Ep 4. What kind of support should I tap in to, to grow my career?

🎙️ Welcome back to IPAA Insiders! Your go-to guide for navigating and excelling in your public sector career. Each episode tackles your pressing questions, offering actionable insights from seasoned professionals within and beyond the sector.

🌟 Episode Highlight: In this fourth episode, with Corrin Vaux, Rob Balmer, Mandy Young and Liz Gould we explore the importance of building a support system to future-proof your career. Jo delves into why surrounding yourself with the right support matters and introduces listeners to a range of options available in the public service sector.

Key Takeaways:

• Mentors, Coaches, and Sponsors: Learn how these key figures, described as champions by Jo, can guide your career, offer new perspectives, and open doors to opportunities.
• Professional Associations and Events: Discover how organisations just like IPAA and sector-specific development courses help broaden your network and enhance your skills.
• Personal Networks: Hear inspiring stories from IPAA members on how family, friends, and informal connections play a pivotal role in providing resilience and encouragement.
• Tailored Support: Understand how to assess your needs and choose the right mix of support options to fit your career aspirations.

🎧 Whether you're just starting out or looking to take your career to the next level, this episode equips you with practical advice to build a scaffold of support that ensures long-term success.

Tune in now to uncover how to surround yourself with the right people and resources to thrive in your public service career!

SHOW CREDITS
Host: Jo Rose
Writers: Alessia Campagna, Nicola Hardy and Jo Rose
Producer and Editor: Alessia Campagna
Technical Producer: Anthony Watson
Executive Producers: Jo Rose and Nicola Hardy

Music Credits:
Let The Good Times Roll: Music from #Uppbeat
https://uppbeat.io/t/ra/let-good-times-roll
License code: DNAIHKYCKOUU6HBT

Enchanted Puzzle: Music from #Uppbeat
https://uppbeat.io/t/andrey-rossi/enchanted-puzzle
License code: YTN0OYX8RBDDUQ73

Easy Flow: Music from #Uppbeat
https://uppbeat.io/t/hybridas/easy-flow
License code: R2FTWOYRCB7YOW21

Not That Easy: Music from #Uppbeat
https://uppbeat.io/t/soundroll/not-that-easy
License code: MYQOVXXWAFZULECH

On Tiptoes: Music from #Uppbeat
https://uppbeat.io/t/soundroll/on-tiptoes

We would like to acknowledge the Traditional Owners of the land on which the podcast is taking place today. We pay our deep respects to all Elders past, present and emerging. We would also like to extend that respect to any Aboriginal and Torres Strait Islander peoples listening today.

Transcript

IPAA NSW acknowledges the traditional owners of the lands and waters this podcast is recorded on and pay our respects to elders past and present.  Through sharing stories on IPAA Insiders, we pay homage to the rich story telling history of the world’s oldest living culture, the traditional custodians of the lands on which we live, work and play. We extend our respect to all Aboriginal and Torres Strait Islander People listening today.

Welcome to IPAA Insiders, the podcast that takes the topics that are top of mind and shares unique perspectives and actionable advice from senior leaders, blue sky thinkers, and IPAA members across the sector.

Jo Rose

I get asked a lot about how to future-proof your career.  

Constructing a scaffold of support around you is one of the best ways I know to ensure a long-term PS career.

That support can take many forms. 

Finding a mentor, investing in a coach, seeking a sponsor to be your champion, attending professional development courses and events, joining a Professional association like IPAA and even informal support from family and friends - it all helps. 

In the unresolved world of work, having a team of people in your corner will give you an outside perspective and help you build resilience. 

In this episode, we’ll share a few different perspectives on the types of career support we see across the sector. 

Today, you’ll hear from experts and IPAA members as they share how they use mentors, coaches, sponsors, or as I like to think of them champions, friends, family, courses and events to support their career. 

This will give you can get a better understanding of what options you have and help you decide the right fit for you. 

Episode Four – What kind of support should I tap in to to grow my career?

Corrin Vaux

So there's three ways that I've invested in myself. The first being continuous improvement. Every person continues to learn throughout their career and build on the skills that they already have. For me, I have done some formal education, looking at short courses. I also read articles and do a lot of on the job learning. The second is looking for opportunities for growth. So I've always been on the lookout for opportunities like attending workshops or conferences where I can get some hands-on experience. Also looking at projects or side roles and then that works really nicely with networking and building relationships. And thirdly I regularly set aside time for self-reflection. I ask for feedback from my managers and stakeholders so that I can identify areas for improvement.

