Blog

data informed strategy
It seems that more and more organisations are seeking to be ‘data driven’. This started many years ago now with a small cohort of companies, however it really does seem to be included somewhere in the charter or strategy of almost every company we encounter. And it is something that puzzles me to be honest. Why would you let data drive??
Bring back business management
A large number businesses and organisations are facing a problem I am seeing across the country. They have people in senior positions who are technically brilliant or inspiring leaders, but struggle to gain both employee engagement and business outcomes.
Before people bang their coffee cup down or click the page, having people who have excelled in the technical nature of the business, or those who are business visionaries in senior roles is not necessarily a bad thing. If they understand how to link the organisational strategy to the day-to-day operation of the business. If they can engage team members in the vision of the business and the achievement of the business goals.

The Peak of Loneliness

Aug 03, 2017 Written by
One of the services we offer is Executive Coaching, particularly for those who have just commenced their first Executive position. We see people excited, proud and quite frankly scared to death. The first executive appointment often feels like a monumental achievement, the culmination of many, many years of hard work and education and a willingness to go above and beyond. People are often attached to the status of these positions – and for the record we are not saying that is necessarily a bad thing – and many report feeling like they ‘have arrived’.

How not to interpret data
Have you ever seen a study that shows a massive upward curve evidencing the vast improvement seen in the study, only then to notice that the scale on one of the axes is not quite right? If the axes were in the appropriate unit of measure the study would actually show a minor or negligible improvement. Unfortunately, the stark truth is that you can make data say anything you want if you try hard enough. You can change the visualisation, the axes, heavily weight certain criteria, interpret an element as critical. And the starker truth is that not all of this misrepresentation or misinterpretation is nefarious or even deliberate. Often it is actually our bias or preconceived view about what the answer is or isn’t that dictates how we interpret data and the patterns we recognise.

The Employee Engagement Survey has long been used to varying levels of success. This is largely down to 2 elements:

1. How well the data analysts turn perception based data into insightful strategic action.

2. How quickly and relevantly the organisation follows up the survey with some form of action.

In all honesty, the act of interpreting perception based data can be more art than science – even though there are of course solid scientific methodologies for the practice. The art element is really utilising the scientific methodologies to interpret the data, and then using experience to interpret what that perception is revealing about the realities of the organisation, and how that is strategically relevant.
Big Data and the Future of Learning
Predictive modelling is set to revolutionise how organisations deliver L&D initiatives. HRD explores the latest developments and where the future might lead.

HR PROFESSIONALS are becoming more and more adept at utilising the insights gleaned from big data to bolster their decision-making capabilities. Talent management, recruitment and performance management are just three areas in which big data is being used, not just to underline past trends but to forecast ahead.

Now it’s time for L&D departments to get in on the act. Karlie Cremin, principal of Dynamic Leadership Programs Australia, says this is a relatively new development, especially in Australia. While some companies are embracing data insights, Cremin says there are unique challenges in the L&D arena, primarily because there is not as much pre-existing data on L&D activities.
Recognition and Reward – and Consistent Feedback
I have been struck with a few projects lately. The degree to which so many people in the world feel undervalued in their work is shocking. What is even more surprising to me is that in most of the cases where we encounter this, the people who feel undervalued are often in fact highly valued by the organisation and by their peers.
Productivity Lessons from the Sweatshop in my Living Room
OK, so I admit that’s a little dramatic. Let me break it down. As you may be aware we are a Leadership Partner of the upcoming Creative Innovation conference in Melbourne. Part of that partnership involves providing an item for the goody bag for the delegates. And so it was, that we found ourselves sat on my living room floor (husband also enrolled in the process), unwrapping, taking apart, adding a tag and re-wrapping 650 items. To be honest it’s one of those tasks you don’t think will take very long until you start doing it. And then you start imagining having to quit your job and maybe completing it a couple of minutes before you die.
Employee Engagement | Is Transactional or Transformational Leadership the Most Effective?
There have been a number of studies undertaken with the hope of discovering whether transactional or transformational leadership, leads to greater employee engagement. On the surface one might hypothesis that transformational leadership would be the preferred style by employees however the findings are not that clear cut and there are some important distinction to be gained for both leaders and organisations.

