Fit For The Future

You don’t always need big initiatives or expensive training to bring people along on a change journey. Sometimes the difference comes from a tiny adjustment in how you work. These tiny levers can have a big effect, especially if you foster a team culture that seeks them and embraces them.https://swiy.co/go-tiny-leversWhat small changes are you making that could make a big difference in your workplace?I was recently participating in a panel discussion about the future-ready skills we need for our workforce now and in the future. The discussion turned to the need to embrace diversity in our teams, especially generational diversity. Younger people often bring fresh perspectives and expertise, but we also don’t want to lose the experience, good judgement, and wisdom of more experienced team members.The moderator of the panel, Keith, asked the audience,“Can anybody in the room share an example of bridging the generational gap?”One participant, Isabella, shared a story from a previous workplace.As part of a digital

https://swiy.co/go-get-out-of-the-wayAre you getting in the way of your team being more open, flexible, and innovative?I was working with a group of about twenty senior leaders a few years ago, running my two-day “Future Scenarios” program. Everybody was fully immersed for the full two days, except for the CEO, who stepped in for a while at the start of day one and then returned partway through day two for another few hours.It was interesting for me to see the dynamics of the group when he was in the room and when he wasn’t (Some of you are way ahead of me!) ...When he was in the room, he was open, took part enthusiastically in the activities, didn’t talk over anybody else or try to push his opinion forcefully.But ... other people subtly changed their behaviour because he was there.If he said something, others made sure they didn’t contradict it, even in small ways.They didn’t say things that might contradict organisational policy.They didn’t criticise anything that had been imposed “from above”.I had said at

You want your team to embrace change, but just telling them what to do rarely works. People move at different speeds, and many will wait to see whether something actually works before they commit. One of the best ways to build momentum is to share success stories. When people see colleagues trying new ideas and getting good results, it lowers the risk and makes change feel possible. Instead of pushing everybody at once, highlight “bright spots” to motivate others.https://swiy.co/go-change-is-contagiousHow are you creating a culture of change in your team?I spoke at a conference recently, and somebody came up to me after my presentation, and said:“You might not remember me, but you worked with our extended leadership team a few years ago, and gave us an idea about innovation and change that has worked really well for us.”Well, of course, the only thing better than hearing people say nice things about me is to tell you about it!So, I’ll do that here ...I do remember this client. They were going through a major

You might have an idea or message to share, but most people aren’t automatically ready to listen. They are busy, distracted, and thinking about their own priorities. For your message to land, you first need to shape their frame of mind. That means answering the four questions already running through their head: Why you? Why me? Why this? and Why now? When you address those questions upfront, you build credibility, relevance, and urgency – and your audience is far more likely to pay attention to your message.https://swiy.co/go-attention-firstWhen you’re sharing an idea with somebody for the first time, how do you grab their attention so they listen to your message?I’ve been doing a lot of work recently with teams and organisations about the skill of sense-making, which is one of the most important future-ready skills we all need.Sense-making is about making sense (surprise!) in three areas:* Intel: Making sense of the world around you and filtering what’s important and relevant to you, your team, your organisa

Your customers are already using AI in ways you probably don’t see: asking for advice before they contact you, checking what questions to ask, recording interactions with you, and sometimes even deciding whether they need you at all. Regardless of how YOU are using AI, your customers are comparing you with what they can get instantly, cheaply, and privately. If you’re only thinking about how you’re using AI internally, you’re missing half the picture.https://swiy.co/go-the-invisible-shiftDo you know how your customers are using AI?I had a minor twinge in my back recently, which caused a bit of discomfort for a few days. So I made an appointment to see a physiotherapist a few days later. I also asked ChatGPT for some guidance. ChatGPT first checked whether there was pain elsewhere – in my legs or headaches. I said no, so it then told me this was a common problem, gave me two exercises to do, and reassured me it would resolve in 7 to 10 days.When I saw the physio a few days later, she gave me exactly the same a

