Who has more stress? A CEO or an Administrator? You might think the CEO has more to worry about, and that's a reasonable assumption. After all, those who occupy the most senior positions are required to shoulder greater responsibilities than those in administration or support roles.

The fight-or-flight response (or fight-flight-fright-freeze-faint) is also known as the acute stress response, although many writers refer to it simply as the stress response.

Stress management is different for everyone. There's no one-size-fits-all approach; however, there are common strategies that emerge time and time again in the stress management literature. Having reviewed many of these strategies, here are our top 10.

The pace of change and the topic of organisational speed has been at the forefront of many business discussions, particularly as it pertains to transitioning to new operating models in response to the global pandemic.

Harvard Business Review (HBR) has been tracking corporate change efforts for more than a decade. In 2019, they began developing a system to help companies measure their capacity for change. They refer to it as a company’s change power. 

The change leader is able to leverage others' motivators or personal drivers to mobilise the energy to make change happen. Whether you are an executive, director or project leader, one of the most powerful and pivotal roles you can play in your organisation is that of a change leader. 

Have you ever heard of project success defined as that project being completed “on time, within budget, and to scope?” This traditional definition may have been useful for project leaders in the past; however, there’s much more to consider for present-day programs. 

One of the most prevalent areas of organisational change and transformation in 2021 is rewiring businesses for the future of work. This type of program is both exciting and daunting in terms of the scale of change, the financial investment and the effort in time and energy.