By Kris Grant >>

IT SHOULD NOT BE NEWS that lockdowns aren’t fun for anyone. Businesses are impacted, and so are the people in them.

Leaders are worried about business, and employees are stressed about their health, safety and livelihoods. And as almost every state in the country currently faces sporadic lockdowns and COVID-19 restrictions, tensions are high.

Lockdowns are a test for even the most empathetic leaders, and those who are open and transparent with their teams are those whose teams will thrive during times of crisis.

So, how can you demonstrate your commitment to your talent and ensure your employees are supported throughout the lockdowns and beyond? By working hand in hand with human resources (HR), and implementing the following strategies: 

Prioritise mental health within your workforce

As a leader, it’s important to be aware of the mental health issues the current lockdowns and restrictions might trigger for your workforce.  Set up a time to address your organisation, and clearly communicate that their mental health and wellbeing is your number one priority during the lockdown and COVID-19 restrictions.

Give your staff permission to take a day off if they need, and offer judgement-free support by providing the contact details for mental health services like Lifeline and Beyond Blue.

If your organisation doesn’t yet have clear mental health best practice in place, this should be at the very top of your priority list for you and your HR counsel, even when the lockdowns end.

Employee assistance programs have never been more important, so clear some time in your schedule to evaluate the needs that might arise for employees in your industry, and work with your HR and internal communications teams when rolling it out, in order to clearly communicate to staff the assistance that will be made available to them.

Encourage collaboration time for your remote teams

Collaboration and incidental learning are imperative to personal and professional development, both of which happen far less in a remote work setting. This is because employees miss out on incidental interactions and the moments of listening and connecting with one another that they would get when sitting in an office space.

To create opportunities for incidental learning for your remote team, encourage teams within your organisation to schedule both work collaboration time, and social time, throughout the working week. This might take the form of a new project brainstorm, a recurring weekly trivia quiz, or a lunchtime exercise class.

Whatever it is, providing an opportunity for staff to meet will increase team bonding, and maximise incidental learning opportunities, making them feel like part of a team even when they can’t share the same physical space.

Equip your team leaders with EQ skills

At ASPL Group we see a lot of organisations fall down by leaving their team culture and wellbeing to their HR department. While HR is key to guiding culture and employee wellbeing, it’s not HR’s sole responsibility to drive the team’s morale. Leaders are responsible for this, too.

Consider rolling out professional development for managers at all levels of your organisation, to better equip them with EQ skills (emotional intelligence, expressed scientifically as 'emotional quotient').

Working with dedicated leadership and management consultants to improve leadership styles within your organisation is the best way to better support your employees, particularly in a remote working environment. After all, your business is only ever as good as your team, and deny as you might, company culture is a direct result of the company’s leadership.

As a leader, it’s so important to actively try to enhance the employee experience.

Your organisation is only as good as its people, so giving them the best experience possible during lockdowns and COVID-19 restrictions should be one of your biggest priorities.

About the author

Kris Grant is the CEO of ASPL Group, a consultancy that works with executives to help them be better leaders and build stronger teams.

By Leon Gettler >>

AUSTRALIAN workplaces have been transformed by COVID-19, according to @Workspaces founder and managing director, Jenny Folley.

Ms Folley said that as businesses were now bringing workers back to the office, behaviours had changed.

She said this was most evident in her business @Workspaces, where the behavior of both staff and clients have changed in a several clear ways.

First, now people have to sign in when they arrive at the workplace. This applies to both staff and clients.

All the workspaces at @Workspaces now have hand sanitizers. Hand shaking has been replaced by either a wave or an elbow rub.

People are also keeping a 1.5m distance between them.  

People have to wipe up after themselves in shared areas. The company provides paper towels and sanitized wipes to wipe hands and laptops.

Paper cups and wooden stirrers are in the share kitchens and people have to dispose of the paper cups in the recycle bin, rather than just leaving them there.

People should not touch the phones of others, Ms Folley said.

And gone are the days when people should be seen as heroes struggling to work when they’re sick. The respectful thing for people to do now is stay at home and work from home.


“In our workspaces – we have locations all around Australia in Brisbane, Gold Coast and Melbourne – our staff are trying to encourage clients to do this,” Ms Folley told Talking Business.

“We make sure that everyone who comes into the office sign in and they do sanitize their hands and out staff make sure the common areas and our shared areas are wiped down regularly.,” she said.

“We have also trained our cleaners to do the right thing and I think the clients are fantastic. They respond to this.

“They know you’re trying to keep them safe and keep them in a safe environment.”

Ms Folley expected this would continue for some time.

