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A recent study by McKinsey analysed 3,000 change initiatives globally and found that 70% fail to achieve their stated objectives. The Australian results were similar: according to research by Deloitte Australia, only 34% of organisational change programs met their original goals. The interesting finding wasn't that change is hard - we knew that. It's that the factors causing failure are remarkably consistent and predictable. Understanding these patterns helps you navigate cha

There's a pattern that plays out in workplaces everywhere: a highly capable woman consistently delivers excellent work, supports her colleagues, solves problems before they escalate, and somehow gets overlooked when opportunities arise. Meanwhile, her less-accomplished but more vocal colleague gets the promotion. This isn't about working harder. It's about understanding a fundamental workplace dynamic that affects women disproportionately: the relationship between competence,

A senior analyst was recently asked to present her findings to the executive team. She opened with: 'I might not have all the answers, but I've done some preliminary research...' The reality? She'd conducted a comprehensive six-month analysis with data from 12 markets. Her male colleague, presenting similar work, began with: 'Based on our research, here are three strategic recommendations.' Both presentations contained good work. Only one positioned the presenter as a strateg

When Sarah was promoted to team leader, she was thrilled. Six months later, she was exhausted. 'If I'm direct, I'm told I'm too aggressive,' she explained. 'If I'm collaborative, I'm seen as indecisive. I feel like I can't win.' Sarah had discovered what researchers call the 'double bind' - a leadership paradox that disproportionately affects women. Understanding this phenomenon can help you navigate it more effectively. What the Research Shows Studies from the Australian Hum

When LinkedIn analysed 20 years of career trajectory data, they uncovered something fascinating: the most successful professionals didn't follow a ladder. They built what researchers now call a 'career lattice' - a series of strategic moves that look sideways, backwards, or diagonal on paper, but compound into significant advancement over time. For women, this pattern is even more pronounced. Here's what the research reveals about how successful female professionals actually

There's a peculiar phenomenon in Australian workplaces where new managers - particularly women - adopt what I call 'apologetic leadership'. You've seen it: 'Sorry to bother you, but would you mind terribly doing that report we discussed?' or 'I hate to be a pain, but could you possibly meet the deadline we agreed on last week?' Here's the uncomfortable truth: when you apologise for managing, you're not being nice. You're undermining your authority and, frankly, confusing your