Jo Rose

This is Corrin Vaux, she’s a Senior Manager for Customer Service within Digital New South Wales and part of an award-winning team that won last year’s Customer Service Team of the Year from the Customer Service Association. 

Corrin joined the public service in May 2020 and as an IPAA member has attended many of our Skills for Success programs, is a regular at our online events and makes the most of our networking meetups. 

She is also part of a group mentoring program for people leaders that brings together three mentees and a mentor with public and private sector experience. 

As Corrin explains, being part of the group has helped put different issues and concerns into perspective and she’s come to realise that experiences are often the same, no matter the role or the sector. 

Corrin Vaux 

Each session a mentee would send through pre-reading around an issue or situation or scenario that they were finding themselves in and they needed help with. And this was for people leaders so a lot of those issues scenarios and situations are around how do we deal with team members who might be negative or who might not be showing up and doing their best. The light bulb moment came for me in the second session and it wasn't my topic it was actually a different mentees topic and it was about an underperforming team member. She started to tell the story got quite emotional because it was impacting not just her but also the wider team which was putting a lot of pressure on her and the mentor was just very direct and said this is actually a performance issue you need to go to HR.

In our working careers, I think everyone tries to solve problems on their own. They don't tend to reach out for help. And it was like a light bulb had gone off because I thought, actually, that's a really good advice. And why hadn't...

this person done that before. And I think they just needed to be told it's acceptable, it is okay to have that support that you need and it's okay to ask for that help.

Jo Rose

As Corrin explains, she was part of an inclusive group sharing what they were going through in their everyday roles or discussing bigger-picture topics. 

Which meant not only was Corrin learning from a mentor, but she was learning from the other mentees as well.

PAUSE

A good peer mentoring group like this is built on strong relationships, and as Corrin explains, relationships work two ways. 

Corrin Vaux

So what I found in my experience was everyone needs to put the effort in. Everyone needs to be open to communication. Everyone needs to be organized and everyone needs to be committed to maintaining the relationship. Because mentoring is not just a one off standard item. It's not one meeting. It actually happens over a period of time. So you need to be able to stay in touch regularly. how you do that is up to you but you also need to be prepared for your time with your mentor or mentees . You can't just turn up and go okay let's have a chat. It was great that we had pre-reading because we were prepared we could talk openly we could give advice we could share experiences and we were also very open to the feedback from our mentor. It's not just they're going to tell you what to do all the time, that's not how mentoring works, but they're going to open up your mind, they're going to try and get you to think about things in another way or shape.

Jo Rose

Corrin also has some excellent advice on what you can do to get the most out of a mentoring session. 

Corrin Vaux 

So after your mentoring session I would advise that you put some time aside for reflection. What is it that you come away with? What are your actions that you need to do? Or even just the thoughts on where your next steps are.

I would also show appreciation for your mentor, they're giving up their time and their time is quite valuable because generally they're in senior positions. And lastly, it would be great to keep them informed of progress. What we found is we would start our next mentoring session with just a bit of an update on the topic that we'd spoken about and our mentors say, well, how is that going? Have you put in place some of the ideas that we gave you? And it was great to see that circle come around again and close because that issue we had a great discussion about the person the mentee came away with actions and then we could say yeah those actions actually worked or in some cases no they didn't and I had to adapt and be flexible and do something different.

Jo Rose

Corrin has also built a strong peer support network. As she explains, this is made up of colleagues she works with currently or has previously worked with. She connects with them regularly, sharing where she is up to in her career or celebrating her wins. 

She actively seeks their feedback and advice, particularly around specific issues that come up. This two-way relationship gives her uplifting conversations that are motivating and valuable. 

Another key ingredient to consider as you build a strong support network is the people who believe in you - those who give you the nudge you need when your inner voice says, " I can’t do this”. It’s these sorts of people that I call champions or cheerleaders. 

Corrin Vaux 

I think the champion cheerleader concepts should come along naturally. It should be people that know you and are willing to put you forward. They can see all of the value that you bring and they say, you know, this is a great person. This person should be doing great things. I've had that champion cheerleader and I currently do have a lot of champions and cheerleaders in my corner. One of those would be my current manager. who's really kind of provoking me to do things outside of the norm.

They're there to push the boundaries, so to speak, and really put me into a different comfort zone, something that I'm not always familiar with, but challenge me to be my best. But you need to be a champion and cheerleader of yourself as well. You need to put your best foot forward. You need to know where your strengths are. And you need to be positive about the future. There are definitely lots of great things out there for everyone. You’ve just gotta find it.

