In Think Remarkable (2025, John Wiley & Sons), celebrated author, speaker, and former Apple Chief Evangelist Guy Kawasaki—now Chief Evangelist at Canva—teams up with Madisun Nuismer to deliver a timely and inspiring guide for navigating today’s rapidly evolving world. Known for his influential Remarkable People podcast, Kawasaki brings his signature clarity and optimism to this new release, subtitled “9 Paths to Transform Your Life and Make a Difference.”
At its core, Think Remarkable challenges readers to go beyond “thinking different” and instead “think remarkable”—a mindset shift aimed at not just personal success, but meaningful impact. The authors define “remarkable” as making a difference and improving the world in a way that aligns with your unique circumstances and capabilities.
The book is structured around three foundational qualities:
Each chapter is designed to be accessible, practical, and genuinely useful. The writing is clear and engaging, making complex ideas feel actionable. What sets this book apart is its rich tapestry of stories—drawn from both well-known figures and unsung heroes—demonstrating how ordinary people can achieve extraordinary things. These real-life examples serve as both inspiration and blueprint, showing that remarkable change is within reach for anyone willing to pursue it.
Kawasaki and Nuismer’s approach is refreshingly inclusive. Rather than prescribing a one-size-fits-all formula, they encourage readers to find their own path to impact, grounded in authenticity and purpose. Whether you're a seasoned executive, an entrepreneur, or someone simply seeking more meaning in your work and life, this book offers valuable insights and motivation.
In a world marked by constant change and uncertainty, Think Remarkable is a powerful call to action. It’s not just about personal development—it’s about using your growth to uplift others and contribute to a better world.
Highly recommended for professionals, leaders, and lifelong learners looking to make a meaningful difference.
The 2025 Deloitte Global Human Capital Trends report, "Turning Tensions into Triumphs," [CLICK HERE TO READ] offers crucial insights for not-for-profit leaders and managers in Australia, New Zealand, and the South Pacific. The report emphasizes the need to balance human and business outcomes amidst a rapidly changing work environment.
1. Balancing Complex Tensions
Not-for-profits face unique challenges in balancing mission-driven goals with operational efficiency. The report highlights the importance of navigating tensions between stability and agility, ensuring that organizations remain resilient while adapting to new demands. Leaders must make strategic choices to optimize human performance and organizational effectiveness.
2. Creating Stability for Agility
Providing stability for workers while fostering agility is essential. Not-for-profits can achieve this by creating a supportive work environment that encourages innovation and flexibility. This balance helps organizations respond effectively to changing community needs and external pressures.
3. Unlocking Worker Capacity
The report underscores the need to unlock worker capacity by removing barriers that hinder productivity. For not-for-profits, this means streamlining processes and leveraging technology to enhance efficiency. By doing so, organizations can maximize their impact and better serve their communities.
4. Closing the Experience Gap
Addressing the experience gap is critical for not-for-profits to ensure new hires are ready to contribute effectively. Investing in comprehensive onboarding and continuous training programs can help bridge this gap, enabling staff to quickly align with the organization's mission and goals.
5. Embracing the Human-AI Value Proposition
Integrating AI into the workforce presents opportunities and challenges. Not-for-profits should focus on leveraging AI to augment human capabilities, enhancing decision-making and operational efficiency. This approach can lead to more effective service delivery and improved outcomes for beneficiaries.
6. Redefining the Role of Managers
The evolving role of managers is another key trend. Not-for-profits must redefine managerial roles to focus on coaching, mentoring, and supporting staff. This shift can foster a more engaged and motivated workforce, driving organizational success.
By embracing these trends, not-for-profit leaders and managers can navigate the complexities of the modern work environment. Balancing stability with agility, unlocking worker capacity, closing the experience gap, leveraging AI, and redefining managerial roles will enable organizations to thrive and make a meaningful impact in their communities.
For small businesses across Australia, staying informed about the evolving human resources (HR) landscape is essential. The year 2025 brings significant legislative changes that impact employment practices intended to improve fairness, transparency, and work-life balance. Here's a concise overview to help you navigate and respond to these developments effectively.
1. Changes to Award Classifications
Updates to 37 modern awards encompassing revised pay rates and limits on the duration employees can remain in entry-level positions came into effect on January 1, 2025.
HR Response:
2. Criminalization of Wage Underpayment
Now in effect since January 1, 2025, intentional underpayment of wages, including superannuation and other entitlements, is classified as a criminal offense. Penalties are severe, with fines up to $7.825 million for companies and up to 10 years imprisonment for individuals.
HR Response:
3. Casual Employment Conversion
From August 26, 2025, the ‘Employee Choice Pathway’ will be available to casual employees requesting conversion to permanent employment after 12 months of service. Employers must respond within 21 days, providing valid reasons for any refusal.
HR Response:
4. Right to Disconnect
Starting August 26, 2025, employees in small businesses gain the right to refuse work-related communications outside their regular hours, promoting work-life balance.
HR Response:
5. Tax and BAS Agent Reforms
Significant reforms to tax agent regulations take effect from January 1, 2025, introducing stricter ethical and operational requirements.
