William Cowan AM

The Leadership Paradox Leadership isn’t just about steering the ship; it’s about letting go of the wheel when necessary. I use the navigation metaphor quite often in my books -https://lnkd.in/gcyaWJ_b A year ago, I faced a leadership challenge that reshaped how I view influence and control. I was coaching a leader—highly capable but so rigidly controlling that progress felt impossible. No matter how much I offered guidance, their need to micromanage stifled growth—for themselves and their board and executive team In a quiet moment watching the shorebreak at my (home) beach), it hit me - sometimes the best leadership decision is knowing when to walk away. Not every situation can be fixed, and not every leader is ready for change. As leaders, our role isn’t to force transformation but to plant seeds of possibility, even if they take years to sprout. This lesson transcends leadership contexts - 👉 Great leaders guide, they don’t dictate. 👉 They create space for growth, even if that means stepping aside. 👉 And they recognise that influence doesn’t mean control—it means trust. As the year draws to a close, I encourage you to reflect - ❓ Where are you holding on too tightly? ❓ What would happen if you stepped back and trusted the process—or the people? True leadership is as much about letting go as it is about holding on. Sometimes, the greatest gift you can offer is space. #Leadership #Growth #Reflection #leaders

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Arrogance is so passé. There are better ways to demonstrate competence and capability at work: https://lnkd.in/gVCW7QY5

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Governance & Directors Role in Self-Directed Learning/Research: While the article headline will no doubt draw nods of agreement and stories about “directors, I have known who did that”. The sub-heading is equally impressive in its claims, stating “The desire for social recognition means that non-executive directors are failing shareholders.” Are the headlines and sub-headline, just that, headlines.   Sure, we can all recount stories of directors we know who stayed too long. Perhaps the “hankering for status” explains why some directors gather directorships, like trophies, for bragging rights. You know, I see your two directorships and raise you five. Or perhaps it’s not a “hankering for status” but simple economics that makes them stay beyond their use-by date. They need the money, as little as it may be. Or perhaps, no one has said, it’s time to go, or done a review, that identifies their lack of contribution, fit, or whatever. There will be many other reasons directors stay past when they should.          Why raise this with you? Two reasons. First, because directors like most of us have a habit of reading headlines, which we agree with and accepting the statements as facts, evidence to support our own already entrenched views (biases). I would like nothing more than for these statements to be true. To have the weight of scientific research supporting them. But they don’t. Anecdotally yes, factually no, especially if you want to extrapolate the findings to all director groups, which the headlines do.     Why am I being critical. Because the headlines and findings in this article are based on interviews with only 11 directors. Who were chosen through a process called “purposeful sampling.” Here, the researchers asked two well regarded and experienced directors to draw from their network to put them in contact with a second layer of potential study participants from different organisations. All participants are from the same country, possibly (not stated) the same city, demographic, schools, suburbs, etc. Who knows?   In relation to the sub-heading, nothing in the research identifies how the conclusion that “non-executive directors are failing shareholders” was tested. In fact, the word shareholder appears once in the whole paper.     It is an interesting article, but only that. As directors, we (you) have a responsibility to dig deeper, ask more questions about headline grabbing statements, be they in relation to research or a business report. Directors who do not ask questions and are not inquisitive are in my view a far greater issue for boards than a director who stays too long. The latter is easily dealt with. The former is not! The Chartered Governance Institute Chartered Governance Institute New Zealand Good Governance Academy Institute of Directors (IoD) Australian Institute of Company Directors https://lnkd.in/gZu5V-PM

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Art and Science are inseparable. There is a symbiotic relationship between the two that cannot be overlooked when designing the next wave of organisational development and leadership capability. The transition from analogue (static) thinking to digital (dynamic) eco-systems is the biggest shift I have had the pleasure to work with and through as an Executive Coach and Change Facilitator. I have always looked to Art in all its wonderful forms as a precursor of social and systemic change. No matter whether you sit, stand, run, or dance with change, it is always there. Learning to dance with it is the fun part. Enjoy ;) #creativity #curiosity #leadership #executivecoaching #culturechange #organisationaldesign #HX #humanexperience #enterprisethinking #leadingthroughcomplexity #leadinginuncertainty #navigatingambiguity #change #transformation #careerreimagination

