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Employee Experience
4 Ways Whole Brain® Thinking Can Improve Workplace Mental Health
- 25 June, 2024
- 0 comments
- by CCC_admin
Employee burnout has become a prevalent issue globally, affecting individual well-being, organisational productivity, and morale. While Australia didn’t experience the post-pandemic “Great Resignation” seen elsewhere, Melbourne University’s 2023 Future of Work Report tells us our workers are more burnt out than ever. It is a stark warning to employers of the employee attrition risk facing them if they don’t take steps to address the mental health challenges of their employees. In this article, we take a closer look at the causes of burnout and how Whole Brain® Thinking can assist with mental health in the workplace and drive employee engagement.

What is Employee Burnout, and How Can Employers Spot It?

Employee burnout is a state of physical, emotional, and mental exhaustion caused by prolonged stress and overwork. It often results from chronic workplace stressors, such as excessive workload, lack of control, and insufficient support. Poor mental health in the workplace can result in physical symptoms that include:
- Fatigue: Feeling constantly tired, even after rest.
- Insomnia: Difficulty falling asleep or staying asleep.
- Headaches and other physical discomfort.
- Weakened Immune System: Frequent illnesses due to stress.
There are also emotional signs of burnout, such as:
- Cynicism and Detachment: Feeling distant from work and colleagues.
- Reduced Accomplishment: A sense of inefficacy and decreased productivity.
- Irritability and mood swings.
- Lack of Motivation: Loss of enthusiasm for tasks.
Spotting employee burnout early allows organisations to intervene and support their workforce. P&C leadership should be on the lookout for the following behavioural clues of issues with mental health in the workplace:
- Withdrawal: Employees isolating themselves from others.
- Increased Absenteeism: Frequent sick days or time off.
- Decreased Performance: Missed deadlines or poor quality work.
- Neglecting Self-Care: Ignoring physical and mental health needs.
- Reduced Employee Engagement: Lack of interest and reduced participation in workplace activities.
Applying Whole Brain® Thinking to Employee Mental Health

Mental health in the workplace requires a holistic approach that adequately accounts for the diversity of today’s workforce. Whole Brain® Thinking, based on the Herrmann Brain Dominance Instrument (HBDI), offers a robust framework to enhance mental health and prevent burnout by leveraging diversity and inclusion.

The model categorises the thinking styles and cognitive preferences into four quadrants: Analytical (A), Practical (B), Relational (C), and Experimental (D). Understanding and leveraging these different thinking styles can help organisations create supportive environments that promote mental well-being and resilience. We’ve applied the different thinking styles to the four major issues highlighted by Melbourne University’s research to demonstrate the richness leadership teams embracing diversity and inclusion can bring to problem-solving.

1. Enhancing Workplace Safety and Inclusivity

MU’s report reveals that many Australians perceive their work environments as unsafe, with discrimination affecting women, Aboriginal and Torres Strait Islanders, caregivers, and people living with chronic illnesses. Professor Leah Ruppanner, one of the authors and a gender inequality expert, cautions against assuming caregivers are exclusively women. She says caregiving men are also exhausted, subject to discrimination and at risk of attrition. Workplaces need to evolve to cater for this diversity and inclusion.

Applying Whole Brain® Thinking to workplace safety might look something like this:
- Quadrant A (Analytical Thinking): Use data-driven insights to identify patterns of discrimination and unsafe practices (psychological and physical). Implement rigorous safety protocols and regular audits to ensure compliance and address any identified issues promptly.
- Quadrant B (Practical Thinking): Develop clear, actionable policies and procedures to create a safe and inclusive workplace. Ensure all employees are trained on these protocols and understand the steps to report safety or discrimination concerns.
- Quadrant C (Relational Thinking): Foster a supportive and inclusive culture by promoting empathy, emotional intelligence, and active listening. Create safe spaces for open dialogue where employees can voice their concerns without fear of retaliation.
- Quadrant D (Experimental Thinking): Encourage innovative solutions to enhance workplace safety. Implement creative initiatives like anonymous reporting apps or virtual reality training for safety procedures to engage employees in new ways.
2. Addressing Employee Well-Being

Australian workers report greater exhaustion and stress post-pandemic, particularly those with additional responsibilities outside of work. Caregivers were particularly hard hit during the pandemic with school closures and reduced access to services. But now, MU’s research shows they’re still working harder than they did pre-pandemic.

We can apply Whole Brain® Thinking employee well-being as follows:
- Quadrant A (Analytical Thinking): Utilise data to monitor employee well-being indicators, such as absenteeism, productivity, and employee engagement. Implement evidence-based wellness programs that address physical, mental, and emotional health.
- Quadrant B (Practical Thinking): Develop structured support systems, such as flexible working hours, remote work options, and clear work-life boundaries, to help employees manage their responsibilities effectively.
- Quadrant C (Relational Thinking): Promote a culture of care and support. Implement regular check-ins, peer support programs, and mental health resources to ensure employees feel valued and supported.
- Quadrant D (Experimental Thinking): Innovate wellness initiatives by offering creative outlets such as mindfulness sessions, team-building activities, and opportunities for employees to pursue personal interests and hobbies.
3. Mitigating the Risk of Employee Attrition

Prime-aged workers are experiencing exhaustion, lack of motivation, and difficulty concentrating due to non-work responsibilities. Young (18-34 years) and middle-aged (35-54 years) workers were disproportionately affected by the pandemic compared to their older colleagues (aged 55 and over), MU’s study has found. Over 30% of prime-aged workers contemplate quitting compared to 20% of older workers. The study also revealed the number of workers with chronic illnesses has increased to 38% from 32% in 2021, possibly as a result of Long COVID and the mental impact of working through the pandemic. 40% of these report wanting to quit, and almost 75% say their jobs make them sicker.

A Whole Brain® Thinking approach to retention might involve the following:
- Quadrant A (Analytical Thinking): Conduct thorough analyses to identify critical factors contributing to employee turnover. Use this data to develop targeted retention strategies.
- Quadrant B (Practical Thinking): Implement practical solutions such as mentorship programs, career development opportunities, and clear pathways for advancement to keep employees motivated and engaged.
- Quadrant C (Relational Thinking): Foster a supportive and inclusive work environment that values work-life balance. Recognise and address the unique needs of employees with additional responsibilities outside of work.
- Quadrant D (Experimental Thinking): Create an engaging, stimulating work environment that encourages creativity and innovation. Provide opportunities for employees to work on exciting projects that align with their passions and interests.
4. Preparing for the Future of Work

According to MU’s research, Australian workers are largely unprepared for future workplace challenges driven by automation and artificial intelligence. Most Australians either underestimate the adaptation required or overestimate their ability to deal with such change. And 20% will only adopt new technology if forced to do so. Employers must facilitate inclusive technology use as part of their retention strategies or risk further deterioration of their employees’ well-being and attrition.

