Authentic Leaders - PDF

Plenty in 20:  Elevating your Leadership Through Coaching Conversations

The Culture Nerds Newsletter: a free monthly summary of subscriber resources

Authentic Leadership – a product page for those who want to explore the services we offer

What's next?
Talk to one of our culture and leadership experts - a free 30 minute consultation to problem solve any issue you are facing.

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Summary
Does your team actually look forward to performance appraisals? Or do they brace themselves for an awkward, box-ticking exercise that feels like a waste of time?

If you’re in the second camp—you’re not alone. For many leaders and teams, performance reviews are uncomfortable, ineffective, and do little to drive real improvement.

But they should be one of the most valuable conversations you have.

In this episode, we’re breaking down 15 reasons why appraisals fail to deliver and, more importantly, what you can do to fix them. Whether you’re a leader or a team member, you’ll walk away with practical ideas to turn dreaded reviews into genuine growth conversations.

Let’s dive in.

Links and resources mentioned in the show
The Real Cost of Poor Performance (downloadable infographic)

5 Conversations Every Manager Must Master (downloadabale PDF)

Is Your Leadership Style Enabling Accountability - or Making Underperformance Comfortable? (self-assessment questionnaire)

Plenty in 20: Managing Poor Performance (free, on-demand webinar with actionable strategies and tips)

The Culture Nerds Newsletter, a free monthly summary of subscriber resouces

Managing Poor Performance & Inspiring High Performance – a product page for those who want to explore the services we offer

What's next?
Talk to one of our culture and leadership experts - a free 30 minute consultation to problem solve any issue you are facing.

Detailed show description
Performance appraisals can feel like a futile pain in the backside. Many leaders view them as administrative burdens rather than developmental opportunities. When conducted effectively, performance reviews are transformative tools for growth, alignment, and improved team dynamics. 

The fundamental problem with many appraisals is they're approached as tick-and-flick exercises rather than meaningful conversations. The opportunity to build connection, provide direction, and foster growth is missed. The most effective appraisals balance reflection on past performance with planning for future development. This pairing is essential – looking back without planning forward leaves team members without direction, while planning development without addressing current performance issues ignores potential barriers to growth.

Some key topics from this episode:

• The real value: reflecting on past performance and planning future development
• Customising frequency based on individual needs
• Creating two-way feedback conversations 
• Selecting the appropriate time and location
• Providing micro-feedback throughout the year 
• Planni

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Summary

Does your organisation have values that should make a difference - but don't? That people think are bullshit or tokenistic or lip service?

Do they look great on the poster but mean nothing in the way people behave, work, and treat each other?

If that's your organisation, your missing a HUGE opportunity to create a workplace culture where both morale and performance are high. Fortunately, this episode is packed with tips to make your values real.

Links and resources mentioned in the show

The Authentimeter (free culture survey with option for detailed analysis of results)

Plenty in 20: Holding People Accountable when you Can't Afford to Lose Them (free, on-demand webinar with actionable strategies and tips)

The Culture Nerds Newsletter, a free monthly summary of subscriber resouces

Organisational Culture Surveys for those who want to explore our services

What's next?

Talk to one of our culture and leadership experts - a free 30 minute consultation to problem solve any issue you are facing.

Detailed show description

Workplace values should be the most powerful tool for shaping your organisation's culture, but that is rarely the reality. Often, values are reduced to meaningless phrases on coffee mugs and posters that no one can remember or explain.

In this episode, Simon Thiessen discusses the disconnect between proclaimed values and actual workplace behaviors. He unpacks ten critical reasons why organisational values fail to drive meaningful change. From values that no one can name to those that create cynicism because they're never enforced, this practical guide exposes the common pitfalls that make values ineffective.

Drawing from real-world examples, Simon explains why overcomplicated processes, values dictated from above, and attempts to replace human judgment with rigid rules all undermine cultural alignment. The most damaging practice? Allowing certain people to be exempt from living the values while holding others accountable—creating a culture where 'that's just how they are' becomes a way to validate unacceptable behavior.

You'll discover how to transform your values from tokens into genuine drivers of great workplace culture by ensuring they're behavior-focused, universally applied, and reinforced through peer-to-peer accountability rather than top-down enforcement. The episode concludes with an immediate, actionable strategy you can implement today: consistently celebrating when people embody your values.

