This morning, I attended the Monash Health Business Breakfast on Neurodiversity and the Power of Inclusion. A thoughtfully constructed panel of experts generously shared data-driven insights and practical tips to help create more inclusive workplaces.

Reflection is often a key driver of learning. We gather insights from the past and declare some intentions for how we will do things differently next time.

Here’s the thing… when ‘next time’ comes, we may have forgotten the reflections from the last project. Or maybe there are different people involved who aren’t even aware of the insights from last time. When that happens, we’re doomed to repeat the mistakes of the past.

That’s why recognising the distinction between reflection and learning really matters - because if we don’t pay attention to both, we risk wasting time, effort and money - and that reduces our impact.

“micro-moments” — those seemingly insignificant opportunities to create better, deeper relationships.

To me it sounds like a cross between mindfulness (at least the very literal interpretation of “being in the moment”) and positive psychology (again quite literally “seeing the good in a situation”).

“Could passion be a barrier to success?”

Keiser and Kaplan’s article “Don’t let your strengths become your weaknesses” from the Harvard Business Review talks about the idea that any strength overplayed risks becoming a weakness. Considered in that light, I suggest there are some risks associated with being “too passionate”.

As leaders, asking great questions has become more critical than the pressure to know the answers.

Equally important is building that strong question muscle across our teams.

But what makes a question 'good'? How do we improve our skills over time?

Often, I hear leaders reflect with admiration on the questions asked by colleagues by saying, 'I wish I'd asked that' - but they rarely analyse the creation of the question, preferring to focus on the answer.

Leadership lessons from renowned Australian chef and restauranteur Guy Grossi.

What is your unsolicited feedback telling you about how you can increase your leadership impact?

Where do you start if you want to capture the leader you are and the leader you aspire to be?

The psychology of referral. Why our clients and friends bet their reputation on us