A Whole Brain® Thinking approach to future preparedness might involve:
- Quadrant A (Analytical Thinking): Provide data-driven insights into future trends and necessary skills. Offer training programs focused on analytical and technical skills essential for navigating automation and AI advancements.
- Quadrant B (Practical Thinking): Develop practical training programs and resources that equip employees with the skills to adapt to new technologies. Ensure these programs are accessible and relevant to all employees.
- Quadrant C (Relational Thinking): Foster a learning culture that values continuous improvement and adaptability. Encourage collaboration and knowledge-sharing among employees to build a resilient and agile workforce.
- Quadrant D (Experimental Thinking): Promote innovation and experimentation by encouraging employees to explore new ideas and technologies. Create opportunities for employees to engage in creative problem-solving and design-thinking workshops.
Conclusion

Applying Whole Brain® Thinking to the challenges identified in the State of the Future of Work Report can significantly enhance workplace well-being, safety, and preparedness. By leveraging diverse cognitive preferences, organisations can create supportive, inclusive, and innovative work environments that address the unique needs of their employees and prepare them for future challenges.

At Carole Cooper Consulting, our HR consulting team specialises in implementing Whole Brain® Thinking strategies to foster healthy, resilient workplaces. To realise the benefits of Whole Brain® Thinking in your organisation, speak to us at Carole Cooper Consulting about the following customised programs designed to enhance workplace mental health, prevent burnout, and bolster preparedness:
- Individual HBDI assessments
- HBDI team workshops
- HBDI-led training and development initiatives
- HBDI-led organisational structuring
- HBDI-led coaching
Sources

https://www.unimelb.edu.au/newsroom/news/2023/march/australian-workers-exhausted,-unprepared-for-technology-driven-future-of-work,-report-says
Interviews
CCC Empowering Women Series: Kylie Paatsch
- 1 May, 2024
- 0 comments
- by CCC_admin
At CCC we’re passionate about empowering and celebrating women. Our Empowering Women Series focuses on Inspiring Women who are all doing their part to help others and make positive change. Grab a cuppa and listen or read along while they share their experiences, challenges, insights and advice.

KYLIE PAATSCH INTERVIEW

“I believe everything rises and falls with leadership.

If you can’t get that right the rest won’t work as well as it could.”

From Banking to Travel, Kylie Paatsch has never been afraid to take the plunge when it comes to new opportunities and challenges. Her passion for coaching individuals and teams has taken her through multiple levels of management, forging the path to her own business Kylie Paatsch Leadership

Carole recently caught up with Kylie to discuss her biggest challenges in business, including breaking down stereotypes as a working and travelling mother, navigating the business world with ADHD, along with Kylie’s invaluable leadership tips.

Hit play to listen to the podcast below, this is one you won’t want to miss!

GET TO KNOW KYLIE IN HER OWN WORDS

Curious is one description of me that always comes up. I’m also playful by nature. Being purposeful is also really important to me. There needs to be some sort of impact, outcome or being connected to something.

CAREER PATH

When I left school I went straight into the Banking and Finance industry. I actually studied it for a while. I didn’t love it but it was easy to find work in that industry and good for career progression. I didn’t enjoy working in that field so I went travelling and eventually decided I wanted a career in the travel industry.

I worked in the industry for a really long time and ended up in leadership positions through Flight Centre. I’m truely grateful for the opportunities I had through Flight Centre. The organisation suited my personality and the way I approach things. Some people walk slowly to the edge where as I tend to jump straight of the cliff, hit the water and then wonder what I’ve done! Flight Centre was wonderful because they took the approach of “you’ll be ready for that next thing now” when I thought I wasn’t really ready. I worked my way through team leader, general manager and then the national leader. About 3-4 months before covid hit I took the plunge and went out on my own. Both my parents had their own businesses and there was always something there that I wanted to have a go at running my own business. I finally took the leap. It’s been a bit over 4 years since I’ve had my own business and it has gone so quickly!

CAREER CHALLENGES

I am neurodivergent with ADHD. In the banking industry and even now on my own I have a different way of processing information, learning and being engaged and that can be a little challenging. Being out on my own in my own business it’s great because I can make it work for me. When you work within an organisation it can be challenging because you have to work how they choose to operate. I’m really proud that I’ve been able to work my way around this throughout my career.

Being a female and really wanting to progress in my career, there’s so many challenges that have come from this. Even recently in my own business, when I put proposals in and I’m up against males who may not have the experience that I do and they still get the job. This can be a little disheartening at times.

Breaking down some of the stereotypes as a working mother has also been challenging. With my previous role I was on a plane travelling at least 3 out of the 4 weeks and my husband and I juggled this with our twin boys. People would ask how I could leave my kids and how selfish I was to have a career. My kids are now 16 and very grounded, confident, well rounded young men. It was a big challenge navigating those stereotypes and knowing that you’re being judged. People would ask “how is my husband coping?” while I was away, and that was also insulting to him. If the roles were reversed it wouldn’t be an issue.

MANAGING WORK-LIFE BALANCE

I got better at work life balance over the years. Early on I wasn’t so great at it and I had a pattern of working really hard, juggling lots of things and then hitting burn out. This became a pattern for quite some time. I had a bit of a life changing moment. I fainted in front of a group of 140 leaders one time overseas and one time at home as a result of burnout. It blew up into a panic attack and that was a big wakeup call to take care of myself first or I would be no good to my teams, my husband or myself! This was really a turning point for me and I started to work on finding that balance. I now like to look at it in terms of priorities and broke my life up into 4 areas – myself, my family, my work and other. I would allocate what percentage of time I was prepared to spend on each of those areas. I started to be really intentional with that which led me to coming up with a daily routine I’ve been practicing for 14 years – meditation, breath work and yoga everyday along with some cardio. This also helps with my ADHD.

HOW KYLIE MAKES A DIFFERENCE

I like to say that I specialise in leadership, teams and culture. I work a lot in corporate. My clients have been varied including large organisations such as Qantas and the Commonwealth Bank. I also work with small and medium businesses and I like the variety. I run a lot of leadership development programs and a lot with executive teams – high performing successful teams. They are 3 areas that I’m passionate about. I believe everything rises and falls with leadership. If you can’t get that right the rest doesn’t work as well as it could. Leadership is a craft I’ve been involved in for 2 decades and having worked at virtually every level of leadership, I know what it’s like to work in someone else’s shoes. That’s a unique position to be in.

