Blog
By AIM Business School Faculty, Dr Richard Carter
When Facebook buys a virtual reality headset company (Oculus) for $2 Billion and their famous COO Sheryl Sandberg (author of Lean In) has to hose down speculation about how rapidly virtual reality will become a major income stream for them, you know virtual reality has arrived.
By Hamish Williams.
For anyone that’s halfway serious about their career, it will come as no surprise that your ability to learn and acquire new knowledge is vitally important to your career success.
What may come as a shock is your ability to dump old knowledge and processes in favour of new ways of doing things is now also becoming highly sought after.
By Nina Sochon
Have you ever been in a meeting when one of your colleagues began to drift off course?
Tangents in meetings can be amusing or annoying at best. They can also be incredibly serious.
The usual advice for eliminating tangents goes like this: “articulate a goal, clarify the agenda and stay focused.” Certainly without doing these things no meeting would run effectively.
By Tudor Marsden-Huggins, Managing Director of Employment Office
With the unemployment rate hovering around the 6% mark, it’s clear there are candidates out there, actively looking for work.
But speak to any hiring manager and they’ll tell a different story – that good people are hard to find, and the skills shortage we’ve been hearing about for years is a reality reaching crisis point for organisations across the country.
By Hamish Williams
For public servants, understanding the role they play as individuals as well as the role of their team can sometimes be difficult when viewed in the context of the wider context government.
By Scott Martin, Sales Director AIM Corporate
Do you want your leadership programs to really deliver embedded learning and behavioural change?
Here at AIM, we’ve spent the past 75 years delivering thousands of leadership and management development programs right around Australia, in every industry and every sector.
Whether it’s an accredited or non-accredited program for ten people or 10,000, there are some common ingredients to the all-around success of these programs.
By AIM Senior Research Fellow Dr Samantha Johnson
Everything that irritates us about others can lead us to an understanding of ourselves - Carl Jung
Ever heard someone say, ‘That’s just the way I am, like it or lump it!’? Or, ‘I can’t help being angry, I don’t suffer fools easily!’ How do you respond to these statements?
I have to admit, they make me cringe.
It’s ok to be yourself, in fact, it’s more than ok, it’s imperative.
CRACK. You turn to see a young man falling to the floor, the unfortunate victim of a workplace prank. As it turns out, someone had removed the screws from his chair and when he sat down he was left sprawling on the ground.
While a health and safety officer would be shaking their head in disgust, this is just horseplay, harmless tomfoolery - right? But what happens if the young man had been seriously hurt, or if a different joke was taken the wrong way and led to claims of bullying?
In recent years, there has been a lot of exuberant talk about the future of work. We've been told that offices will go away, or be considerably scaled back as employees work remotely while work duties will be compartmentalised and outsourced to hyper-specialists. Mobility and freelancing will become the dominant drivers for multi-tasking, flex-ruled working arrangements and crowdsouring and outsourcing will allow people from all over the world to become involved in the global economy.
What would a managerless workplace look like?
Your hands are sweaty, the boardroom is silent and you could cut the tension in the room with a butter knife. Did you just commit career suicide by pitching this idea? Seconds pass although it feels like an eternity. Suddenly, you see it begin, first with a slight nod from the CEO and then like a Mexican wave, nods of agreement flow across the room.
The feeling of relief washes over you, but suddenly you think to yourself: Did all these highly qualified executives even like your idea or did they simply follow the leader?