Coaching the inner child When I start a coaching session, I’m aware that more than two people are communicating with each other in the session. Jo Confino, a leadership coach and mindfulness podcaster, describes how the person being coached brings the influence of their parents, siblings, friends, grandparents, and more. The coach also brings past influences into the conversation.  Having
Our Future Fit Leaders training programs currently have eight modules. If you have attended one of the group workshops, we have given you access to online content which supports the training material. This includes podcasts, downloadable PDF resources, slide deck notes, links to TED Talks and articles and our self-assessments. There is also a wellbeing section which includes breathwork and
Gen Z is no longer the generation preparing to enter the workforce. It is already there. Its members are employees, team leaders, managers and, increasingly, employers. They are bringing capabilities developed inside the most connected communication environment in history. They are also entering workplaces reporting high stress, low belonging, communication difficulties and growing tension between generations. It would be convenient
What is the difference between psychosocial safety and psychological safety? Do you understand how recent legislation impacts you and your team? Could you clearly articulate the psychosocial safety risks facing your team? How do you manage those risks and create systems which enable your team to connect and thrive? Join Andy Roberts from Breathe Australia and Christina Byrne from the
What the Global Workplace Happiness Report 2026 Means for HR Leaders in Australia and New Zealand Reading time: 4 minutes A new global study into workplace happiness has landed, and while Australia and New Zealand aren’t among the 17 countries with dedicated profiles, the findings carry clear implications for people leaders across the region. Here’s what you need to know.
Moving from blame to contribution The three conversation model Most leaders don’t avoid challenging conversations because they lack courage. They avoid them because the conversations feel like a trap. Say nothing and you carry the resentment, the risk, and the rework. Say something and you risk defensiveness, conflict, or damaging trust. Many leaders end up oscillating between avoidance and confrontation,
