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All Posts By

Olivia Mitchell

Apr 01
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What to Do When Your Board Is Meddling in Operational Work

By Board & Governance

Today’s uncertain environment has prompted many board members to take on more operational roles, which can be disruptive to the leadership teams executing the work. Leaders who diagnose what’s driving the board’s overreaching behaviour, rebuild clarity with their own teams, and put simple communication structures in place can stop drift before it becomes dysfunction. When everyone is clear on their role, the board shifts from bottleneck to strategic partner, freeing the leadership team to lead with confidence, focus, and speed.

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Apr 01
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How you can learn from top CEOs to master each season of leadership

By Leadership

Drawing on decades of CEO experience, A CEO for All Seasons outlines four critical phases of leadership: stepping up, starting strong, staying ahead, and sending it forward. It emphasises that successful leadership requires self-awareness, bold yet inclusive decision-making, continuous learning, and an outward-looking mindset to avoid stagnation.

Across each stage, leaders must balance reflection with action, evolve their teams and strategies as contexts shift, and ultimately focus on legacy by setting up their successors and organisations for sustained success beyond their tenure.

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Apr 01
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The Dangers of Over-Identifying With Your Job

By Leadership

The article argues that while many people define themselves by their jobs, relying too heavily on work as a core identity can be limiting and harmful. Although career-based identity can provide purpose, belonging, and motivation, over-identifying with work can lead to imbalance, burnout, and even an identity crisis if circumstances change. Instead, the author advocates for a more multi-dimensional identity, where work is just one part alongside relationships, health, values, and personal interests, which together contribute to a more stable and fulfilling sense of self.

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Apr 01
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2026 Global Human Capital Trends

By People & Culture

Deloitte’s Human Capital Trends highlights a shift from tension to tipping points, with leaders navigating faster, compressed change cycles. Success now relies on sensing change early, experimenting quickly, and continuously adapting, with the human edge more critical than ever.

Three key shifts emerge: the blurring of boundaries between humans and AI, requiring new approaches to trust and decision-making; a move from cost efficiency to value through innovation and adaptability; and a transition from static planning to dynamic, continuous learning and reinvention.

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Apr 01
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‘I think I have AI anxiety’

By IT/Digital

AI anxiety” refers to a growing, widespread unease about how rapidly artificial intelligence is reshaping work, identity, and society, often without people feeling prepared or consulted. This anxiety isn’t a single fear but a mix of concerns including job disruption and loss of purpose, lack of control over opaque AI-driven decisions, misinformation and deepfakes eroding trust, privacy and surveillance risks, concentration of power among tech giants, impacts on education, and a deeper worry about the loss of human meaning and connection. While not irrational, this anxiety can be eased by making concerns more specific, improving AI literacy, relying on trusted information, and advocating for transparency and safeguards as society adapts to these changes.

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Apr 01
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Social Impact Staff Retention Project – THE 2026 SURVEY FINDINGS

By Other

The 2026 Social Impact Staff Retention report highlights that the social sector is quietly losing some of its best people, with 70% of nonprofit professionals considering leaving their roles, significantly higher than the broader workforce.

While fundraisers are often seen as most at risk, the pressure is sector-wide, with community engagement, marketing and program teams reporting even higher intent to leave. Burnout driven by heavy workloads, unrealistic expectations and limited growth opportunities continues to push people out.

For Australia’s social sector, the challenge is clear. Attracting new talent is only part of the solution. Building strong, supportive organisations where people can thrive is what will sustain impact.

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Apr 01
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New guide helps employers build a picture of workplace neurodivergence

By Operations, People & Culture

A new resource highlighted by the Institute of Community Directors provides practical guidance for better supporting neurodivergent employees, with a focus on safety, trust and inclusion.

It encourages organisations to move beyond assumptions and build a clearer understanding of neurodiversity within their teams, helping identify barriers and strengthen inclusive practices. With research linking low awareness to burnout and reduced psychological safety, resources like this offer simple, practical steps to create more supportive and inclusive workplaces.

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Apr 01
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Steering with Both Hands: Managing Organisational Ambidexterity While Leading a System

By Leadership

The article argues that modern leaders must “steer with both hands”, balancing the demands of running today’s organisation with creating tomorrow’s. This requires ambidexterity, holding exploration (pursuing new ideas for future performance) and exploitation (leveraging existing resources for current performance) together rather than choosing between them.

The authors position this as a collective capability that enables innovation without losing stability, supported by three key practices: structures (strong horizontal and vertical information flows), routines (diversified project portfolios), and culture (empowering people to share information and make decisions).

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Apr 01
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All hands on deck says CCA as rocketing fuel prices hit charities already running on fumes

By Other

The Community Council for Australia (CCA) has lodged a submission to government highlighting the growing impact of rising fuel costs and economic pressure on charities and NFPs.

The submission calls for the sector to be actively included in crisis planning, noting its significant workforce and role in supporting vulnerable communities. It outlines key risks including increased operating costs, reduced volunteer capacity, declining donations, and rising demand for services, reinforcing the need for early scenario planning and stronger sector engagement in national policy responses.

READ MORE HERE.

Mar 04
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How to Demonstrate Adaptability When Interviewing for a Senior Role

By Business

As a senior leader, your strongest advantage in today’s job market isn’t your titles, decades of experience, or a specific metric of success. It’s how your adaptability has transformed how you lead. How did you navigate layoffs without losing trust? How did you integrate AI into your team workflow without slowing momentum? How did you pivot when the strategy you built last year no longer made sense? To stand out to executive recruiters, you must be ready to show evidence of your adaptability through stories that prove you can thrive when conditions are anything but stable

Read more here.

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