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This is new & exciting - Check out the link in Emily Gillmartin bio - #ReflectivePractice #generalpractitioners #burnoutprevention #professionalgrowth #medicalpractitioner

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International Day of People with Disability 2024 focuses on ‘Amplifying the leadership of people with disabilities’. There are so many events in so many places but what we all really want is inclusion and an equal world.  Today I had the privilege of addressing the Department of Education at Marcus Clarke St in Canberra. I entitled my speech: “The Amplification of the leadership of people with disabilities strengthening strategic leadership and direction for the education system”. The Convention on the Rights of Persons with Disabilities set out a vision for disability leadership and a more equal society. This was emphasised by the Disability Royal Commission and is central to the “nothing about us unless it is led by us” mantra. I believe in a world that is more inclusive. I further believe  higher education is the machine which can lead us to that world. We educate, we employ, we produce research and innovation and always punch above our weight in benefiting the nation. Today is no different. Today I got to work with policy experts and help craft workable solutions that will benefit everyone.  I was asked today “are you an optimist or a realist?” I say realist. Higher education helps make the impossible possible and translate dreams to a reality. Of course, my positive perspective is helped by the fact I work at a university that has been ranked #1 in Australia by the Australian Financial Review for the last 2 years and is a powerhouse at creating change. Since I am talking about the University of Queensland, let me plug our new #UQ Champions of Change Disability Inclusion Research and Innovation Plan: <https://lnkd.in/eBa8cz4z> This Plan outlines a bold vision for excellence in disability inclusion research at UQ. Developed in consultation with the research community, the Plan is a blueprint for enabling disability research, and researchers, across the University. It includes 24 actions aimed at supporting researchers with disabilities, enabling partnerships to support disability research and driving research excellence. Although this was exciting, it has meant I will be missing the UQ Disability Inclusion Advocacy Network #DIAN event! If you are on campus, then check that out!   Kate Chipperfield Kirsty Douglas Martie-Louise Verreynne Sarah Brown Jean McBain Brooke Szücs

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I'm often asked for recommendations on development programs or courses 🤔, and the answer depends on the context and what’s driving the question. Recently, I’ve been reflecting on this for myself and for those involved in roles that lead learning experiences or the navigation of psychological landscapes. Beyond accreditation requirements, how do we continue to explore what we don’t know 🤷‍♂️, understand our impact 🌍, and adapt to the evolving world of work and education 📚? The way I was educated and trained—especially in systems psychodynamics—would likely not meet today’s standards of psychological safety 🚫 or what is considered appropriate. However, I learned a tremendous amount through that process 🏆. Now, with more experience (and habits!), my development needs and interests have shifted. I’m also acutely aware that the generations following mine have been educated and trained differently, facing unique challenges that vary from my own. There are also technical and social technologies ⚙️ that have emerged or been revived now, that were not available ‘back in the day’ and are now. Here are a few suggestions based on my ongoing development journey. Be clear about why you’re seeking something. Are you looking for a qualification? Feeling bored? Seeking technical skills? Hoping to better understand yourself and others? Looking to belong or meet people? Did ‘someone’ suggest you do some development? Or do you want to make a specific impact or return? Consider if you’re staying within the same networks or groups when searching for answers to the above. Have you mainly attended events or learning opportunities offered by a particular discipline or organisation? Have you become a little tribal? It might be time to branch out. If you generally run events or training, when was the last time you participated in something? You might get some surprises that you can integrate and improve the experiences you offer. Think about whether you’re open to unexpected outcomes or insights from a learning experience, or if you prefer the outcomes to be clearly defined upfront. Reflect on your learning preferences. Are they helping or hindering you from trying new experiences? Get to know who’s running the event or sessions. What do past participants say about their experience? Are the instructors or faculty appropriately trained or qualified, and do they have practical experience in what they teach? Does that matter to you? When looking for advisors, coaches, or consultants, don’t just accept their title, accreditation, or qualification at face value. How can you dig deeper to find information that will inform your decisions? Think through what you would like or need to know from them before signing up. Ask them, ask your network. Depending on what you’re working on, would multiple sources of support be beneficial? These are a few points from me, would love to hear other views or additions.