HR Response:
6. Privacy Law Reforms
Key changes coming into effect between 2025 and 2026 include the introduction of a statutory tort for serious invasions of privacy, allowing plaintiffs to seek damages for intrusions into seclusion or misuse of personal information, with courts able to award up to $478,550 in damages. Additionally, from December 2026, privacy policies must clearly disclose the use of automated decision-making systems and the types of personal information involved.
HR Response:
A proactive compliance strategy will ensure your business adapts to new requirements while minimising potential disruptions. Treating it as a strategic imperative to practice fairness, respect, and responsible leadership can reinforce trust with your employees and protect your brand’s reputation.
For more information, see:
HRM: The news site of the Australian HR Institute
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In the evolving landscape of work, leaders face unique challenges in creating office spaces that foster productivity, collaboration, and well-being. A recent report by London Business School [CLICK HERE TO READ] provides valuable insights into designing an ideal office environment that can significantly impact employee satisfaction and organizational success.
The report emphasizes the importance of aesthetics, spatial layout, and ambience in shaping employees' physical and mental health, attitudes, and motivation. As organizations encourage employees to return to the office, creating a space that balances functionality and comfort becomes crucial.
Key findings from the report highlight that an energy-efficient office not only reduces operational costs but also signals a commitment to sustainability, enhancing the organization's reputation among stakeholders. This is particularly relevant for not-for-profits, where demonstrating social responsibility is integral to their mission.
The study, led by Assistant Professor Bukky Akinsanmi Oyedeji, synthesizes decades of research across various disciplines, including business, psychology, and architecture. It reveals that well-designed workspaces can positively influence workers' ability to accomplish tasks and improve overall organizational culture. Conversely, poorly designed spaces can lead to decreased productivity and employee dissatisfaction.
For managers, the report suggests several practical steps to create an ideal office space:
By implementing these strategies, not-for-profit organizations can create office spaces that not only enhance productivity but also reflect their commitment to the well-being of their employees and the broader community. This approach can lead to a more motivated workforce and a stronger organizational culture, ultimately contributing to the success and sustainability of the organization.
ChatGPT and AI tools are reshaping the buyer’s journey,altering how decision-makers research, seek information, evaluate options, and make purchasing decisions. According to Bain & Company, 80% of consumers now rely on AI-generated results for at least 40% of their searches, leading to a 25% reduction in organic web traffic.
Essentially, this means potential customers are more likely to interact with content optimised for AI algorithms and this has significant implications for SEO and content marketing strategies.
Traditional SEO focuses on optimising content for search engines like Google. However, with the rise of AI, a new discipline—Generative Engine Optimization (GEO)—has emerged. GEO, refers to the process of enhancing your website’s content to improve its visibility in AI-driven search engines, including ChatGPT, Copilot, Gemini, Perplexity, and Google AI Overviews. GEO aims to position your brand to appear in AI-generated results when users search for queries related to your products, services, or areas of expertise. The importance of GEO arises from the recognition that traditional SEO methods may not be effective in an AI-driven landscape.
Incorporating GEO can improve engagement rates, lead to higher click-through rates, and help combat declines in organic traffic. Businesses that proactively implement these strategies can better capture audience attention and foster deeper connections. Brands appearing in AI-powered searches are gaining the ever-elusive competitive edge.
Practical Implications to effectively incorporate GEO into your SEO and content marketing strategy:
As search behaviours continue to evolve, consider achieving greater visibility in these AI-generated responses, regardless of where potential customers begin their buying journey.
Lead Well: 5 Mindsets to Engage, Retain, and Inspire Your Team by Paula Davis (2025, Wharton School Press) is a compelling and insightful guide for modern leaders navigating the complexities of today's work environment. The book is structured to provide practical advice and actionable strategies, making it an invaluable resource for anyone in a leadership role.
Davis presents four pivotal facts that have fundamentally changed the paradigm of work:
In response to these facts, Davis outlines the 5 mindsets needed by leaders within this new context. Each mindset is explained using relatable examples from business, and one of the standout features of Lead Well is how each chapter concludes with great tips for implementation. These tips are not just theoretical but are designed to be easily integrated into daily leadership practices. This approach ensures that readers can immediately apply what they have learned, fostering continuous improvement and growth.
Additionally, the book offers access to a series of excellent resources. These resources complement the content of the book, providing further depth and practical tools that leaders can use to enhance their effectiveness. Whether it's templates, checklists, or additional reading materials, these resources are a treasure trove for those committed to leading well.
Overall, Lead Well is a must-read for leaders who are looking to adapt to the new realities of the workplace. Paula Davis's insights are both timely and practical, offering a roadmap for leading with empathy, resilience, and a focus on meaningful work. The book's combination of actionable tips, valuable resources, and paradigm-shifting insights makes it an essential addition to any leader's library.
It is no secret that Australia’s consumer landscape is culturally diverse, with nearly 30% of its population born overseas and communities speaking over 300 languages. Over half the population identifies as culturally and linguistically diverse (CALD). Immigrant groups often maintain strong cultural ties, traditions, and preferences that impact their buying decisions. For businesses and brands this presents both challenges and opportunities: How do you connect meaningfully with an increasingly diverse customer base?