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Summary

Have you ever thrown your hands in the air, frustrated, and said, 'the monkeys are running the zoo!' If you haven't, I bet one of your co-leaders has.

What does that mean, though? And why does it happen? In this episode we talk about how leaders should respond when they feel the monkeys are running the zoo and discuss another type of 'zoo' that should be avoided at all costs!

Links and resources mentioned in the show

The Authentimeter (free culture survey with option for detailed analysis of results)

Plenty in 20: Holding People Accountable when you Can't Afford to Lose Them (free, on-demand webinar with actionable strategies and tips)

The Culture Nerds Newsletter, a free monthly summary of subscriber resouces

Organisational Culture Surveys for those who want to explore our services

What's next?

Talk to one of our culture and leadership experts - a free 30 minute consultation to problem solve any issue you are facing.

Detailed show description

The culture of your workplace doesn't just happens—it's shaped by leadership choices and team behaviours. In this episode, Simon Thiessen use the 'monkeys running the zoo' metaphor to discuss 'three zoos' that perfectly capture different workplace cultures and the leadership approaches that create them.

What happens when the monkeys are running the zoo? This environment emerges when leaders fail to set clear standards or hold people accountable. Mediocrity becomes normalised, high performers grow frustrated, and when leaders try to raise standards, resistance is fierce. Simon unpacks the affiliative or absent leadership styles that create these situations.

The second zoo represents workplaces ruled by fear, where people avoid taking risks, hide problems, and dread coming to work. These environments stem from directive, demanding, and critical leadership that breaks trust and stifles initiative. Simon shares real-world examples of this fear becoming embedded, requiring consistent positive experiences to rebuild confidence.

But there's a third option. The ideal workplace where people operate with freedom within clear, agreed-upon standards. Here, people understand their purpose, collaborate naturally, and hold each other accountable. Research consistently shows these environments produce happier employees, better customer experiences, and superior results across all metrics.

Creating this culture requires conscious leadership rather than defaulting to comfortable habits, clarity of vision about what excellence looks like, willingness to change (starting with leaders), and a tolerance for the uncomfortable. The journey isn't easy, but the rewards are transformative.

Workplace culture is shaped by leadership choice. We each have a best self and a worst self, and workplace environments can bring out either. Which environment are you creating?

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The Rules of the Pool
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This episode focuses on the role of accountability in shaping workplace culture and emphasises the impact of individual contributions. We discuss how open communication, courageous conversations, and shared responsibility lead to a healthier work environment.

Key points from the pod:

• Our new approach to the content we create for you – monthly themes. Each month will developed pods, blogs, free 20 minute webinars, and resources around a specific theme (this month is Creating a Culture of Accountability) – along with a specific product offering for those who need more support
• The connection between individual actions and choices, and workplace culture
• Using metaphors to foster discussions on accountability 
• The importance of courageous conversations in addressing issues
• Encouraging teams to create their own shared understandings around standards of performance and interpersonal communication
• The role of leadership in modelling positive culture
• Recognising conflict as a constructive aspect of team dynamics
• Strategies for fostering ownership of workplace culture
• Rules of the Pool download  = resource download for managers

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This week’s podcast features an interview with Tim Davenport, the Director of Fundraising & Sponsorship at OzFish Unlimited.

Tim spent a significant part of his career as a senior executive in the media. After a period of stability, the organisation changed constantly and rapidly. That involved a succession of mergers, acquisitions and takeovers - each coming with change and a clash of workplace culture. His insights for leaders dealing with change (so all leaders!) are invaluable.

Interview Summary
Our interviews are conversational, and not always linear. These are the main points, roughly in order.

• Sitting in a boardroom making decisions that affected other people’s lives
• Helping people get comfortable being uncomfortable
• Communicating to team members about change
• Conveying clinical decisions in humanistic ways
• Being the guy who has to deliver decisions that were imposed on you
• Stay mentally healthy as the leader delivering challenging messages
• Taking time out in a busy leadership routine to reflect and learn
• A strategy to have your partner be a sounding board without making home a place where the stresses of work derail the rest of your life
• A story of delivering bad news with incredible humanity
• When people thank you for taking away their jobs
• How visionary leadership transformed the outcomes of a basket case
• Taking a year off (paid work) and growing as a leader and as a human
• Leaving the party when it’s still fun
• The greatest success as a leader - growing others
• The importance of an excellent mentor

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The Role Values Play in your Organisation. 