“A lot of this is things we should have been doing anyway: being respectful, especially in shared areas, the wiping down after yourself, that’s just the respectful thing to do,” she said.

“We are finding they (clients) are far more respectful now. I think with washing your hands, we all forgot to do that. And I think we’ve all learned to work from home now.”


Ms Folley said one of the big permanent changes created by the pandemic will be around travelling to work, with people sometimes spending an hour to an hour-and-a-half travelling to and from work.

She said her business tries to employ people living closer to the workspace.

“What are doing is trying to create little workspace pods all around Australia so people can work closer to home and they don’t have to travel,” Ms Folley said.

“You can walk, you can ride your bike and working in a garden setting with open fresh air, not with shared air conditioning.

“Times are going to change and the way we work is going to change, but maybe for the better.

“So rather than just be focused in the city, which we used to be, and in big buildings, you are going to find more homes converted into offices where it’s in a garden setting, where people can walk or ride their bikes,” Ms Folley said.

“That will be the future. So you can work from home, or work close from home.”


Hear the complete interview and catch up with other topical business news on Leon Gettler’s Talking Business podcast, released every Friday at



Brisbane office style: @Workspaces is seeing a surge in demand from people getting away from working at home.

A NEW ONLINE guide to succession planning has been released, with the latest available data revealing just 17 percent of Australian family businesses have a unifying plan for the future.

The Introductory Guide to Family Business Succession Planning – co-produced by Family Business Australia and the Australian Small Business and Family Enterprise Ombudsman’s office – provides a step-by-step guide to passing the family business on to the next generation.

“Succession planning can be challenging,” Family Business Australia (FBA) CEO Greg Griffith said. “But with the right approach, supported by quality information and advice, you can achieve rewarding outcomes. 

“Our guide provides a great starting point for families in business to consider the what, why and how of transitioning the business to the next generation.”

Australian Small Business and Family Enterprise Ombudsman Kate Carnell said there had never been a more important time to initiate a succession plan, given the highest proportion of business owners are aged between 45 and 59 years. 

“Australia’s most successful family business stories – and there are many - are a result of well-executed succession planning,” Ms Carnell said.

“However, a  KPMG report reveals 54 percent of family businesses have no documented succession plan in place and no retirement plan for the current CEO.

“That’s particularly worrying when our Small Business Counts report shows more than 60 percent of employing small business owners are approaching retirement age.

“This generational shift presents a number of challenges for the sector and the economy more broadly as some business owners may find it difficult to attract a buyer. It really highlights the need for meticulous succession planning for those family business owners who are planning to retire in the coming years.”

FBA CEO Greg Griffith said the easy-to-read guide offers tips on how to handle tense conversations that can arise between family members throughout the transition phase.

“The key to families working well together is to have really open and honest communication – which can be difficult when your boss, colleague or direct report is also a member of your family,” Mr Griffith said.

“Our succession planning guide offers practical tips to ensure an orderly transition process.”     

The free Introductory Guide to Family Business Succession Planning is available on both the Family Business Australia and the Australian Small Business and Family Enterprise Ombudsman’s websites.


EMPLOYERS covered under the General Retail Award are being reminded to update their payroll system, as the final increase to the weekday evening rates for casual workers takes effect.
Workplace relations advisor, Employsure is highlighting the situation.  In September 2018, the Fair Work Commission agreed to increase the penalty rates for casual workers covered by the General Retail Industry Award 2010. These rates have gradually increased since 2018, and the next increase is due from the first full pay period on or after March 1, 2021. 
The new penalty rate changes apply to casual workers who work hours after 6pm on Monday to Friday, and will now see them paid 150 percent of their minimum hourly rate (inclusive of casual loading). This is up from 145 percent, which came into effect last October. 
“While these increased casual evening rates will put a strain on employers in the retail industry, they should take solace in the fact that this is the final expected rise,” Employsure business partner Emma Dawson said.

“Employers have had to adapt to a number of industrial relations changes as a result of the pandemic over the past 12 months. When the JobKeeper wage subsidy ended for many businesses ahead of the holiday period, employers were forced to hire less casuals than usual because they simply weren’t able to afford the increased pay rates over permanent workers.
“While employers should already be used to these increased penalty rates, many have been surviving week-to-week due to a drop in demand. With the COVID-19 vaccine now being rolled out across the country, there’s hope this demand will return to normal by the end of the year.”
Amendments ranging from minor to major have been made to several other awards throughout 2020 and into 2021, following the four-yearly award review process and clarification from the Fair Work Commission (FWC) on how some award provisions apply.
Some awards have seen no significant changes, but rather more cosmetic changes and simplified language choices that don’t change the substantive nature of the award.
Awards with minor changes include the Building and Construction General On-Site Award, the Joinery and Building Trades Awards, the Mobile Crane Hiring Award, and the Plumbing and Fire Sprinklers Award. The FWC is still yet to decide some potential substantive changes to the Building and Construction General On-Site Award.
“Modern awards have been updated constantly throughout the past year, and it’s up to business owners to stay up to date with any changes that may affect them,” Ms Dawson said.