COACHING AS A LEADER VS COMMANDING AS A LEADER

I am really passionate about leaders taking a coaching like approach to their leadership. When you take this approach you have this mind set that is about being curious, helping people learn, develop and grow. Taking a group or individual from where they are now, to where the could be should be or want to be. Come into with kindness, curiousity and empathy. But also calling out limits and barriers that get in the way. Asking lots of really great questions that help solve problems. It’s a collaborative style of leadership. Post Covid things are so different. Some people want to return to work, some don’t. We now have 5 generations working in the workforce all operating differently. It’s a much more empowering and autonomous way to lead others. That is what newer generations coming in want. It’s a really nice balance to leadership.

TIPS FOR EMERGING LEADERS

In order to lead or coach someone you’ve got to be really clear on what is important to you, what you stand for and what style you want to bring. It’s difficult to lead, coach and develop others unless you know this. When you’re clear on that, other people trust you and you trust yourself.

Don’t wait for it to happen. Be really proactive and seek mentors. Having your own personal board. Imagine a boardroom table with individuals who will help you with different areas of your business or leadership.

POSITIVE RESULTS ON THIS STYLE OF LEADERSHIP

This leadership style has shown proven increases in engagement, and recent surveys I’ve completed have increased engagement by 10%.

People feel seen, heard and understood so it’s natural they’ll see more productivity and results. From my own personal experience and looking at myself before and after this approach, I’ve doubled the results I was able to achieve with my teams. It can take a little longer with profitability results but the increase will be sustainable. It also has a flow on affect from leaders to teams through to their customers.

BIGGEST SOURCE OF MOTIVATION

People! I get inspired and engaged when I’m around people. This is something I realised more that ever during covid.

You can connect with Kylie on LinkedIn here

“When women help women amazing thing happen”
Employee Experience, Human Resources, Leadership
7 Ways Whole Brain® Thinking Can Improve Employee Engagement
- 4 April, 2024
- 0 comments
- by CCC_admin
Several studies have identified employee engagement as a critical success factor for organisations. And it makes perfect sense – when employees feel valued and enjoy their work and colleagues, they’ll go the extra mile. But, with increasingly diverse workforces, how can employers tap into what appeals to different individuals to create environments that work for everyone?

The Herrmann Whole Brain® Thinking model offers organisations a means to understand and leverage neurodiversity in the workplace. It promotes diversity, inclusion and belonging, facilitates effective communication and collaboration, and provides opportunities for professional development. By leveraging the benefits of Whole Brain® Thinking, organisations can create a work environment that stimulates engagement and drives success. As Michael Morgan, CEO of Herrmann Asia says, “It’s taking the Whole Brain® Model that sits behind the HBDI® and using that as a lens to look at the world.”

Why Employee Engagement Matters

A 2020 Gallup study is just one of the studies confirming that engaged employees drive organisational growth. Comparing top- and bottom-quartile business units and teams, they found those with engaged employees had the following differences in business outcomes:
- 81% less absenteeism
- 18% higher turnover for high-turnover organisations
- 43% higher turnover for low-turnover organisations
- 28% less shrinkage (theft)
- 64% fewer safety incidents (accidents)
- 41% fewer quality defects
- 10% higher customer loyalty/engagement
- 18% higher productivity (sales)
- 23% higher profitability
Additionally, Gallup’s research confirmed that engaged employees were less likely to look for work elsewhere, thereby improving retention rates. Interestingly, while a further study in 2022 found that global engagement had increased to a record 23%, they found that half of all employees were still either actively or passively looking for new work opportunities. This later study quantified engagement as having almost four times the influence on employee stress as work location. We at Carole Cooper Consulting believe leaders cannot afford to ignore that.

What is Whole Brain® Thinking?

The Herrmann Whole Brain® Thinking model was developed by William “Ned” Herrmann while he was responsible for management education at General Electric. According to the model, individuals have different thinking preferences, which dictate how they process information and their preference for tasks and work environments. Herrmann then developed the Herrmann Brain Dominance Instrument® (HBDI®) as a system to measure and describe people’s thinking preferences or cognitive styles.

The HBDI categorises individuals into four quadrants: A (blue quadrant), B (green quadrant), C (red quadrant), and D (yellow quadrant). Leveraging the full range of these thinking preferences is essential to optimise individual and team performance.
- Quadrant A: Analytical thinking — Individuals who prefer this quadrant are logical, fact-focused, and tend to analyse information critically. They excel in problem-solving and structured tasks.
- Quadrant B: Practical thinking — individuals who prefer this quadrant value application and practicality. They are action-oriented, prefer to focus on solutions and excel in hands-on tasks.
- Quadrant C: Relational thinking — Individuals who prefer this quadrant value interpersonal relationships, emotional intelligence, and collaboration. They excel in team settings and thrive in social interactions.
- Quadrant D: Experimental thinking—Individuals who prefer this quadrant are intuitive, creative, and innovative. They thrive in environments where they can explore possibilities and envision future outcomes.
Understanding team members’ different thinking preferences and creating opportunities for individuals to leverage their strengths can significantly enhance team effectiveness, engagement, and workplace productivity. At Carole Cooper Consulting, we apply Whole Brain® Thinking to improve employee engagement using a seven-pronged approach. These are just a few of the benefits of Whole Brain® Thinking.

1 | Aligning Work with Thinking Preferences

Individuals almost always have a dominant thinking preference, but they may still be capable of subjugating their natural preference to fit a prevailing culture. They might not even know they are doing it, and as a result, they experience extreme frustration and unhappiness. It’s therefore essential to perform Brain Dominance Assessments, i.e. HBDI assessments, under the guidance of a Herrmann-certified practitioner, such as Carole Cooper Consulting.

By understanding team members’ thinking preferences, we can help organisations align tasks and responsibilities based on individual strengths, fostering a sense of purpose and engagement. For example, individuals who prefer quadrant A thinking may excel in analytical tasks, such as data analysis or financial modelling. Individuals who prefer quadrant C thinking may thrive in team settings and collaborative projects because of their high emotional intelligence.

Providing individuals with opportunities to work on tasks in settings that suit their preferred thinking mode will enhance their engagement and job satisfaction. Over time, this approach can create a workplace culture that values and leverages its employees’ diverse strengths, enhancing both engagement and performance.

2 | Creating Diverse and Inclusive Teams

Research by the Boston Consulting Group has found that diverse teams are almost twice as innovative as non-diverse teams. By embracing diversity, Carole Cooper Consulting helps organisations tap into a broader range of ideas and viewpoints, leading to more creativity, innovation, and better decision-making. But experienced leaders will know that getting people with different perspectives, backgrounds, values, and skills to work together isn’t easy.