Jo Rose

We’ve heard from Corrin just how effective mentoring and finding yourself a champion can be, and it’s a great option for those who want situational support.

But what if you want to take it further – either you’re in a management or leadership position or aspire to be? What kind of support can be helpful then? 

This is where a Coach may be the support you need. But what exactly is Coaching? What does an executive coach actually do? And how can it help? 

To help us answer these questions, we spoke to Rob Balmer.

You’ll remember Rob. We first met him in Episode 1 when we talked to him about the mindset you need to thrive in public service. 

He’s the Founder and Executive Chairman of coaching and leadership development firm Executive Central.

And has over 20 years’ of experience coaching leaders and managers across various industries and stages of their leadership journey.  

Rob Balmer

My passion for what we do and really the why I stay in what I'm doing is I actually believe people who take on the role of being leaders and managers are really taking on a tough gig.

It’s not easy. And we often see a lot of criticism of leaders and executives and CEOs in, the public. But. I don't think many people understand what often comes with it. You know, if it was easy, anyone could do it. And, uh, there are many aspects to leadership and management. it's incredibly rewarding on one hand to, to be successful and to more importantly, see other people be successful as a result of the support you've been able to give them.

Jo Rose 

As Rob explains, there are many different types of coaching, from psychologist-based coaching, which takes a more facilitating approach, to life coaches that focus on personal achievement through structured accountability and motivation techniques.

Rob’s firm practices what they call pragmatic, business-oriented coaching, where a coach needs to be able to wear one of four hats as appropriate.

As Rob described the roles a coach plays, I thought about how we can recognise them in the ways that the various people in our support network show up for us.  

First, there's the Facilitator Hat. This is about helping you explore your thinking through careful questioning and active listening.

Next comes the Educator Hat, where a coach introduces new information - whether it's a strategic framework or an interesting book that can expand your perspective. 

The third hat is the Mentor Hat. Drawing from their professional background, coaches share relevant personal stories and experiences.

Finally, there's the Consultant Hat. When a coach has specific subject matter expertise, they can offer targeted suggestions or advice that directly address situational challenges. 

For Rob, coaching is specifically tailored to the needs of the coachee.

He describes it as the difference between just-in-time development and just-in-case learning.

Just in case learning is learning information or skills you might need someday in the future - essentially, you’re learning "just in case" you need it later.

Coaching, on the other hand, is talking through all the things that are happening right now in your career, how to handle the challenges and opportunities you’re facing in your day-to-day role and thinking about where you want to go next, all with a development angle.

It's like getting fitted for a bespoke suit versus grabbing stuff off the rack “just in case” you need it one day. 

Rob has been both a coach and coachee, and his experience as a coachee has played a huge role in his career journey. 

Rob Balmer

When I just started coaching, um, as I said, I'd, I'd been appointed to the CEO role, but I was reporting into a, a vice president who was based in Singapore. And, after about  three months of reporting with this person, I was actually going to resign. I could not. Work out how to how to deal with this person.

The real issue was I would bring issues to our meetings And he would just say no, we're not talking about that  And what we're talking about are these things and and then would be so I'm not saying he behaved well Yeah, but I was just saying I thought right this guy is obviously just not someone I could work with.

And I actually made it all about me. You know, this bloke's going to stand in the way of my career. And the ego was well and truly flying off the handle. And thankfully my coach was actually able to sit me down and say, let's just have a look at what's going on here. What's his style? How does he operate versus how do you operate?

And to cut a long story short,  I'm A person that likes to be able to just throw topics on the table, bounce them around, brainstorm, you know, respond to things in the moment, right? This person was a highly analytical, detail oriented person who not, it wasn't that he wouldn't deal with me, he couldn't deal with me that way.

Right? He was feeling completely unprepared when I would drop things on the table. So all my coach said is, when's your next meeting? I said, right, next Monday. He said, why don't you just send him an email on Thursday and say, here are the three topics that I'd really like to talk to you about. Here's kind of what I'm thinking.

Now give him a heads up. Well, the meeting came around the next Monday, and it was like this entire other person just emerged from behind the curtain. And not only was he prepared to deal with me, he was way better at it than I was. The ideas that he came up with were sensational.

