We have a good amount to be grateful for at the end of 2020 here in Australia and New Zealand. While the impact of the novel coronavirus was undoubtedly felt and still lasting, particularly in Melbourne, the outlook in the Australia and New Zealand region is positive compared to other developed countries.

How can managers navigate uncertainty, lead with emotional intelligence and foster psychological safety in the current environment? Some of the answers lie within the current context of the present state as outlined in the table below.

What is one of the most critical factors in a fast-paced and ever-changing workplace? The answer is learning behaviour because it indicates how an employee can make sense of what is happening, learn and adapt, take action and advance the business in its journey. One of the best indicators of learning behaviour is psychological safety.

Managers still matter. With more than a decade of research, Project Oxygen at Google has shown that the qualities that make managers great have grown and evolved along with the company. Anyone interested in leadership should be interested in what follows.

Psychological safety gives senior leaders new, actionable insights into staff productivity that significantly improve their organisation’s financial performance. 

Psychological safety gives senior leaders new, actionable insights into staff productivity that significantly improve their organisation’s financial performance. 

This article summarises the findings of “Project Aristotle”, in which Google researchers studied what made a team effective at Google. The researchers found that “what really mattered was less about who was on the team, and more about how the team worked together.”

On a scale of 1-10, how frustrated are you feeling today? Frustration is often an emotion that goes undetected. Sure, we can experience the full-blown, traffic-jam frustration that gets you gripping the steering wheel with-white knuckle intensity (I learnt to drive in Italy – need I say more)!