In reality both forms of leadership have their place in the appropriate context, however many organisations will require a blend of leaders who display the skills of  transactional and transformational leadership.

So let’s first look at some broad definitions for both leadership styles and discuss how they are best utilised in an organisation.

Employee Engagement
There has been a great deal of discussion in recent years around creating more ‘human workplaces’, where individuals feel that their humanity and their contribution matters and clearly differentiates them from other inanimate commercial inputs.  There is also a commercial argument  for cultivating a more human workplace,  let’s face it  happier more engaged employees are more productive, take less sick leave and are more likely to stay with their employer for a longer period of time.

How much is unconscious bias costing your organisation?
This article was featured in Hunter Headlines on 7th May 2016.



The vast majority of organisations would like to think that they are open, fair and non-discriminatory in their recruitment and workplace practices. However, the statistics and anecdotal stories paint a very different picture.

Why does diversity matter?

Organisations that are truly diverse have access to a broad range of opinions, experiences and points of view, and can collaborate to uniquely problem solve by tapping into this knowledge. The organisations that are early adopters to creating a well balanced diverse workforce, not tokenistic approach, will be rewarded, as they will find themselves in a position to harness a unique competitive advantage.
Why Do Businesses Waste So Much Money In Court?
I remember a time not so long ago when people were willing to have conversations and negotiate mutually beneficial outcomes. And yet, the business world seems decades from that now. We at DLPA work with a lot of construction companies, and what we are seeing occur in this industry in particular now is that legal costs represent on average a staggering 20% of all costs to the business. Sometimes a lot more. And we are all paying for that in overall cost of construction in this country.

Keeping Steady in the Wake of Economic Unrest
I think it’s pretty safe to say that the world is in a state of accelerating change - and the economy doesn’t quite know how to take the latest jolt of unexpected (for most of us) stimulus - the Brexit result - certainly seems to highlight the knife edge on which our economies hang in the globalised world. My view is that Brexit will have a long lasting and widespread effects in the world marketplace - even if there does somehow manage to be a ‘but we didn’t really mean it’ put through. The process has highlighted the power of crafted question to wreak havoc, unseat Prime Ministers and send the world into chaos.

In this environment it is crucial that businesses find a way to craft a new normality. One that remains steady in the face of economic unrest, and that can remain profitable and reliable with any external stimulus. So how do you achieve this?

5 Ways to Rescue Your Team Meeting from Failure
It’s not uncommon to hear people walking away from a meeting saying ‘that’s an hour of my life I’ll never get back,’ and it’s true. Time is a precious commodity, it’s one resource that is finite. So why then are we conducting ineffective meetings where we waste the time of multiple people who could be doing something more productive?

It’s important to understand why you’re having your team meetings  and to communicate that reason effectively to all those involved, you really need to gain everyone’s buy in to maximize the outcome of regular meetings both for positive team culture and bottom line results.  Here are 5 tips to ensure you save your team from wasting time and opting out of team meetings.

Why are we so careless with time?
I am very clear - time is the most valuable asset I have. Why then are people so careless with it? We’ve had a couple of experiences of late where people have not respected the time we have afforded them. In one instance - today in fact - I had a phone conference scheduled at 9.30 a.m. When the client hadn’t phoned in by 9.40 a.m. I moved on to other things. They phoned at 9.55 a.m., some 25 minutes after the agreed time.

Another instance was another member of our team had a meeting scheduled in a fairly remote location. It was a considerable drive to get to the meeting, and the person the meeting was with was aware of the travel. When our team member arrived she was informed that the person she was to meet had double booked - and was promptly handed a brochure to read for 45 minutes!

Why is it that we take our own time and the time of others for granted? And how can we go about managing our time better?

Page 1 of 3