Australian Centre for Clinical Interventions has great resources

The Centre has a range of resources available for adults with complex mental disorders who engage with the public mental health service. They have workbooks for a range of different topics and the books guide the reader into answering specific questions and thinking about things.

One of the workbooks looks into mastering worries, perfectionism, self limiting beliefs and panic attacks – a resource that could be useful for many busy employees and employers facing long work days, stressful days, constant pressure and relentless deadlines. See: – and go to Resources – Consumers.

Worksafe’s Best Practice Guidelines for bullying a great resource

If you haven’t already done so, check out Worksafe’s latest best practice guidelines to help employers and employees deal with workplace bullying. The resource is terrific. Every workplace should have documented human resources policies and procedures; and documented policies and practices around bullying. That’s the base and they need to be accompanied by on going educative sessions. Ignorance isn’t bliss – it’s damaging.

Theft and fraud affects many companies – have you been affected?

A recent newspaper article (The Press, 20/02/2014, A11) reports the results of a recent PwC’s 2014 Global Economic Crime Survey – that ‘fraud affects a third of New Zealand businesses, with theft by far the most common’. The authors said theft represented 70% of fraud and was followed by procurement fraud, bribery and corruption, human resources fraud and cybercrime. It is a great reminder that organisations, large and small, need to have good revenue assurance policies and practices in place. If they don’t have this infrastructure, then it’s important to get professional risk management/assurance specialists in to review all their business processes in the revenue chain.

Information trees need frequent trimming, says management coach

I’ve realised of late that for those of us who aren’t professional librarians and information-finders-and-keepers, it can be a challenge to set up and maintain our own information trees. These trees grow when we set up folders, sub-folders, sub-sub-folders and the like and rarely take the time to review the trees, prune them, relocate wayward branch files and remove dead branches. Earlier this year, when work was quiet, I set aside a chunk of time and discovered:I had more information trees than I realised, some material was misfiled, some information was no longer needed, and some sub-folders could be removed completely. Now, having done my pruning, I find information more quickly, because it is in the right place and I don’t have so many sub-sub-folders to rummage through. I thoroughly recommend the exercise – it’s a timely reminder to spend time to save time.

5 Practices of Exemplary Leadership – what do you experience in the workplace?

If you were to reflect on your working life to date, how many amazing managers with exemplary leadership skills have you worked for or with? How many managers have you worked for or with that had no leadership skills at all? Numerous leadership articles and assessments are available online and offline and the one that caught my attention recently is the Leadership Practices Inventory available through

This organisation suggests the 5 Practices of Exemplary Leadership includes: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act and Encourage the Heart.

Five Ways to Wellbeing good framework for personal planning, says management coach

The New Year is traditionally the time when a small portion of the population write down NY resolutions and commit to keeping them. Statistically however, few people are successful in their resolutions, possibly because they’re a should or must do resolution and not necessarily a deep, driving need. An alternative that may be more realistic is to forget resolutions altogether and focus instead on the Mental Health Foundation’s 5 Ways to Wellbeing. These provide a useful framework for setting intentions and goals for the future and the headings to use include: Connect (social wellbeing), Be Active, Take Notice (mindfulness, looking at what is), Keep Learning and Give to Others. For ideas and inspiration, go to

The Beginner’s Guide to Management – where is it when you need it?

There’s an unfortunate norm that occurs in many organisations – staff new to management go into entry-level management positions with little support or guidance on what management actually entails. Typically, those around them are busy in their own roles and oftentimes, new staff are left to figure things out as they go along. The school of hard knocks unfolds before them, often a difficult road to go down alone.

A resource to help people new to entry-level management is The Beginner’s Guide to Management. It is an ebook that gives an overview of management and management levels; the core management functions, management styles and approaches, important management skills and abilities, basic business etiquette and things to avoid. It is available at for $USD1.99

First few months in a new job are critical, says management trainer

The first few days, weeks and months in a new role are hugely important for new appointee and those around them. A mistake often made by some new appointees is in their rush to make an immediate impact, they fail to take the time to get to know and understand the people around them; fail to determine the extend and scope of what people do, and to fully understand the context they work within. The colleagues working with or around a new appointee tend watch them carefully over the first few weeks to see how they’re going to fit in and they quickly develop an overall impression about them – and vice versa. All the parties need to be mindful of the impression they’re giving, both verbally and non-verbally.

So, new appointees need to be mindful of their approach and the impression and impact their behaviour or attitudes have on others; and established staff need to help new appointees induct into the organisation, by highlighting the spoken and unspoken organisational norms and explaining how and why some things are done the way they are. It will help avoid misunderstandings and confusion, later on.