How often do you revisit and refine your company's core values? In this milestone episode, we promise you'll discover the transformative power of regularly reassessing your organisational values to bridge the gap between current and desired cultural states. Learn why reevaluating your values every 18 months to two years is critical to maintaining alignment with your evolving organisational aspirations.

Join us as we explore the role of company values in fostering accountability within teams. Hear the inspiring story of a young Practice Manager who united her team around the principles of respect and dignity, demonstrating the tangible impact of clear, shared values on guiding behaviour and resolving underlying issues. Discover why promoting open, honest conversations and ensuring values apply equally to everyone, regardless of their position, can create an environment where team members feel empowered to speak up. This episode is packed with practical insights and real-world examples that showcase the power of values in cultivating a thriving workplace culture. Tune in and be inspired to transform your organisation!

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In today's episode, we spoke with the incredibly insightful (and entertaining) John Hardy, CEO of RSL Tasmania.

John is the ultimate story teller, and takes us on his own leadership journey which started in the UK Military and has led him to now being CEO of RSL Tasmania, and living in his own slice of paradise near Hobart. His ability to always remember where he began and the challenges he has had throughout life leads him to be an incredibly grounded and insightful leader - and a bit of a character that we just loved listening to. There was very little interviewing in today's episode because John just told his story, and we listened and learned. We hope you enjoy it as much as we did.

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Discover how to foster an exceptional workplace culture and drive organizational success with insights from Catherine Keenahan, Executive Manager for People and Culture at Junction Australia. Catherine reveals the secrets behind her organization’s mission to help people thrive, emphasizing the importance of a purpose-driven, values-oriented approach. Listen as she shares personal anecdotes about inspiring leaders who valued individuals and provided clear direction, revealing how authentic leadership can profoundly impact culture. Catherine also provides an insider look at Junction Australia's Culture Shaping Initiative and the pivotal role leadership plays in creating a unified organizational culture.

In this episode, we highlight the essential role of senior and middle managers in nurturing a strong organizational culture. Catherine uses compelling analogies like marriage and nutritional lifestyles to illustrate the long-term commitment needed for cultural transformation, setting it apart from short-term fixes. The conversation touches on the significance of gaining managerial buy-in and equipping them with the tools they need to succeed, especially when involving remote and shift workers. We focus on embedding positive behaviors and expectations into daily operations, ensuring that culture becomes an integral part of business as usual. This is a must-listen for anyone passionate about leadership and organizational culture.

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https://reallearning.com.au/
No one does it as well as you do, right? Have you ever had that feeling that if you want a job done properly, you'll have to do it yourself? Have you ever asked the question why aren't my people as committed as me? Both questions are indicators that Employee Engagement may not be as high as you would like it to be. But are your expectations too high or is engagement actually low? There's a simple test that managers can use to gain some insight into the engagement levels in their teams. 

There are four indicators that will help you get a feel for the truth on-the-ground when it comes to Employee Engagement in your organisation, 

1. Look at any slippage in habits when you return. It's often hard for your team to immediately raise their standards again when you come back, especially if you've been gone for a longer period. 
2.  Pay attention to the metrics. Do they indicate that intensity, quality etc. Have dropped off? 
3. Listen to feedback from other team members, from other departments and from external clients.
4. Take time out from clearing the backlog on your desk and make your own observations. Have deadlines been met? Has expected progress been made? Have quotas been achieved? Were the team's values upheld? 

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Why does your organisation exist? In fact, why does any organisation exist? 

It really comes down to meeting needs. At a superficial level, it is obvious that we need to meet the needs of the people we serve. But, in reality, for organisations to succeed long term and to be sustainable, they need to meet needs on three different levels. 

When organisations ignore any of the three needs, the culture skews and both morale and results become unsustainable

The first level is the obvious one: meeting the needs of the people your organisation serves – customers, patients, users, whatever they are called in your organisation. Those needs must be effective and at a high standard. If you operate in a competitive environment, you need to meet them better than your competitors do. 

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In this episode we have an Authentic Conversation, a raw and honest conversation about men's violence against women. 

To say it's a massive problem in Australia is an understatement. Violence and aggression can take many forms that span from small micro-aggressions all the way through to rape and murder. It effects ALL women, with the most vulnerable and marginalised in our community, at the greatest risk. We don’t have the answers to solve it. But we don’t want to remain silent. 