But, wow, all of a sudden, this is going to be great. Dealing with this guy, but it was just that realization that it was all about how I was going about it that was just not working for him and then resulting in, me getting completely the wrong impression that little change  really changed the result.

What it did for me, though, was that it meant that I spent four years actually in that role. Right. Whereas I was, I made up my mind. I'm gone. I'm going elsewhere. Uh, and, and I thought, wow, and I think back on those four years, they were probably the highlight of my, my corporate career.  And I would have missed out on all of that had I not just had that nudge in the right direction.

So for me, that was a major part in my career. Uh, and that was all from my coach.

Jo Rose

Rob’s shown us how coaching can be a powerful tool for reframing situations. He was able to turn his situation around completely with an external perspective. 

I wanted to explore this a little further, so I spoke with Liz Gould from Encountas to understand how this all works and what to expect from a Coach if you choose to go down that path. 

Liz is a performance psychologist and an Executive Coach. In episode one, we spoke to her about the importance of a growth mindset and how the work she does helps people go from good to great.

 Liz Gould 

So executive coaching provides a space for leaders to develop greater awareness, improve their leadership skills and strategically address any challenges that might be coming their way. One of the key. Benefits that helps executives gain insight is really about working with a coach to identify their blind spots.

We miss things all the time and having somebody who's independent, often outside of the organization to be able to look in through a different lens and go, have you thought about this or what about that and doing it in a safe way where the person can be as vulnerable. as they need to be and share some of the challenges they're experiencing.

Because quite often we don't always realize how we're limiting ourselves.  And by doing that, potentially how we're limiting the team. So having a coach is really important. Really enables the identification of some of those blind spots and what to do about them. 

I often find with working with Encountas and the coaches. Uh, the coaches that we work alongside is very much around some of the current issues that they're faced with as leaders and it may be around, how do I have a difficult conversation because people are underperforming? I know that there's interpersonal conflict that's happening between my team, but I'm not necessarily involved.

How do I actually manage that? Uh, we have We've lost a number of different staff and the resources, the funding for the resources hasn't got through. We've got to carry this for the next six months and we don't have enough hands on deck. How are we going to do that? And we are often a bit of a sounding board. external to the organization without judgment, without prejudice, where somebody can go, what do you think? Do you have any tips, tools or strategies to be able to help me cope with what's going on and to be able to help me move forward? So ultimately  working with a coach, what we aim to do is to improve your performance. support better decision making, increase your awareness around your own emotional intelligence  and generate highly engaged, high performing teams

Jo Rose

One of the resounding benefits I hear about working with a Coach is how they can help you really sense check those nagging feelings of self-doubt.

The ones that often keep us from putting our hand up for that high-profile project or throwing our hat in the ring for that new promotion. 

I asked Liz, what advice she might have for us about how to quiet that little voice in our head that tells us we’re not good enough. 

Liz Gould 

Sometimes what holds us back is our own self -limiting beliefs. Deep down in our core we often know what we want to do and how we want to do it. And it's our brain that tells us, nah. not yet, nah, you're not good enough. There's a little narrative that goes on in our head that really tries to sabotage our own success. And in some ways, we're conditioned to it and sometimes the workplace and even our Australian culture can condition us to withholding or holding ourselves back from success. think most people have heard of tall poppy syndrome. There's often a fear of that. So we tell ourselves, not yet, I'm not ready yet and all of these limitations that we place on ourselves often links back to our own self -belief or our lack of self -belief. Deep down you will probably know that you're ready or that you probably can do the job and that might be a bit of a stretch you've still got a bit of growth to do but ultimately you can do it.

The biggest piece of advice that I say to people, and this sort of leans into a more clinical term around exposure therapy, the things that we fear, the more that we are exposed to it, the less we fear it. So when I'm working as performance psychologist, and also too as a coach my advice to them is a couple of things. Number one.

Make sure that you've got some good people around you. Find your mentors, find your sponsors, maintain relationships with your networks, maintain relationships with your peers. So get connected is the first piece of advice. The second piece is really about the preparation.

Liz Gould 

So it's more of a tactical, strategic kind of approach where it's just black and white learning. Know the role, know the stakeholders understand what it takes and what skills and capabilities that you have. The third piece that I would say,

is go for it. Because often it's just your limiting belief that's holding you back. And what's the worst that could happen? You don't get the job? Okay, all right. You know, they say, no, you're not ready yet. Okay, yep, that's a bit of a gut punch. But what's the growth opportunity out of that?