Whole Brain® Thinking can be instrumental in supporting Diversity, Equity, and Inclusion (DEI) initiatives and building diverse teams in several ways:
- Understanding Cognitive Diversity: HBDI assessments provide insights into individuals’ thinking preferences and cognitive styles. By understanding the diversity of thought within a team or organisation, leaders can leverage the perspectives offered by neurodiversity in the workplace to solve complex problems and make more inclusive decisions. This understanding promotes the emotional intelligence necessary to value and integrate diverse ways of thinking, not just demographic diversity.
- Breaking Down Communication Barriers: Whole Brain® Thinking encourages individuals to recognise and appreciate different communication styles and preferences. HBDI workshops can lead to more effective communication and collaboration across diverse teams as members become more adept at expressing themselves in ways that resonate with others who may think differently.
- Enhancing Problem-Solving Abilities: Diversity in thought processes can lead to more innovative and creative solutions to challenges. When teams reflect neurodiversity in the workplace, bringing together individuals with diverse cognitive preferences, they can approach problems from multiple angles, leading to creativity and innovation that results in richer and more robust solutions.
- Creating Inclusive Work Environments: DEI initiatives aim to create environments where all individuals feel valued and included. Whole Brain® Thinking can support these efforts by fostering an environment where individuals are encouraged to express their unique perspectives without fear of judgment. This can help mitigate biases and create a culture where everyone’s contributions are respected.
- Improving Employee Engagement and Retention: When employees feel that their unique perspectives are valued and their voices are heard, they are more likely to be engaged and committed to their work. By embracing cognitive diversity through Whole Brain® Thinking, organisations can create an inclusive culture where all employees feel respected and supported, increasing employee satisfaction and retention.
By embracing cognitive diversity, organisations can position themselves for long-term success in an increasingly complex and interconnected world through increased team effectiveness. Additionally, diverse teams can provide a richer learning experience, promoting personal and professional growth for employees.

3 | Effective Communication

Effective communication is vital for employee engagement, high-performing teams, and high-performing organisations. In fact, lack of communication is the #1 complaint we receive from team members. Clear and transparent communication ensures employees understand their roles, goals, and expectations. It also creates a sense of trust and openness, enabling employees to voice their opinions and concerns without fear of reprisal.

Carole Cooper Consulting leverages Whole Brain® Thinking to help organisations communicate more effectively and engage employees. By understanding team members’ cognitive preferences, leaders can tailor their communication strategies to resonate with diverse audiences. For example, individuals with a preference for analytical thinking may prefer data-driven communication, while those with a preference for relational thinking may respond better to stories and anecdotes.

By incorporating insights from Whole Brain® Thinking, leaders can encourage employees to adapt their communication styles to better connect with colleagues who may think differently. Effective communication is essential for problem-solving so that all employees can contribute their ideas and perspectives and problems can be approached from multiple angles. When diverse voices are heard and valued, a more inclusive and equitable work environment is created.

Whole Brain® Thinking also encourages leaders to solicit feedback and input from all team members, creating a sense of ownership and empowerment. This can increase employee satisfaction, motivation, and commitment to organisational goals.

4 | Professional Development and Growth Opportunities

This study published in Frontiers in Psychology exposed the positive relationship between providing growth opportunities and enhancing employee engagement. Employees are more likely to be engaged when they have professional development and growth opportunities. We can use Whole Brain® Thinking to enhance professional development and growth opportunities for individuals within organisations in the following ways:
- Identifying Strengths and Development Areas: By understanding their strengths and areas for development, employees and their managers can make more informed decisions about their professional development goals and focus areas.
- Tailoring Learning and Development Initiatives: Knowing employees’ cognitive preferences allows tailored learning and development initiatives that meet individual needs. For example, individuals with a preference for analytical thinking may benefit from data analysis training, while those with a preference for relational thinking may excel in interpersonal skills workshops.
- Promoting Cross-Training and Skill Diversification: We can leverage Whole Brain® Thinking by promoting cross-training initiatives that allow employees to learn from colleagues with diverse cognitive preferences. This not only enhances individual skill diversification but also fosters collaboration, team effectiveness and knowledge-sharing across teams.
- Facilitating Career Progression: Employees who actively engage in Whole Brain® Thinking and embrace diverse perspectives are better positioned for career advancement. By demonstrating their ability to adapt to different situations and collaborate effectively with colleagues, individuals can stand out as valuable contributors within their organisations.
- Creating a Culture of Continuous Learning: Organisations that promote Whole Brain® Thinking foster a culture of continuous learning and improvement, where employees are encouraged to take ownership of their professional development journey. This not only benefits individual employees’ creativity and innovation but also contributes to the organisation’s overall success and resilience.
5 | Recognition and Rewards

Recognition and rewards are powerful motivators that can significantly enhance employee engagement. When employees feel appreciated and rewarded for their contributions, they are more likely to be engaged and committed to the organisation. Whole Brain® Thinking can help organisations set meaningful rewards and recognition systems that promote employee engagement by considering their workforce’s diverse preferences and motivations. Here’s how:
- Understanding Individual Motivations: Organisations can tailor their rewards and recognition systems to align with employees’ preferences by understanding what drives each individual. For example, individuals who prefer analytical thinking may value rewards based on objective metrics and performance indicators, while those who prefer relational thinking may appreciate recognition for their contributions to team collaboration and cohesion.
- Offering Varied Incentives: Whole Brain® Thinking encourages organisations to offer a variety of incentives that appeal to different cognitive preferences. This ensures that rewards and recognition programs are inclusive and resonate with all employees. For example, organisations may offer monetary bonuses for achieving specific targets, public recognition for outstanding teamwork, and professional development and growth opportunities.
- Promoting Team-Based Recognition: Whole Brain® Thinking emphasises the importance of collaboration and teamwork. Organisations can leverage this by incorporating team-based recognition initiatives into their rewards programs. By recognising and rewarding teams for their collective achievements, organisations foster a culture of collaboration and mutual support, leading to higher levels of team effectiveness, employee engagement and satisfaction.
- Encouraging Peer-to-Peer Recognition: Whole Brain® Thinking encourages employees to appreciate and value their colleagues’ contributions. Peer-to-peer recognition programs where employees can nominate and acknowledge their peers for their contributions can harness this. Peer-to-peer recognition not only fosters a sense of camaraderie and teamwork but also promotes a culture of appreciation and gratitude.
- Providing Opportunities for Personal Growth: Whole Brain® Thinking emphasises the importance of personal growth and development. Organisations can enhance their rewards and recognition systems by offering opportunities for employees to pursue their interests, develop new skills, and advance their careers. This may include funding for further education and training, mentorship programs, or leadership development initiatives.
6 | Supportive Leadership Practices

Leaders play a pivotal role in fostering employee engagement. Supportive leadership practices, such as regular feedback, coaching, and mentoring, create a nurturing environment where employees feel supported and empowered. Whole Brain® Thinking allows leaders to adapt their support to individuals based on their cognitive preferences. This encourages autonomy and decision-making, allowing employees to take ownership of their work and contribute to the organisation’s success. By delegating responsibilities and trusting employees to make decisions, managers can foster a sense of ownership and empowerment, enhancing engagement.