If you are a man concerned about your behaviour please contact No To Violence: https://bit.ly/3UlyiA5

If you feel like you are in immediate danger please call 000. If you need someone to talk to we recommend the national 24-hour sexual assault, family and domestic violence counselling line 1800 RESPECT on 1800 732 732.Or, you can call SafeSteps, Victoria's 24/7 family violence crisis service, on 1800 015 188, or visit this link: https://bit.ly/4b1SlsQ. They can provide financial and material aid, pet safety support and court advocacy, as well as support to people with a disability. Or, for further support, contact The Orange Door, who can link you with family violence and parental support services: https://bit.ly/3Q8efTb

If you need support now, use Ask Izzy: a free website and service that connects people in need with housing, a meal, money help, family violence support & counselling: https://bit.ly/3xAVnG4

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A few years ago, one of my sons and I completed a four-day bush walk,  lugging an enormous backpack along the extraordinary Tasman Coastal Trail in Tasmania’s southeast. Along with magnificent memories, aching knees and sore shoulders, I returned with a new insight into leadership style and performance.

Each day of the walk we encountered numerous snakes on the track. Most of them slowly made their way into the scrub and we were able to pass safely. A few lingered, making us wait until they were ready to move or find an alternative path. Knowing that every snake in Tasmania is poisonous, we were mindful of their presence and always on the look out.

On the third day, we walked out onto Cape Pillar, which has the highest sea cliffs in the southern hemisphere. We met a number of trail workers developing a new track to minimise the environmental impact of walkers. Chatting with one of them, I asked if they had many problems with snakes – he responded by holding up his gloved hands. ‘They are everywhere. We have to work on the assumption that there is a snake under every rock, every bag and around every corner’, he replied, before going on, ‘and it slows us down. If we didn’t have to worry about snakes, we would make twice the progress.’

 As I walked, and perhaps in a desperate attempt to focus on something other than the weight of my pack, I reflected on the impact of a potential snake under every rock. How different was the experience of these track workers from that of many people working in ‘safer’ indoor environments every day?

For many workplaces the snakes under the rocks are metaphorical – but the impact on productivity and mindset is just as real. When people worry about ‘being bitten’ they hold back. When they are worried about consequences rather than performance they commit less.

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In todays episode we delve into the often overlooked aspect of career progression: leadership obligations and the unconscious journey many individuals embark on when they accept promotions solely for career advancement without fully considering the responsibilities that come with leadership roles.

Drawing from experiences with various senior leaders, we explore how individuals are propelled into leadership positions driven by ambitions for career growth and financial gain. Yet, they shed light on the common scenario where these individuals find themselves ill-prepared for the complexities of managing people and relationships, realising too late the weight of leadership expectations.

Throughout the discussion, we continue to ask the question around the adequacy of organisational processes in preparing individuals for leadership roles. Do organisations do enough to explicitly outline the leadership obligations that accompany promotions? Are there alternative career progression paths that don't necessarily lead to leadership roles?

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Do you have a poor performer in your team? No someone who is doing well but could do better, which describes most people in most workplaces. We're talking about someone whose performance or behaviour is below a threshold of acceptability.

As uncomfortable as it may be, it is your responsibility as a leader (and not just a manager) to address this. The way to do that is by recognising there are only three outcomes when managing poor performance - and then eliminating one of them. Before we dive into those outcomes, let’s look at the consequences of unaddressed performance issues and a case study.

When you fail to eliminate one outcome, you allow several things to happen:

• The overall performance of the team suffers
• Morale in the team takes a hit and won’t recover until there are genuine efforts to address the performance
• Standards decline across the team. When you hear someone say, ‘what’s the point?’ you know they are about to make a conscious choice to reduce their own performance because their efforts aren’t making a difference
• The people your team exists to serve - internal or external - are going to get compromised outcomes
• People within your team, peers and senior leadership perceive you as an ineffective leader
• You develop or perpetuate habits that compromise your capacity as a leader

It’s a grim list, isn’t it? And it all comes back to not being prepared to eliminate one of the three outcomes. 

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I finished my presentation and the CEO beamed at me.

‘That’s brilliant,’ he said. ‘It’s great to have confirmation that we are doing all the right things.’

He smiled around at the rest of the assembled executive team, stopping only just short of reaching up to pat himself on the back. Meanwhile, one executive rolled their eyes at another, while three more stared down at the table.