Take your growth mindset. What can I learn from this? All right, it hurts a little bit, but what do I need to do to be better, to grow? What do I need to do to shift that needle from good to great? And what is the timeline? What are the actions that I can take? What are the three good things that I've done today? And what is the one focus that I'm going to have for tomorrow to get me closer to that goal?

So the go for it piece of advice is often the piece where people start to cringe and go, really, really? What it requires is courage. Everyone has it, especially when they're passionate about the role, when they're passionate about their career, the values that are aligned within themselves, that are aligned with the intent or the purpose of the role or even of the organisation. That's going to send you on the right course. 

Mandy Young 

I would say my defining moment was quite a while ago. It was probably back in about 2004 and it was one of those moments where I was working in policy in Department of Community Services around out of home care and child protection and I had been asked to go in and manage the child sexual assault task force. So I was looking at child sexual assault across Aboriginal communities and for me that holds a very big question in terms of what I was doing and what did that look like because it was a very big piece of work it was a public task force and I was very frustrated in the process. So I was representing the department through that but I was the only one often around the table with experience of talking to families and understanding what that looked like. And when I was asked to go in to do that I didn't feel I was ready.

So I was like, I'm doing policy, I'm managing, I'm all good here, but that's way too big. And so my defining moment was actually talking to my mum and my mum saying, well, you know you're frustrated by it now. If they put someone else in there and they don't do it the way that you want to do it, will you be annoyed? And I was like, yes. And she goes, well, why don't you just do it?

I think that for me has been such a defining moment because that's often how I think about things when I get asked to do something different or something that feels a little out of my comfort zone. So even being asked to do this role as Chief Executive of Cira, I take myself back to that moment and go, okay, maybe I don't know a whole lot about that, but I really want to do something to make that difference and I might as well give it a crack.

Jo Rose

This is Mandy Young she started out in the public service doing her placement as a social work student for the Department of Community Services as a child protection caseworker. She finished on the Friday as a student and started on the Monday as a frontline child protection caseworker. 

That was 25 years ago, and Mandy told me she’s stayed in the sector for so long because of all the different opportunities she’s been given. Her career spans work in policy, projects, frontline operations, back office operations, transformation and she really is the epitome of giving opportunities a crack. 

But Mandy hasn’t always landed every role she’s applied for. 

Mandy Young

There are a number of roles that I've been for that have been passed over, some very similar roles. And the reason I've been passed over has been probably out of my hands and actually out of the person who is recruiting me's hands in some sense. So I may have been the person that shone through the process, but didn't actually get the role. Well, that was what I was told. And I've dealt with those setbacks in different ways. So at the start, I would just cry if I'm honest about it, and be really upset and not understand and be quite badgering of the recruiter of why and what and what can I do. 

And as those experiences continued in different ways, I started to go, well actually I can't change that. So what am I in control of? And thinking about what's in my span of control. And if I can't control it, then I just need to let that go and find somewhere that works for me and something that fits for me and where I'm going to be valued.

for whatever reason it is or whomever is making that decision that they didn't think that was the right thing for me. So for me, that resilience was really built by going, actually, I'm not in control of any of that and I need to stop getting so upset about it, which is hard. I might have my tears now for five minutes, but move on really quickly to go, it's out of my control and let's just get on with it.

Jo Rose

Coaching, family support and mentoring have played an important role in Mandy’s career trajectory. 

As she explains to me, her mum gave her the nudge she needed at the time,  her coach is there to challenge her in a structured way and push her thinking around her career, and her mentors are people whose experience she really values and learns from in a less formal way. 

For Mandy they are equally valuable and have been an important feature in her career. 

Something I’m always interested in when talking to our IPAA members, especially our Senior Leaders, is how they play the strategic career game and whether a master plan is something they embrace. 

Mandy Young 

It's a great question and one that makes me laugh. I've had about 300 master plans, I think, in my time. And I think when I started out, I thought I'm going to work in jails with families and that's what I'm going to do. And then, you know, I start doing a piece of work and I no, actually that's what I'm going to do. And no, that's what I'm going to do. So the plan changes. And I think that's partly about being open to opportunity when it springs up and being open to taking that and also being being resilient when it's closed off and you think you actually want something, then something else will come along. So I think my master plan has changed about a hundred times. I've never really, if I'm honest, had one. And I actually had a session with my coach yesterday and she's like, well, what's next? not clearly I'm not going anywhere now, but sort of in five years from now, what does that look like? And I just go, I'm not, I'm not going to look that far ahead. I just, there's no point. It never really works out. Let me dig in here and then I'll start to think about that as I get closer to thinking about what's next because the master plan never works.