7 | Aligning Organisational Values and Culture

The alignment of organisational values and culture is crucial for employee engagement. When employees feel that their personal values and beliefs align with those of the organisation, they are more likely to be engaged and committed. Whole Brain® Thinking can be instrumental in aligning organisational values and culture by:
- Identifying Core Values: Whole Brain® Thinking assessments can help organisations identify their core values by understanding their employees’ preferences and priorities. By considering diverse perspectives, organisations can develop values that resonate with all workforce members, promoting a sense of belonging and shared purpose.
- Communicating Values Effectively: Whole Brain® Thinking encourages organisations to communicate their values in ways that resonate with diverse audiences. For example, organisations can use a combination of analytical data, emotional appeals, storytelling, and collaborative discussions to convey their values and foster buy-in from employees with different cognitive preferences.
- Embedding Values in Organisational Practices: Whole Brain® Thinking can help organisations embed their values in various aspects of organisational practices, including decision-making processes, performance evaluations, and employee development initiatives. By aligning organisational practices with core values, organisations can reinforce desired behaviours and promote a culture of integrity, accountability, and respect.
- Promoting Inclusive Leadership: Whole Brain® Thinking encourages inclusive leadership practices that value and leverage diverse perspectives. Leaders who embrace Whole Brain® Thinking are more likely to solicit input from all team members, consider multiple viewpoints when making decisions, and foster a culture of open communication and collaboration. This promotes trust, transparency, and empowerment within the organisation.
- Facilitating Cultural Change: Whole Brain® Thinking can help organisations navigate cultural change by understanding how different cognitive preferences may influence resistance or acceptance of change initiatives. By addressing potential barriers and leveraging diverse perspectives, organisations can facilitate cultural change efforts more effectively and ensure alignment with core values and strategic objectives.
- Building a Resilient Culture: Whole Brain® Thinking promotes adaptability, emotional intelligence, and flexibility, which are essential for building a resilient organisational culture. By embracing diverse perspectives and encouraging experimentation and innovation, organisations can navigate challenges and seize opportunities more effectively, reinforcing their core values and driving sustainable growth.
Conclusion

Employee engagement is a critical factor in the success of organisations. By leveraging the concept of Whole Brain® Thinking, organisations can create a work environment that stimulates engagement and drives success. Understanding the individual preferences of employees, promoting diversity and inclusion, facilitating effective communication and collaboration, providing professional development opportunities, recognising and rewarding achievements, fostering supportive leadership practices, and aligning organisational values and culture are key strategies to enhance employee engagement.

By implementing these strategies, organisations can create a culture of engagement where employees feel valued, empowered, and inspired to contribute their best to the organisation’s success.

To realise the benefits of Whole Brain® Thinking in your organisation, speak to us at Carole Cooper Consulting about the following:
- Individual HBDI assessments
- HBDI team workshops
- HBDI-led training and development initiatives
- HBDI-led organisational structuring
- HBDI-led coaching
Interviews
CCC Empowering Women Series: Melissa Riedy
- 4 April, 2024
- 0 comments
- by CCC_admin
At CCC we’re passionate about empowering and celebrating women. Our Empowering Women Series focuses on Inspiring Women who are all doing their part to help others and make positive change. Grab a cuppa and watch or read along while they share their experiences, challenges, insights and advice.

MELISSA RIEDY INTERVIEW

“Always believe you a braver than you believe, stronger than you seem and smarter than you think”

As Founder and Director of SMR Health Solutions, Mel Riedy comes with 20+ years of experience in the healthcare industry and is passionate about ensuring that healthcare continues to improve patient outcomes and experiences through delivery of innovative services.

Her determination, persistence and belief in herself has allowed her to grow and evolve from a registered nurse to working with a global healthcare provider and eventually paved the way to her consulting business, where she supports organisations and individuals through change management to ultimately reach their goals and aspirations.

Hit play or read below to learn more about Mel’s thriving business, professional challenges as a working mother and her take on Australia’s Healthcare System.

Melissa Riedy Interview from Carole Cooper on Vimeo.

GET TO KNOW MEL

I’m determined and persistent and don’t shy away from difficult situations. Just because something is difficult it doesn’t mean it can’t or shouldn’t be done. If I truly believe in something, I find a way to achieve it.

Being able to trust people in my life is important to me, it sets the foundation of a great relationship, both personal and professional.

I was a bit of a wild child in my youth. Not knowing who I was and not having a lot of guidance, I was trying to find my way and got caught up in the wrong crowds. It took me a long time to find out who I was through self development and mentors. Now I’m my authentic self.

CAREER PROGRESSION

My early career started as registered nurse. My best friend was studying so I did it too. A pivotal moment for me was when I was faced with scenario where someone was having a cardiac arrest and I felt really ill equipped. I froze and didn’t know what to do. From that moment I wanted to make sure it never happened again so I decided to go down the career path of cardiology. I love everything about cardiology and ended up completing 2 master degrees in advanced cardiovascular nursing.

I worked in the public system for 9 years, which was really taxing on my mind and body as it involved a lot of shift work. I was approached by a Global organisation that make stents/pacemakers/equipment and ended up working for them for 12 years, which was an amazing experience. They were a large corporate organisation and I gained so much experience from clinical to sales and marketing.

While I was working in corporate, I had a phone call that my brother had a cardiac arrest and we didn’t know if he was going to survive. Only 10% of people out of hospital survive cardiac arrest. It made me question – what do I actually want to do with my life? I had to really stop and think about what I needed to do for myself and my family.

I decided to leave the corporate world and started my own consulting/contracting business. I’d been in healthcare for approximately 20 years and over that time I’d seen a lot of projects started and not completed or weren’t started at all because there wasn’t anyone with the right skills available to run the project. I’m passionate about people reaching their goals and aspirations, and that’s how I came to the decision to go out on my own.