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Individuals are faced with emergent realities in the new world of work which brings new ethical challenges. Are your people equipped to approach these new realities with rational thinking, balanced emotions, and productive behaviour? More info at https://linktr.ee/ttli

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Many of you will know that I am already Chairman of Inspiring Workplaces because I am passionate about its Purpose of helping organisations to succeed by putting their people first. I'm delighted to announce that I am now Principal Consultant in the new Inspiring Workplaces Consulting arm. https://lnkd.in/gH5g7-wt   My specific goal as Principal Consultant is to help businesses find solutions to their biggest people-related problems by using our new PeopleFirst Matrix diagnostic. Much like BCG's Growth Share Matrix helps companies decide how to prioritize their different businesses, our PeopleFirst Matrix helps business leaders prioritise where to invest in their people.    Smart leaders know that if they put the people first they will achieve sustainable success and outperform companies who do not. But they are bombarded with a myriad of things to do from wellness programmes to technology platforms. Using our diagnostic pinpoints exactly where to prioritise action. It will save huge amounts of wasted time, effort and money by enabling organisations to identify exactly where to focus their effort.   Send me a message if you'd like to unlock the true potential of your business. #PeopleFirst #prioritisation #employeeengagement #belief #belong #inspiringleaders

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Can #learningagility be taught? This is a question by Vanessa Teo and Vanessa Iloste in the Career Chrysalis podcast. Great question! What do you think? Traditionally, the idea of learning agility is applied in high potential talent selection. We want to select and develop people with high learning agility to higher level roles. So the ability to know what to do in first time situations is key. However, I believe this view is too narrow. - What if we can nurture learning agility in people? - - What if we can codify the process to help people find answers in first time situations? - What if we know the individual and environment factors that help people optimise their learning? Then we can help everyone move ahead in their journey. In the words of Sahara Sadik, it's about the wealth of talent. Everyone is a talent, if we can unlock their potential. And we have, it's a responsibility, because we already know what is happening with job cuts, AI and automation. Learning agility is the bridge to help our people cross this chasm of uncertainty and disruption. Watch out for the upcoming podcast by the amazing trio, with Aaron Wu, they are such fine example of learning agility in action - Purpose & learning rich challenge drive learning! In the words of Vanessa Iloste, "We do it (all the recording, editing, conceptualizing during weekends!), because we learn a lot and we are putting something useful to the community" Awesome!! Thank you for doing what you do!

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Great snapshot of our Building Resilience course. This is a practical approach to building the resilience capacity for you and your team.

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The marvelous people at OpenGround's Australian Centre for Mindfulness have made a momentous move - they've become a health charity in order that they can offer their life-changing, evidence-based work at a range of prices, so now it's accessible for many more people. As Timothea Goddard wisely says, we know the mind gets better at what we practice. So if we practice anxiety again and again, we get better and better at doing anxiety. And there is so very much in our lives these days that points us towards anxiety - global conflicts, climate change driven events, cost of living, all of the above and more. If instead we practice pausing, reflecting calming down, listening to our emotions as signals, speaking our truth with kindness - then we can and do get better at that. If you'd like to find skilful ways of dealing with your stress and distress, I can't recommend OpenGround highly enough. Their mindfulness courses provide a safe haven to refresh your nervous system, restore confidence and develop skills for living. OpenGround's Mindfulness-Based Stress Reduction (MBSR) programs are helpful for people with a range of physical and mental health challenges including stress, isolation, burnout, anxiety, depression, trauma, pain and illness, and existential concerns.  Their work is grounded in an understanding about what humans need to feel safe, responsive and empowered to transform things - inside and out. More details: [email protected] www.openground.com.au +61 401 904 995 Openground Timothea Goddard