The presentation was called Demystifying and Transforming Workplace Culture. I had offered to do it for the executive team after meeting the People & Culture manager, who was now staring fixedly at the table, at an event the previous month. She had confided in me that the organisation was having significant issues with accountability, performance, morale and retention. This toxic workplace culture was flowing through to bottom line performance. Yet here was the CEO proudly proclaiming that their culture was remarkably good.

Everyone else sitting at that table wanted to call ‘bullshit’. But they either didn’t dare or knew it would be pointless, so they sat in silence which the CEO assumed to signify agreement.

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If we want high performance from team members, we have to set them up for success.

There are two critical things that you, as the leader, can provide make that high performance significantly more likely. They are both free and abundantly available to leaders. 

Both of these ingredients - the bookends of high performance - are misread by most leaders. They believe they are providing much more of them than their teams believe they receive - and that is flowing through to performance and engagement.

What are these mystery ingredients? Surely some sparkling new concept or revolutionary new leadership theory? 

Nope. Clarity and feedback. What is missing isn't leaders knowing about these concepts - it's being able to apply them, regularly, in busy workplaces.

Listen in to hear what clarity and feedback look like when done exceptionally - and for strategies to make them part of your leadership routine.

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Every leader has done it - 'thrown someone in at the deep end.'

But is it the right thing to do? Does it help people grow, sort those who can cope from those who can't, or make them stronger?

Or are those just comforting cliches we use to make us feel better about lazy leadership? Would it be better to work out how well someone can swim and throw them in at the appropriate depth? Perhaps get people wet at the shallow end, teach them to swim and nudge them into deeper waters equipped with the skills and confidence they need to thrive there?
 

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The line between flexible work arrangements and some emerging employee trends is becoming blurred.

On one had, too many employers refuse to offer flexibility because of outdated systems and beliefs - leading to employees being dissatisfied and pushing the boundaries.

On the other hand, insidious trends like quit quitting and being over employed are being used by a small number of employees - leading to cynicism and caution about flexibility from employers.

Who is right? And should flexible working arrangements be a right or a privilege? Listen in to hear what The Culture Nerds think.

Resources referred to in this episode:

The ABC News Article

Business Insider article

The Overemployed website

Previous podcast episodes where we discussed flexible working arrangements:
Truth & Trust
Just to be clear - from Elon Musk

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This epsiode is an audio blog

A theme has emerged in several workplaces we are currently working with to help them shape their culture. Each of these workplaces have solid workplace cultures but are striving to create excellent ones. In each of them, we have been asked the same pair of questions.

The question from the leaders. How much impact do the decisions we make have? Decisions are only intentions, but culture comes down to what everyone does and the choices they make. 

The question from team members. Do our choices actually make a difference? Leaders have all the influence.

In one workplace, a team member described this with an analogy. What’s the point of the separating my recycling if the oil companies don’t change their practices?

Starting with the assumption that everyone wants to work in the best workplace culture possible, both perspectives are valid.

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“If you treat an individual as they are, they will remain how they are. But if you treat them as if they were what they ought to be and could be, they will become what they ought to be and could be.”

Quote by Goethe (with slight modifications to ensure the language is inclusive)

Does the way a leader thinks about a team member impact the way they treat them? Absolutely.
 
And does the way they treat them change the way the team member performs and develops? Again, absolutely.

If we apply Goethe's logic, by thinking about a team member in terms of their potential, we help them fulfil that potential.  Sounds simple, but the reality is that leaders often think about people in terms of first impressions, hearsay, personal compatibility, and a whole raft of other, often superficial, factors.

In this episode we discuss some fascinating research on the Pygmalion Effect, share some examples and observations from our work with organisations, and discuss how leaders can use this understanding to help people become what they are capable of becoming.

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https://reallearning.com.au/podcast/

Have you done an engagement survey in your workplace that suggests that you should find it easy to retain and attract excellent people, everyone should be happy at work, and results should be both excellent and sustained?

Yet, that doesn’t seem to translate to real world outcomes?

That’s because you are expecting the engagement survey to do something it can’t.

Let’s be clear. There is nothing wrong with engagement surveys. What they measure is useful. When they are well designed and credibly tested, they really do measure engagement. 

The problem is that engagement surveys are often (we would even suggest usually) used to measure something they don’t. And can’t. 

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