PROFESSIONAL CHALLENGES

I like to share my opinion. I have a voice and if I truly believe in something I like to share my voice. Sometimes that opinion differs from the leaders in the room and that hasn’t always worked well for me. I think it’s really important for everyone to have a voice and have thinking diversity within an organisation. Even though it has been challenging, I think it’s actually a strength that I bring to the environment.

Being a working mum has also been challenging. When I had my first child I came back to work 12 months after having her, working part time. There was a promotion opportunity but my boss said I couldn’t be considered because I only work part time. That broke me because I’d already given a fair chunk of my time to the organisation. If I didn’t believe I could do it working part time I never would have put my hand up for the job. I had another boss come in who saw my strengths and potential and when I did take on that promotion I was managing the biggest account in Australia. I was really proud of myself for meeting my sales targets. I turned something negative into positive and proved to myself and others that I could do it.

MENTORS

I’ve been fortunate to have various mentors across my career. I’ve always had someone guiding me, whether they realised they were mentoring me or not. The time and experience these people have given to me has helped me step outside my comfort zone. I’ve learned over the years that to grow you need to step outside your comfort zone. I’ve always had these people pushing me to strive for my goals and to believe in myself and my abilities. There’s been times in my life when I haven’t believed in myself and held myself back because I didn’t think I was good enough to do something, but these mentors have always made me stop and realise that I need to believe in myself and to not be afraid. No one likes to do something that makes them feel uncomfortable but we need to embrace that feeling and take risks. Someone said to me years ago to trust my instincts. I now regularly use my instincts to guide me in the right direction.

WORK-LIFE BALANCE

I’m a routine oriented person, especially with the children. I like to have a routine, mapping out my days and weeks. Obviously it doesn’t always go to plan, but as long as I have the majority mapped out it’s easy to tick off the boxes as we go. I always make time for myself, and this is something I’ve learned over the years. I didn’t always make time for myself but I’ve had some challenges with my health over the past couple of years and it’s made me realise that you can’t pour from an empty cup. So I need to make sure I fill my own cup first to ensure I’m the best version of myself for everyone around me. Exercising, meditating and breaks from the kids help create time for me and ensure I have a full cup.

HOW MEL MAKES A DIFFERENCE

My business provides people with the support they need to bring their ideas and visions to life. The majority of my clients are in healthcare as this is my biggest network, but it can vary. I sit down with my clients to uncover what it is that they need help with, from planning and executing a strategy to supporting teams through change management. Every day is different.

I strongly believe in change if it’s for the benefit of an individual, organisation or system. I don’t believe we should continue doing things a certain way just because it’s always been done that way. If there’s a way we can improve efficiencies then we should look at ways we can create change. A lot of people shy away from change because it’s hard and often not everyone is on the same page at the same time. It’s really important to interact with the organisation and individuals to involve them in any kind of change journey. They will be more invested in the change if they’re involved. A lot of people fear their job and worry they may be made redundant, but it’s often just about making better use of their time.

MEL’S OPINION ON HEALTHCARE IN AUSTRALIA

This is something I’m extremely passionate about. I strongly believe if we continue to follow traditional ways of how we deliver healthcare we aren’t going to see positive changes in outcomes. The Australian Healthcare system is really buckling under the pressure of an ageing population. A lot of people are leaving the healthcare workforce but coming back in as patients so there’s a lot of pressure on healthcare workers now and stress on the healthcare system, with waiting lists of up to 2 years to see a specialist. We really need to do something different so that we can improve access to healthcare for everyone.

There are so many digital solutions out there for different aspects of the healthcare system, freeing up hospital and GP settings for people who actually need them and can’t receive their care at home. To change this, we also need to change how things are funded. If you introduce a service that’s not funded, it won’t get used. We need to come together to figure out how we can collaborate as a group to figure this out collectively.

You can connect with Mel on LinkedIn here
Employee Experience, Leadership
Fostering Authentic Connection: Leading with Care Beyond National Employee Appreciation Day
- 29 February, 2024
- 0 comments
- by CCC_admin
Do we need an annual reminder to do something we should be doing every day?

Looking at the results of the first State of the Nation Report into social connection, from Ending Loneliness Together, yes. One in three Australians feel lonely, and one in six report severe, debilitating loneliness. And the demographics are frightening – people aged between 18-24 and 45-54 are the most likely to feel lonely. These are people actively in the workforce, interacting with others daily.

Striking the right balance between being approachable and maintaining authority can be challenging, yet it’s essential for cultivating a thriving workplace culture. And a healthy society.

Leadership isn’t about creating the illusion of a family. It’s about recognizing employees as real people and integral parts of a community in a way that’s authentic to you. So consider the following:

1. **The Engager**: If you’re naturally outgoing and enjoy interacting with your team, prioritize small group discussions or informal coffee breaks where everyone has a chance to share updates, ideas, or even personal stories. This approach fosters camaraderie and builds trust organically.

2. **The Listener**: For leaders who excel in listening, schedule regular one-on-one check-ins with team members. These sessions provide a safe space for employees to express concerns, share achievements, and feel valued individually.

3. **The Facilitator**: As a facilitator, leverage team-building activities or collaborative projects that encourage cross-departmental interactions. Whether it’s a volunteer initiative or a creative brainstorming session, these opportunities promote teamwork and solidarity.

4. **The Mentor**: Embrace mentorship programs where seasoned employees can guide and support newer team members. Mentorship enhances professional development and fosters a sense of belonging and mentor-mentee bond.

5. **The Advocate**: As an advocate for employee well-being, prioritize initiatives that promote work-life balance and mental health awareness. Encourage breaks, offer flexible scheduling options, and provide access to resources that support holistic wellness.

Remember, authentic appreciation doesn’t require grand gestures or elaborate events. It’s about fostering genuine connections through everyday interactions, human to human, beyond hierarchical boundaries.

Let’s commit to building cultures of care and compassion, not just on designated appreciation days but every single day.
Employee Experience, Human Resources, Leadership
Male Allies – Women Don’t Need Fixing, Systems Need Changing
- 12 February, 2024
- 0 comments
- by CCC_admin
A colleague forwarded me this SU webinar, and I finally watched it in the holidays. Women need men in their corner in the fight for gender equality, but allyship is a nuanced role.

Prof Ozbilgin’s thoughts on the subject really resonated with me, and I thought I’d share some of them here.

1. We must stop putting individuals (i.e. men) on the spot and prioritise the systems that perpetuate patriarchy. We need to consider the intersectionality of institutions because institutions provide different outcomes for individuals based on race, gender, etc. None of us wake up and think, “I’m a woman” – we are forced into that awareness when we come into contact with institutions that make it salient, that denigrate our gender.