As a leader, you can use AI to turn raw data into clear dashboards, spot patterns in customer feedback, and monitor performance. That’s powerful, and you should be using AI for that. But the next step – getting AI to make decisions for you – is a step too far. Use AI to inform your thinking, not to do your thinking for you.https://swiy.co/go-dashboards-not-decisionsAs a leader, how are you planning to use AI in 2026, and how are you planning not to use AI? AI is evolving so quickly you need to keep both of those things in mind.My very first job was as a software developer, working for a small company in Perth that was subcontracted to large companies – for example, in the mining industry. Our software monitored their equipment, reported faults, and transferred data into their databases.My first work trip was to a cable station in a remote corner of Hong Kong Island, overseeing the installation of our system to monitor the lasers in an undersea optical fibre cable between Hong Kong and Taiwan.Every day at that

AI shows up in different ways across your organisation – some people are only using it in their personal life, others are applying it every day in their professional role, and a few teams might be experimenting with focused AI projects or even building AI into core platforms. Your key leadership challenge is understanding where people are right now, what they need and want next, and how AI can add value at each stage. Recognise these different faces of AI in action, and you’re better placed to lead AI adoption, education, and integration.https://swiy.co/go-ai-power-upsAs a leader, how are you and your people using AI?Just in the last week, I’ve worked with three organisations using AI at very different levels.One is a large Australian company that’s not using AI much yet, but planning to roll it out soon, across their workforce. But before they do, they want people to get comfortable with AI. So they brought me in to show people how to use AI in their personal lives – using ChatGPT for things like recipes, pl

You probably use generative AI tools like ChatGPT or Copilot to boost productivity, but 2026 offers new opportunities – but it comes with risks. AI agents are now live and can work autonomously behind the scenes, which opens up massive potential. It’s tempting to jump into this, but you need to do it with care. It’s not just about what AI can do – it’s about what it SHOULD do, and how much control you’re willing to give up. As a leader, you need to be sharp, strategic, and thoughtful to harness this power.https://swiy.co/go-beyond-chatgptWhat are you doing – or planning to do – with AI in 2026?People and organisations are at different levels of the AI journey: some still haven’t started, most have a reasonably good grasp of generative AI, and a few are racing ahead and looking at what else AI can do now.Right now, AI agents – which can act autonomously on your behalf – are all the rage.A few years ago, when clients asked me about what’s coming after generative AI, I told them about AI agents, which weren’t a

You’re constantly told your team needs to “upskill” – but what does that actually mean today? In a world where AI, automation, and information overload are the norm, it’s time to rethink what skills are essential, so you strike the right balance between deep expertise and broad, transferable capabilities like collaboration, attention management, and embracing diversity.https://swiy.co/go-skills-that-matter-nowAs a leader, how are you developing the skills you and your team need to be ready for the future?I was approached recently to be a guest on a business podcast, and the host asked me to talk about building a future-ready workforce. One of her questions will be:“What skills are essential for the future, and which ones do we not need anymore?”I always think most skills have value in specific circumstances and certain situations, but some are lower priority now.For example, “doing maths in your head” and “learning times tables” used to be highly valuable skills, but they aren’t anymore – because we all have

When you’re looking for solutions and planning for the future, it’s tempting to look outward – to trends, consultants, or customer data – but some of your most valuable insights are already in the room. Tap into skills, perspectives, lived experience, and wisdom of everybody, even the most junior staff. Listen, reflect, learn, share and make sense of the future together.https://swiy.co/go-internal-sensemakingI’ve been working with the leadership team of an organisation that’s looking ahead to 2030 and beyond. They invited me to kick off their strategic leadership offsite with half a day getting them to expand their thinking and look bigger, broader, and wider.I love working with groups like this, who know they need to do things differently. They were motivated, excited, and eagerly looking forward to understanding what’s happening outside their organisation and industry.But I started with an exercise that wasn’t about the future.In fact, it was very much about the past.I call it “First Job”. In a nutshell, it