A recent Australian Marketing Institute (AMI) article showcased the power of authentic engagement with CALD audiences. Multicultural agency CulturalPulse was recognised for its role in the FIFA Women’s World Cup 2023, where they connected with 24 diverse communities, contributing to 31 sold-out matches and reaching 18.2 million people. Their success lay in blending data-driven insights with culturally tailored messaging—ensuring that each audience felt seen and valued.
So, what does this mean for your business? That today’s consumers expect more than just generic messaging. They want businesses that acknowledge and respect their cultural identities. According to the SJ Media Group, here’s how you can apply these insights to strengthen customer relationships:
Meet customers where they are and embrace them for who they are. This is how businesses and leaders can foster meaningful customer connections, drive engagement, increase brand loyalty, and create inclusive experiences that reflect the values of our diverse Australian society.
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Collaboration, when done well, is one of the most powerful tools in any organisation. It brings together diverse perspectives, enhances creativity, improves problem-solving, and drives innovation. Effective collaboration allows people to build on each other’s ideas, make better decisions, and generate outcomes that are far superior to what individuals might achieve alone. In the modern workplace, where challenges are complex and interconnected, collaboration has become essential for success. It fosters knowledge sharing, collective learning, and stronger relationships across teams and departments.
However, while collaboration is good—and often necessary—it can become a double-edged sword when taken to excess. This is what experts refer to as collaborative overload, a term highlighted in INTHEBLACK, the CPA Australia magazine (April,2025) [CLICKHERE TO READ], to describe a growing challenge in today’s work environment. Collaborative overload occurs when employees are overburdened by constant meetings, emails, group chats, and shared decision-making, leaving little time for deep, focused work. An article in INTHEBLACK highlights that, in many organisations, these collaborative tasks consume up to 80% of employees' time, leaving minimal opportunity for focused, individual work.
Understanding collaborative overload
While collaboration is essential for leveraging collective intelligence and fostering innovation, its overuse can be detrimental. There is need for intentional collaboration, with organisations critically assessing:
Over-collaboration can dilute expertise and slow decision-making processes. As noted in INTHEBLACK, some decisions may be better handled by individuals with deep expertise rather than through collective input, which can sometimes lead to "watered-down" outcomes.
What causes collaborative overload?
Several factors contribute to this phenomenon:
Strategies to mitigate collaborative overload
To address and prevent collaborative overload, organisations can implement the following strategies:
By thoughtfully designing collaborative efforts and recognising when individual work is more effective, organisations can enhance productivity and reduce the risk of employee burnout associated with collaborative overload.
It is nothing new that retention is key to building and sustaining organisational capability. We need passionate and capable people. When they leave, our reflex is often to assume it is for better pay or a promotion.
Research from Harvard’s Ethan Bernstein and Michael B. Horn reveals a deeper truth: most employees leave not because of money, but because they’re on a personal quest for progress. Understanding the push and pull factors that lead someone to quit means we can target our retention efforts where they will be most meaningful.
An article published by the Australian Human Resource Institute (read it here) summarises their research in more detail, noting the four key “quests” that drive people to move on:
Each quest reflects internal motivators that often go unnoticed by managers. That’s where as leaders, we must dig deeper.
So what can you do?
Ultimately, retention isn’t just about throwing more perks at your team. It’s about crafting roles and cultures that evolve with people’s lives, values, and aspirations.
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In the dynamic landscape of not-for-profit organizations across Australia, New Zealand, and the South Pacific, strategic change is often essential for sustainability and growth. A recent study by Warwick Business School [CLICK HERE TO READ] highlights the pivotal role middle managers play in facilitating these changes, especially when leadership visions clash.
The study, led by Innan Sasaki, examined a long-standing Japanese family firm, Funabashiya, known for its traditional craft production of arrowroot cake. When the CEO's son took over, he aimed to modernize and diversify the company's production methods, clashing with his father's commitment to tradition. This conflict is a common scenario in many organizations where innovation meets resistance from established practices.
Middle managers at Funabashiya played a crucial role in bridging this gap. Initially resistant to change, they gradually adopted a dual approach that respected the company's heritage while embracing new technologies and processes. This strategy allowed them to mediate between the old and new, ensuring that the organization could innovate without losing its core identity.
For not-for-profit leaders, this case study underscores the importance of empowering middle managers. These individuals are often closer to the operational realities and can provide valuable insights into how strategic changes can be implemented effectively. By involving middle managers in the decision-making process, organizations can foster a more inclusive environment where change is seen as a collaborative effort rather than a top-down mandate.
Moreover, the study suggests that middle managers can help mitigate resistance to change by reframing it as an opportunity to preserve the best of the past while adopting new methods. This approach not only eases the transition but also builds a culture of continuous improvement and adaptability.
In conclusion, not-for-profit organizations can learn from Funabashiya's experience by recognizing and leveraging the strategic role of middle managers. By doing so, they can navigate the complexities of change more effectively, ensuring long-term resilience and success.