2. We must beware of the saviour complex – women don’t need saving; systems need changing. Often, men think bringing women under their wing provides them equality and opportunity – but that’s not the aim of allyship. This kind of relationship is very patronising for the women, and it makes other men feel an unfair game is being played. Instead, show allyship to a cause and change the systems women return to in their organisations instead of saving individual women.

3. Men need to practice reverse allyship, i.e., where the ally applies critical listening to women’s concerns and reversely translates them to organisational design. So, allies became co-designers of organisational design instead of male allies who are showing a trust deficit to women by putting them through hoops such as education, mentoring and other “fixing practices”.

I’ve had mixed results from reverse mentoring in the past. Admittedly, that was pairing up mentors and mentees from different generations. I’d love to hear your thoughts over on my LinkedIn Page.

– To my male followers in leadership positions, how does the idea sit with you?

– To the ladies, does the term “fixing practices” ring true? Do you feel reverse mentoring stands a chance?
Employee Experience, Human Resources, Leadership
CEOs – Are You Rewarding Good Employees with Bad Bosses?
- 2 February, 2024
- 0 comments
- by CCC_admin
A few months back, a frustrated employee asked me, “Why do they feel it’s okay to give me a bad manager?”

Isn’t that a compelling question?

As leaders, we have high expectations of employees. But how consciously do we think about the culture we create for them by appointing people to management positions they’re not equipped for? And how willing are we to address the unhappiness they cause, especially when they’re otherwise getting results?

I’m introducing a #ceopledge to our executive coaching curriculum this year. The idea comes from a post by BrettFox, whose fabulous (abbreviated) example is as follows.

I, your CEO, pledge to:

1. Be fair.

I know it’s annoying when someone gets preferential treatment. Due to different perspectives or even different conditions, it might not always be possible (or desirable) to always treat everyone exactly the same way. But I will do everything I can to be fair.

2. Be transparent.

You have a right to know what’s happening in the company because you depend on us for your livelihood. I will tell you everything (except the stuff that, for lots of reasons, has to remain confidential).

3. Provide a healthy workplace.

A bad work environment steeped in fear doesn’t allow you or us to thrive. We want the workplace to be an enjoyable place to be. (This doesn’t mean we don’t have high expectations for you, too.)

4. Not allow mediocrity into the organization.

Our standards are really high, that’s why we enjoy working with you. It’s demoralizing working with people that aren’t carrying their weight. I will address non-performance when I see it.

5. Give you the freedom to be creative.

I know you have ideas for improving the company, new products, and new systems. I will ensure you are heard.

6. Continue teaching and training you.

We have an obligation to you and our company to give you the tools to succeed. We need you to have the skills necessary to help us grow.

7. Pay you a fair wage.

We understand we need to be competitive to retain you. We don’t want you looking for a new job. It’s costly to replace great people like you. We also pledge to rectify any salary inequities that occur.

8. Promote from within whenever possible.

You’re ambitious, and you want to continue growing. We know you and like working with you. There’s nothing more gratifying than being able to promote you.

9. Not to tolerate jerks.

Yes, we know about the really smart person you are working with. He’s brilliant, but he’s causing great harm to the company despite all his skills. We know that, and we’ll address it.
Employee Experience, Leadership
3 Ways You Should Be Using Storytelling to Impact Your Organisation
- 4 September, 2023
- 0 comments
- by nick
Storytelling has been with us since the beginning of humankind. Narrative is one of the most powerful tools we have to inspire, teach and connect with others. But in my experience, it needs to be better utilised by P&C leaders. We tend to favour more easily measurable activities. Numbers and statistics have their place, of course. But they don’t captivate and engage an audience like a good story does. So how can we use storytelling in business to better effect in our organisations?

Storytelling Affects Our Brain Chemistry

Firstly, it’s helpful to understand why oral storytelling remains relevant in today’s world. Many of us will remember childhood stories narrated by those who cared most for us. In my family, we fondly remember my mom’s frequent response, “Now that’s another story”. And today, biological studies provide us with an explanation for why we have this connection.

Research shows that stories activate listeners’ brains’ auditory and left temporal (language) cortices. In some cases, our brain activity actively mirrors that of the storyteller. In a fashion, we share their experiences and emotions – the “surrogate experience”. Furthermore, we are prompted to secrete oxytocin, the bonding hormone.

These chemical reactions are what motivate us to care about the people involved. In the workplace, this translates to greater empathy and compassion for our colleagues. It makes us more willing to work with them and display other positive social behaviour.

The following are three suggestions for incorporating storytelling into your P&C leadership practice.

1. Use Your Story to Lead with Impact

Consider some of the people you admire and wish to emulate. Are there any who won your admiration without sharing their story? I think you’ll find they’re in the minority.

A personal story explaining your “why” can take your audience on an emotional journey. Allowing others to connect with us at this level empowers and inspires them to act as we would. However, learning how to share our stories takes preparation and practice.

International storytelling workshop facilitator Robyn Shumer shares these steps;

Step 1: Create a strong and engaging opening.

It’s essential to engage your audience right from the start. For example, an opener that shocks or surprises can do the trick. Or try asking a question that will hook them, such as “Can you imagine…”.

Step 2: Gather content.

Research your content. Use sticky notes to collect and organize the concepts.

Step 3: Eliminate the noise.

Review your concepts and cherry-pick the key elements. Eliminate unnecessary “noise” that may distract from the message you want to deliver.

Step 4: Incorporate multi-sensory augmentation.

Draw your listeners in by appealing to all their senses. Describe what things look, feel, sound, and taste like.

Step 5: Consider your end.

What do you want your listeners to do with your story? For it to have an impact, make sure they understand the “call to action”.

2. Create Organisational Storytellers

Organisational storytelling is an invaluable tool in building and sustaining company culture. It captures the critical events and decisions that impact people and makes your culture unique. And in doing so, it informs internal and external stakeholders who you are.

Increasingly, prospective employees are looking beyond the official company line. The popularity of platforms like Glassdoor points to this. P&C leaders need to help cultivate organisational stories that attract desirable talent. And have an ear to the ground for developing stories that indicate intervention is required.

A compelling, consistent, representative organisational story must be compiled from multiple perspectives. You should gather contributions from different departments and all levels of the organisation. In doing so, consider the following;

Active listening

Active listening means listening without judgement and preconceptions. For example, are employees relating different stories to those told by leadership? Why? What’s keeping those stories alive?

Active communication

Step away from passive communication tools like email. We naturally use stories when we converse face to face.