Jo Rose 

So maybe a masterplan isn’t for everyone, but what about playing the career long-game. What do you need to be thinking about then? Here’s Rob again: 

Rob Balmer

But my advice to people who want to play a more strategic long game about their career is that I think they need to look at more dimensions than just the job itself. Like so people will tend to say I want to go from here to here to here to here. One of the things I say about careers, it's certainly been the case in my career and I would imagine yours as well. You can only look at your career backwards. You sort of look at it in reverse and go I know where I went.

But if you went back 10 years and you said, is that what you thought would happen? The answer is almost universally no. There's no way you could have picked what was going to happen.So if you want to be strategic about your career, rather than defining it by what role you think you want, it's more trying to define what will success for me in my career look like, feel like, what will I be doing? 

And so in the work we do with people around career, we've got a thing we call our career map. And it's a multi -dimensional, it's like pieces of a jigsaw puzzle that are all worthy of consideration. So for example, this is just, this is not the only thing, but one thing that it's really important to understand is what are your unique talents and strengths. We use the Gallup Strength Finder as an example, it's a wonderful tool to really get into the unique talents and strengths that individuals have. And then starting to say, well, if I understand those, what would I be able to aim those at in my career, where I would be really using those strengths? Because all of the research shows that people who use their strengths every day at work, you know, are way above the average on a whole lot of measures, know, success, productivity, happiness, wellness, mental health, It's just like everything you would want comes down to do I get to use those core strengths? Now, that's just one dimension that's worth considering. So coming back to being more strategic, I would be saying anyone right now can kind of work on a career map like that.

It talks about things like creating your own board of support, your own support board of advice, right? Who are the people who are your close confidants who are there to give you honest feedback, support, input, that kind of stuff. So I'd say getting away from, you know, I want that job.

and more about defining what does your future state look like is the better way to do that. Now, then what I would say is in support of that, it's really important to think about how do you keep adding skills, capabilities and things to your kit bag of tricks. And that's where getting off the linear path is often a really beneficial thing to do. So in a lot of public sector clients that we've worked with, the opportunity to act in roles laterally or take lateral moves in their career, if that means they're going to be able to build up different skills, is a really sensible thing to do. Otherwise, the danger is if you think, this is my line, this is where I'm progressing upwards, I'm going up this way. Well, okay, but you're gonna hit a point where there's nowhere to move to on that line.

And you might be sitting there for years waiting for there to be a vacancy. Well, meantime, there's all these other opportunities over here that could have kept you progressing along the way. 

Jo Rose 

That’s the end of today’s episode. I hope we’ve been able to show you how building a cheer squad you can call on for different things will help you as you build on your career within the public service. 

Support comes in many forms—whether it's seeking a sponsor who recognises your true potential, investing in a coach to help you achieve specific goals, or finding a mentor to navigate challenging situations. Each can play a vital role in your journey. 

We’ve also heard about the value of leaning on your trusted circle of friends and family. Their fresh perspectives and timely encouragement can make all the difference, giving you the nudge you need.

And remember, IPAA is here to support you, too. We’ve been supporting the NSW Public Sector for the last 90 years. In fact, it’s our birthday this year.

Our essential skills courses are designed to strengthen your capabilities, while our networking events help you expand your connections. 

All of these opportunities are your pathway to future-proofing your career.

As is listening to this podcast.  

You've heard the old saying - It takes a village to raise a child. It ALSO takes a village to build a career.   

And I know that it can be hard to juggle work and life, but please take some time to reflect on what you need and how you can build that scaffolding around yourself. 

I guarantee it will give you that extra nudge of momentum as you face the inevitable challenges your career throws at you. 

To make it easy, I’ve put a graphic on LinkedIn so you can see your support options in one place. 

I always love meeting members investing in themselves so please reach out tell me what support you find most helpful. 

IPAA Insiders is a production of IPAA New South Wales. Our producer is Alessia Campagna with mixing and sound design by Anthony Watson. 

Our executive producers are me, Jo Rose and Nicola Hardy. If there is anyone you know who might get something out of this episode, please share it with them. If you want to ask our community a question, you can message me on LinkedIn.

If you're enjoying this series, we want to know. We always love your feedback. Leave us a review on whatever podcasting app you use. It's just one key to getting new people to discover the show. See you next episode for IPAA Insiders