“Employers should always double check their payroll systems and stay up to date with the FWC website to ensure they are meeting their minimum pay obligations.
“Some employers may not be aware of the changes and could run the risk of underpaying their employees. When it comes to an employee’s minimum wage, their entitlements are set apart across a variety of factors such as industry, job type and experience in the role, and are therefore important for employers to understand and abide by,” she said.


By Leon Gettler >>

BUSINESSES can only rebrand themselves in a competitive market by recruiting well and teaching  executives how to lead and manage.

According to Bruce Tulgan, founder and CEO of the US based consultancy Rainmaker Thinking, businesses might even look to the military for ideas.

He believes some organisations are struggling to attract strong talent. They are looking for solutions in the wrong places.

“Our research shows that high performance is the most sustainable way and what we’ve learned is it’s your leadership culture, it’s your management culture. That is the way to brand yourself as an organisation in a sustainable way,” Mr Tulgan told Talking Business.

“Too many organisations have a leadership culture by default instead of a leadership culture by design and as a result of that, most organisations, their leaders, managers and supervisors are under-managing people. They are not providing enough support, guidance and direction, and in today’s environment, that is a really damaging culture to sustain. 

“The problem is it takes a huge amount of effort and energy to move your culture to strong, highly engaged leadership, high performance and high rewards for everyone.”


Mr Tulgan said military organisations were a good example of entities that do it well. They recruit a lot of extraordinary people but a lot of ordinary people too.

It’s just that they get extraordinary performance. It’s not because it’s an easy job or high pay. What delivers results for the military is ‘mission-driven work’ and the leadership culture, with leaders or officers who are strong leaders and coaches that know how to build their teams and make them better.

”I always point to the military, not that I suggest business leaders turn their organisations into military style organisations,” Mr Tulgan said. “But there, even when they don’t pay much, even when the job is dangerous, even when they have to hire a lot of ordinary people, they are able to get extraordinary performance out of people all day, every day, and they have low turnover among high performers. Why? Because they build a great leadership culture.”

Mr Tulgan said it is very hard for people to succeed in work places where they are not getting enough support and guidance from their managers.

He said the top managers in business, like the best officers in the military, are not barking orders at people but teaching their teams and subordinates how to follow – and they have a culture where they don’t put anyone in charge of anyone without teaching them to lead.


This is where the best part of military-style leadership comes to the fore.

“A huge part of what works is the dialogue, not the push-ups.  It’s the coaching, not cleaning the latrine with the toothbrush,” Mr Tulgan said.

“I’m not suggesting that every aspect of military culture is what you want to bring into the private sector. What I’m saying is, learn how well the dialogue and the coaching works.

“When people come into an organisation, we teach them a lot and one of the things we don’t teach them is the basics of ‘followership’. How to be a good citizen in this organisation, how to prepare for meetings properly, how to prepare for one on one conversations with your immediate leader/manager/supervisor, how to keep your manager informed of what you’re doing and make sure you are going in the right direction.

“And likewise, we put people in positions of supervisory responsibility without teaching them how to do the people work,” Mr Tulgan said.

He said usually people get promoted because they are good technicians or good at their job, but they are not given the training to manage people.

“We teach them how to do a little extra paperwork, nobody ever teaches them how to do the people work.” 


Hear the complete interview and catch up with other topical business news on Leon Gettler’s Talking Business podcast, released every Friday at  

By Leon Gettler >>

ROBOTS are taking over industry and businesses need to get ready.

Mervin Chiang, head of market development at Procensol Australia, said companies needed to get on with their change management programs to get ready for it. 

He said robots were already taking over, even though we might not yet know it.

“If you think about it, technology always starts with the home before the corporates,” Mr Chiang told Talking Business.

“We had the weekend experience of social media before corporates started using things like Slack and Teams in various chatting ways to collaborate. It happened at home before it happened with the corporates,” Mr Chiang said.

“It’s the same with robotics and AI (artificial intelligence). We have Google Home, we have Alexa, we have Google Assist on our phones and we use GPS. There is a lot of AI everywhere.

“It’s no longer a robot arm that puts a car together, I think a lot of people think about bots and then automatically think of Terminator and robot arms. We’ve got to expand that understanding and corporates are trying to catch up.”