Of course it’s a challenge dealing with uncertainty, but what about the certainties right in front of you? Sometimes it’s not the unknown that disrupts you, but rather the things you know are coming (like regulatory changes or major shifts in technology). The best leaders get ahead of this change by acting now rather than waiting to be disrupted. If you can see what’s coming, what are you doing about it – NOW?https://swiy.co/go-make-the-first-moveAs a leader, what CERTAINTY are you facing in the next year?You might think that’s an odd question!I often ask, “What uncertainty might you be facing?” And, of course, we’re all facing uncertainty, disruption, change, and sometimes total chaos. But also, some disruption is comes from certainty, not uncertainty.I’m working with the senior leadership team of an organisation in this situation. They work in an industry that’s very heavily regulated (like many others). The federal government has already flagged major changes coming in the near future.The leaders in this o

As a leader, your role is to help others make sense of the world. It’s about filtering the noise, choosing what really matters, learning how to adapt to external shifts, and then sharing those insights in a meaningful and engaging ways. Your ability to create clarity and purpose shapes how you, your team, and others succeed.https://swiy.co/go-leadership-is-sense-makingAs we start a new year, and you reflect on your role as a leader, what do you think is your most important role?I’m not talking about making New Year’s Resolutions, setting goals for the year ahead, or creating a 2026 strategic plan. What about YOUR role as a leader?As a futurist, I know one of my most important roles is to be a sense-maker.Whether I’m speaking on a conference stage to a large audience, running a workshop with a smaller group, or facilitating a group of senior leaders in a boardroom, everybody’s looking to me to help them make more sense of the world.They want to understand what’s going on, and want me to help them filter it and

If you’re serious about staying relevant and building future-ready skills, start sharing what you learn. You don’t need to become a professional podcaster or YouTube influencer, but having a platform – even a simple one – gives you the discipline to take in information, make sense of it, and communicate it clearly. That habit (which is the skill of sense-making) sharpens your thinking beyond just passive learning.https://swiy.co/go-learning-out-loudWhat does your learning plan for the future look like?I was speaking recently at the Financial Advisers Association of Australia National Congress, helping advisers remain relevant and fit for the future.In the Q&A segment, somebody asked me a question about podcasting:“I want to start a podcast, but I’m really new to it. How can I get over that fear of thinking that other people will dismiss it, and how can I build confidence – and then go on to build an audience?”In the moment, I gave a response along the lines of:“Just get started! Everybody starts off from

It’s easy to keep doing what worked in the past, but that comfort can quickly become irrelevance. Look at libraries — which where once silent spaces for reading, but are now vibrant community hubs full of energy, events, and connection. They didn’t change just for the sake of it; they changed because the world changed around them. And, to their credit, they reinvented themselves to stay relevant and useful. Is that true for you, your team, and your organisation? If you’re still operating with yesterday’s mindset and behaviour, you’re falling behind.https://swiy.co/go-letting-goAs we're coming up to the end of the year and looking ahead to 2026, can you truly say your business or organisation — maybe even your industry or sector — is fit for purpose for the future?I was in Melbourne last week, running a workshop for a group of libraries about how to build a culture of change and innovation.I told somebody about this a few weeks ago, and he said,“Libraries? Why do libraries have to be innovative?”And I said,“Ha

When uncertainty rises, performance often drops – but it’s not just about risky, it’s about whether you feel in control. A surprising psychology study using electric shocks and virtual snakes shows that people are more stressed when they can’t predict outcomes, even if the danger doesn’t increase. That means building mental agility and a sense of agency are key to staying resilient in unpredictable environments.https://swiy.co/go-snakes-under-rocksLast week, I was speaking at the Financial Advisers Association of Australia National Congress, talking about being fit for the future – especially about being able to manage uncertainty and still perform well.It’s obvious that people do worry about their future, and also that it affects their performance. But you might be surprised to know what contributes most that stress.In 2016, researchers conducted an experiment to measure the relationship between stress and uncertainty. They designed a computer game where participants were asked to turn over rocks on the scre