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CHALLENGING ORGANISATIONAL CULTURE WITHIN YOUR INSTITUTION A METHODOLOGY Probably one of the most powerful ways to challenge cultural status quo, is methodically in conversation circles, interviews; and iterative, challenging, but safe exchanges in Melanesian/Pacific type dialogue circles. I will not mention the name of the institution; but one of the most successful challenges to cultural assumptions, to open up awareness as to status quo and deeply held cultural views in a federal jurisdiction for the purpose of delineating a future roadmap of activities going forward, which I led, was through a method of conversation circles. A four C's approach of: collaboration, cooperation, communication, and conversation for individuals, buddies and small groups occurred, with an external, (objective outsider) consultant with key questions approved by sponsors. Questions on leadership, teams, performance, direction, values generative actions, strategic and operational alignments, work integration, values-in-action, artefacts delivered, adaptiveness, flexibility, customer-centeredness, efficiencies and effectiveness, and fit for purpose structural cultural concepts were asked, analysed and followed by a report in print and "live" presentations to the department. The results showed both positive and negative findings and recurring and emergent themes which were based on deep assumptions, values and deliverable artefacts that were then addressed by a key team of cultural change agents together with directors and their teams. Again, this seems simple but the secret is in the "what and how and when and the addressing of the question why" with each participant. It was a unique refined, sensitive, open way that we engaged with each and all; and implemented the discovery process of viewpoints, the gathering of evidence and the respect of each individual, group and the sponsors and total organisation in our reporting and recommendations for ways forward. The leadership and managerial quality and their active enthusiastic, involvement paved the way. Sensitive, yet truth reporting to address cultural change. If you think your organisation is ready for such a cultural change assignment, contact me: [email protected]

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As facilitator of men’s behavioural change programs, moments like these affirm my belief in the transformative power of change. The quote in this image is from a partner of a perpetrator who completed a men’s behavioural change program I facilitated. It speaks volumes, not only about the positive impact the program has had on this man's life but also on the lives of those around him. Witnessing partners recognise the growth and calmness in the men who once terrorised them is a testament to the profound shifts that can occur through dedicated support and intervention. It's moments like these that remind me why I'm deeply passionate about facilitating these programs. Men who have been violent have the capacity for change, and every transformed life ripples outwards, creating safer, healthier homes and communities.   Not every man who uses violence will undertake a program and not every man who attends a program will achieve behaviour change. Whether that’s due to a lack of readiness, failure to see the need to change, or an out-of-control addiction. I recognise there are survivors who watch their abusers leave the home and wait desperately for the possibility they will return having made even the smallest steps to change. Not everyone’s experience of a behaviour change programs is like this and it’s why there is a crucial need to invest in having quality facilitators and safety mechanisms which surround the program.   I've facilitated group programs working with perpetrators of violence as a second job for 7 years now. I just can't walk away. I feel like it keeps me grounded in the work and a humbling reminder of what life is like for victims of abuse. When we get this kind of feedback it motivates me to continue providing a space where men can confront their harmful behaviours, unlearn dangerous beliefs, and ultimately build nurturing relationships. #domesticviolence #behaviourchange

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In organisational management, decisions should not rely solely on a leader’s intuition or past experiences. Instead, they should be as well grounded in a systematic analysis of data and facts. Carefully examining and interpreting available information provides a clearer understanding of the situation, helps contextualise challenges, highlights potential risks, and identifies possible threats before actions are taken. Analysis also enables leaders to define goals and priorities with greater precision. It helps avoid decisions that focus on short-term or subjective interests while neglecting the bigger picture. Furthermore, it plays a crucial role in ensuring transparent and effective communication, as organisations and stakeholders expect managers to make well-reasoned decisions that are clear and logical. For managers, analysis is not just the starting point for decision-making but also a key tool for continuous improvement. Even when a decision proves unsuccessful in hindsight, an analytical approach offers insights into why it failed and how to improve future actions. As a bottom line, analysis is not merely a prerequisite for decision-making but a cornerstone of sustainable organisational management. It supports strategic direction, enhances reliability, and ensures long-term success. To put this into practice:  1️⃣ Start by cultivating a habit of gathering and critically evaluating relevant data before making key decisions.  2️⃣ Additionally, involve your team in the analysis process to encourage diverse perspectives and foster a culture of collaborative problem-solving.

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New article on culture and leadership posted at https://lnkd.in/ghup5Qt7 - hope you'll have a read and share.

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An interesting overview of Systems Thinking #systemsthinking #businesscoach #strategicthinking #leadershipcoach #thesystemsthinkingapproach https://lnkd.in/gPhd9etc

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I highly recommend this course!

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