Active forums

Create the space, time and opportunity for organisational storytelling to emerge. Storytelling town halls, for example, can be better than static stories recorded on a company intranet.

3. Empowering Others to Tell Their Stories

Stories offer a powerful way of perspective sharing. As a universal human experience, they can be particularly valuable in addressing diversity. For example, a 2014 study by Lindsey, King, Helb and Levine found that taking the perspective of others “may have a lasting positive effect on diversity-related outcomes by increasing individuals’ internal motivation to respond without prejudice.”

It used to be considered unprofessional to share personal stories at work. This is changing, however. Storytelling for business is fast becoming an important part of our toolkit. Personal stories can help explain our context. Like why we may think and respond differently from others. Or explain activities that don’t always make sense to our colleagues.

Everybody has a story, but we often don’t consider our stories valuable. To help people share their stories, Rezvani and Gordon, recommend the following;

Establish A Beginner’s Mindset

Forget what you think you know about the storyteller and actively listen.

Offer Empathy and Warmth

Receive stories with empathy and warmth regardless of whether or not you can relate to their experiences.

Don’t “Over-Verify”

Never demand that storytellers provide evidence to support their stories. And don’t expect them to answer questions – ask permission for follow-up and respect the reply.

Express Thanks

Always make a point of thanking people for sharing their stories.

Check-in

No one should feel pressured to share their story. And when they choose to do so, they should trust those they share it with. Continually check-in that the space you’ve created is psychologically safe.

A Final Note on Story Stewardship

In her “Atlas of the Heart”, Brené Brown introduces the concept of story stewardship. It’s the practice of honouring the value of stories – our own, as much as those of others. She cautions us against telling our story before we’re ready to own it. In Brown’s view, we only truly own our story when our well-being is not dependent on the listener’s response.

We dishonour the stories shared with us when we tap out or take over. Tapping out when we’re disinterested or feeling uncomfortable shuts down the storyteller. Even the subtlest body language can provide feedback that their story is unwelcome. And when we overly identify with a story or don’t believe the storyteller, we risk taking over their narrative. By imposing our perception of events, we diminish the storyteller’s experience.

Storytelling can be a valuable arrow in the P&C quiver. Contact me if you’d like to understand more about making it part of your leadership practice.
Human Resources, Leadership
Boost Your Leadership Style – 9 Questions to Uncover Your Blind Spot
- 24 August, 2023
- 0 comments
- by nick
We don’t pull into traffic without checking our blind spot. And the same is true of good leaders regarding blind spots in their leadership practice. They hone their leadership skills by continuously seeking feedback.

In self-development terms, our blind spot is what others know about us that we don’t. (The upper right quadrant of the Johari Window.) So feedback from our team members is essential to develop our self-awareness as leaders.

Open-Ended Questions Provide Quality Feedback

I prefer to avoid formats that rate subjects or provide tick-box answers. Instead, open-ended questions encourage thoughtful and detailed responses. Which, in turn, encourages greater engagement by the recipient.

When designing your questions, consider what you want out of the process. Here are my 9 favourite questions I use to solicit feedback from team members:
1. What do you think my strengths are as a leader?
2. What ways do you think I could improve my leadership style?
3. How can I make myself more approachable/open to feedback?
4. How do you think I can better support the team?
5. Are there any actions or decisions I’ve made that you would have handled differently? If so, what could I have done differently?
6. Are there areas where I can provide more guidance and direction to the team?
7. How do you feel about the team’s morale and engagement? Are there any specific issues that need to be addressed?
8. What do you think is the most important thing for me to focus on as a leader moving forward?
9. Is there anything else you’d like to share with me about my leadership style?
Receiving Feedback

Receiving and acting on feedback can be challenging, especially it’s when negative. But a poor reaction could harm the psychological safety of your team. So preparing to receive feedback is as important as asking for it. Keep in mind the following:
- Be gracious – the process is working if you learn things that make you uncomfortable. Be accepting and appreciative if you want people to continue being honest.
- Acknowledge/Act – be seen to act on or acknowledge feedback. Your team will be waiting.
- Reciprocate – if you’re asking your team for feedback, you should do the same for them.
- Lead by example – feedback shouldn’t be an isolated process. Create a learning culture where mistakes are regarded as opportunities to grow. Set an example by sharing your challenges and owning your mistakes.
- Consider coaching – coaching can provide a safe and supportive space to process feedback. It can also help identify the most critical areas for improvement, set realistic and achievable goals, and develop action plans to implement the feedback.
Do it right, and feedback will enhance your self-awareness, confidence, and leadership skills. And ultimately increase your value to your team and organization.
Employee Experience, Human Resources, Leadership
It’s Time to “Pink it and Grow it” – How Pink is Your Network?
- 24 August, 2023
- 0 comments
- by nick
“Pink it and shrink it” – that’s been the mantra behind marketing products for women. It’s a predatory marketing practice whereby women pay a premium for everyday consumables.

A “Pink It and Grow It” Challenge

No one goes from intern to CEO without a little help. Networks are a crucial component of resilience and career progression. Yet, studies continuously find women have less powerful networks than men. This resonates with me, especially having moved countries twice.

So this is my challenge to everyone – let’s “pink it and grow it”! Let’s take conscious steps to make women a greater part of our networks.

What Do Women Need from a Network?

We all need connections that “will say our name in a room of opportunities”. But it’s actual interactions that help validate us, provide perspective and even help us laugh at ourselves. Genuine relationships don’t only further our careers; they are crucial for our well-being and resilience. And the earlier we reach out, the more chance they have to develop. So, I challenge you to;
- Be a Connector – actively introduce women to others in your network. If you don’t know what connections are desirable, ask.
- Be a Mentor – mentorships often happen informally over shared interests and experiences. But women may not have these in common with senior male colleagues. Advocate for formal mentorship programmes to ensure inclusivity and a framework for cross-gender engagement.
- Be a Load Absorber – assist female colleagues with work surges. Women can be reluctant to ask for help, fearing being regarded as not coping. You can offer to take on work in exchange for the favour being returned when you’re in a similar position.
- Be a Sense Maker – getting to grips with politics and personalities can significantly advance one’s career progression. Can you provide insight to a female colleague that will help smooth her way?
- Be a Booster – women are often poor self-advocators, especially in the absence of female role models. So affirm the competence of female colleagues and how they might excel in positions they may be too intimidated to apply for.
- Be an Empathiser – you don’t always have to solve the problem. Women also need a release for negative emotions. Help get us “back in the ring” by being a sympathetic but confidential ear.

KYLIE PAATSCH INTERVIEW

MELISSA RIEDY INTERVIEW