Mr Chiang said bots could now be programmed to mimic keyboard strokes to help alleviate menial, mundane or brain-numbing tasks of copying and pasting spreadsheets or crating letters out of systems. This made them an important part of any business.

“If you think about it, any industry that needs a computer to do work would have lots of spreadsheets, PDFs, emails to deal with and with quite a percentage of that work, bots can already do it today,” he said.

“So if you think about bots that way and not just robot arms in the production line or AI in a kind of futuristic predictive super-smart, Teminator 2 type of way, then pretty much every industry would be impacted by it. We already have chatbots in the retail and services industry so it’s starting to grow and hit every industry.”


This means people need to redefine what a bot means and understand what it can do for the business. He said rather than resulting in massive job losses, it could create many new jobs.

“I see it more as productivity prosthetics, to help with productivity and creativity, to take away the boring bits so that we can actually thrive,” Mr Chiang said.

“So if you’re part of an industry where your skill set is to do the boring bit, then we as employers in the industry have a responsibility to upskill or change the way they’re skilled to help increase productivity,” he said.

He said companies need to plan ahead and know that it’s coming. They need to invest in change management.

“It’s really basic transformation stuff. To understand there is a new technology. It’s potentially disruptive. To collaborate,” he said.

Mr Chiang said one of the big issues was that when bots or AI are introduced into organisations, the issue becomes whose job it is to manage. Is it the CIO’s job? The person in IT? Is it an HR job to upskill and train?

“Planning collaboration between HR and IT is one of the key steps and also to understand where these knowledge workers are and how they can actually increase their productivity if you take away the boring bits,” Mr Chiang said.

“To be able to plan what that is actually quite important.”

He said businesses needed to start planning for a digital workforce. One that will be more skilled. 

Hear the complete interview and catch up with other topical business news on Leon Gettler’s Talking Business podcast, released every Friday at  

By Jordan Reizes >>

WHAT MAKES a great leader, especially in rapidly changing circumstances?

I recently had the chance to interview Australian cricket legend Adam Gilchrist. Adam retired a few years ago, but when I asked people on social media if they had any questions for him, my inbox was inundated with people telling me that ‘Gilly’ was their favourite player.

No pressure.

We covered a lot of ground on the different aspects of leadership and how, if it’s done well, it can change the game. This got me thinking about how we can apply those strategies in our business lives. 

In business, as in sport, things don’t always go our way. During our conversation, I learned that from Adam’s perspective, attitude really is everything.

The right attitude is a critical element in changing a team’s results. He spoke highly of one of Australia’s greatest batsmen and his former captain, Steve Waugh.

Gilchrist reflected on the first team meeting in India in 2001 (the Australians hadn’t won in India for 32 years) and how Steve’s first words have stuck with him to this day.

Waugh asked his team, “Attitudes are contagious, is yours worth catching?”

Steve Waugh led by example. In posing this question to the team, he communicated that by focusing on the goal rather than their excuses, they could win.


Focusing on the reasons that you can be successful is totally different than unwrapping all the reasons you can't.

As leaders, we need to be aware of this and focus on how we create a contagious attitude.

So, how do we do that?

The truth is, there isn’t a set way to lead. A leader brings their unique set of skills and values to the table – something Gilly pointed to in our chat.

“Of all the captains I’ve played under, they’ve each had a unique approach to leadership,” he told me. 

Gilchrist said one of the great leadership qualities of Mark Taylor was his ability to communicate in a clear and concise manner.

If leaders don’t clearly communicate why an action is necessary, people won’t be motivated to assist.

In fact, there’s a common communication mistake that leaders often make. They assume that communicating the what and how of a situation is the best way to influence and direct their audience. They often think the why is evident – and so it goes unsaid.


Effective communicators understand the value of why, and how it can motivate their team by arming them with the necessary information and insight.

To this end, technology is playing an increasing role with real-time intelligence, data and analytics providing the ability to gain insight into the why that may not have been available before.

“Early in my career, at the start of a 1997 tour, Mark Taylor sat me down to explain the role I was to fulfil alongside the big-name players,” Adam Gilchrist told me. “I came out of that meeting feeling just as important as Steve Waugh or Shane Warne, because he had given me responsibility and accountability.”

Responsibility and accountability encourage people to back themselves. I think this concept rings true whether you’re an elite athlete, a business professional or public servant. 

See the full interview and hear all the leadership insights ‘Gilly’ had to share, here:


Jordan Reizes is Asia Pacifc-Japan vice president of marketing for enterprise cloud and hyperconverged infrastructure company Nutanix. 



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