As a leader, you must ensure you provide – and continue to provide – AI education and literacy in your workplace. The real risk is not in the technology, but in the lack of education about using it. When you introduce AI into your workplace, you must also include professional development for your team to build the right mindset, skills, and practical knowledge about using it.https://swiy.co/go-education-before-automationAs we’re nearing the end of 2025, I wonder whether you feel you and your team have the right skills to be ready for 2026 – and beyond?The ABC website recently published an article about ACM – Australian Community Media – using AI to assist their journalists – in writing and editing stories, checking them for legal issues, and so on. The story led with this headline:“Staff in regional ACM newsrooms concerned about rollout of generative AI model”The article quoted a journalist who had used AI (Google Gemini) to help write an article (nothing wrong with that), reviewed it (good!), but was shocked

In a world full of data, noise, and information overload, a key skill for the future – for yourself, your team, and others in your community – is you ability to make sense of it all. This is the skill of sense-making, and it helps you absorb, filter, and share what matters now and for the future.https://swiy.co/go-make-it-make-senseHow good are you at making sense of the world for yourself and others?A few weeks ago, I was in Byron Bay, speaking at a sales conference for a large tech company, and this client wanted me to help their top salespeople engage more with their customers through stories. They were particularly interested in stories about AI, but they were happy for me to share some storytelling skills more broadly.I love the fact they were focusing on storytelling, because that’s still one of the best ways to engage with people and enhance customer relationships. As a salesperson, it’s too easy to obsess about products, benefits, and features; but it’s the stories that capture, captivate, and remain

Your customers know what they need next – but maybe you’re not paying attention. Shifting expectations, subtle frustrations, and new aspirations are all signals that can shape how you evolve your products, services, and experiences. To stay competitive, meaningful, and relevant in the future, focus on solving your customers’ problems and helping them achieve their goals.https://swiy.co/go-future-signalsAre you listening to what your customers are telling you about the future?I was in beautiful Hobart last week, speaking to a retail franchise group about what the customer of the future looks like, what they should be doing to engage more with them, and how to stay competitive in a crowded market.I love that they are very customer-focused – and truly customer-centric. Their slogan is, “Make your customer’s day”. So they are always looking outwards to see what they can do to enhance their customer experience and improve their customers’ lives.When I finished my presentation and was waiting for my ride to the air

You might think it’s OK to be cautious with AI, but there’s a risk of being TOO cautious – waiting for the perfect tools, the perfect policies, the perfect rollout. But whle you’re waiting, smaller, more agile organisations are experimenting, learning, and sprinting past you. You don’t have to be reckless, but you do need to make space for trying, failing, growing, and trying again.https://swiy.co/go-the-ai-readiness-gapAre you willing to risk it all for AI?I’m not talking about falling in love with an AI chatbot! I’m talking about your role as a leader.I recently ran a small-group workshop about AI for leaders – from different industries, sectors, sizes, and roles. You might think the bigger organisations would be way ahead, but the opposite is true.The larger organisations – with deep pockets, dedicated IT teams, and many, many more resources – were lagging.Why? Because they were taking a slow, cautious approach.Why? Because they think they have more to lose.Market share.Reputation.External regulation.Inter

The biggest risk with using AI in your team is not the technology, but how you use it. Deloitte discovered recently how badly things can spiral out of control when they use AI-generated content without doing even basic checks. This should be a lesson for all leaders: Embracing AI is important, but you also need the right education, oversight, and mindset to avoid getting it wrong.https://swiy.co/go-the-deloitte-ai-scandalYou might have seen the recent story about Deloitte caught cheating in a half-a-millon-dollar consulting report it created for an Australian government department.Deloitte’s consultants used AI to research and generate some of the report. Nothing wrong with that. But then it didn’t do even the most basic fact-checking about the AI-generated content, and released the report riddled with errors. Specifically, some of the references cited in the report simply didn’t exist, and others did exist but didn’t say what Deloitte claimed they said.When they were caught out, Deloitte claimed these AI “ha