“The main benefit from working with Challenge Consulting is the guarantee of finding the best possible person for the position required.”

Wendy Tunbridge – Uniting
Read More
For more information:
Stephen Crowe

Managing Director

Ph: 02 8042 8907

[email protected]


Are you using online learning to train your staff? Online learning gives staff the benefit of being able to do their training when it suits them best and dispels the need for having staff in one place at one time for training.

Done well, online learning is engaging, meaningful and produces desired outcomes. Done poorly, it lacks sound learning strategies, achieves little towards meeting outcomes and demotivates learners. So before you invest in a training strategy for online learning, go through this checklist to assess a training program and ensure you’re not wasting precious resources:

Communicate expected outcomes. Make it perfectly clear what your staff need to know by the time they’ve finished their training and why they need to know it – never assume that they know the expected outcomes of their training.

Highlight critical information. Focus the learner’s attention by using headings, clear formatting, colour and plenty of ‘white space’.

Build on existing knowledge. Help learners to recall prior knowledge so they can link new information with related information in their long-term memory.

Cater for individual differences.
Include different types of activities – branching scenarios, case studies, eLearning games, videos, audio and ‘chunked’ text – to engage a range of different learning styles and test knowledge.

Ground learning to real life. Design activities that are relevant to learners’ real life roles and responsibilities in the workplace to emphasise the relevance of what they are learning.

Give feedback. 
Let learners know how they are progressing by giving feedback on their activities, congratulating them on completing learning modules and helping them keep track of their progress.

Encourage collaboration. Create a community of learning within the workplace by encouraging learners to share knowledge, insights and link their own success to the success of their colleagues.

Provide sound support. Ensure that learners can access support when needed to help them with issues like site navigation, questions about the learning and strategies for completing the modules in the time required.


Leading teams requires great commitment and looking outside of yourself to meet their needs. We have provided some tips below to help set you on the right path to a great leadership experience: If you are new to a leadership role they might help guide your way and if you have been at it for a while they may serve as a useful reminder.

1. Brush up on Your Communication Skills. Having clear and precise communication is important, and being honest and open with your team helps build a level of trust. Making sure all staff understand what the goals and expectations are and giving them the opportunity to contribute their thoughts and ideas for feedback is important.

2. Be Committed to Your Goal. Not only should you be explaining the importance of the company goals to your team, but you need to show by example that you support the goals as a leader. This involves setting out the tasks, having follow-up meetings and making sure that your team is on track with what needs to be achieved.

3. Give Verbal Recognition. Verbal recognition for efforts and praise show your support towards the staff member’s accomplishments. It also boosts morale and positivity that encourages a mutual support among team members.

4. A Team Leader Should Lead by Example. A great leader is someone who shouldn’t be afraid to get their hands dirty or dig in to help when the team requires additional support. Someone who can encourage team members to take risks and support them when they do.

5. Invest in Staff Careers. To ensure your staff are up to date with the skills they need for their role, you may need to invest in training, invest time mentoring or finding the right mentor, invest time to discover what they really need and want in order to do a great job.

6. Resolve Conflicts. Any conflict within the workplace needs to be handled promptly and assessed by leaders as soon as it arises. Appropriate measures need to be taken to find resolution or negotiate a mutual agreement. Whether it is conflict in a task or between co-workers, leaders must step up to the plate to take action and problem solve the best way that they can.

7. Teach Adaptability. The effective team manager should teach adaptability and flexibility to all their team members. This results in better communication, a greater sense of empowerment among staff and a faster exchange of information.

8. Build Pride in Your Team. Positive reinforcement on success is a proven way to keep staff motivation high and build pride in your team. It will increase productivity amongst the team and encourage drive towards goals. You are also creating a positive working environment that employees are happy to be a part of.

9. Give Your Staff New Responsibilities. Just as you have developed into your role of leadership, your team are looking for development opportunities. It is important that you help them by giving them the opportunity to take on new responsibilities as the opportunities arise.

Have you lead teams during your career? What were your first experiences when it came to leading teams? What did you find was most successful? What did you learn from the experience?


The world of temporary work might be completely unknown to you or one you might not fully understand, however the use of temporary workers is on the up in Australia and has firmly established itself within labour markets worldwide. Challenge Consulting has offered temporary staff to our clients for over 21 years and we’ve noticed a significant and consistent increase in awareness and demand for temp staff across most industries.

What is a Temporary Worker?
A ‘Temporary Worker’ is an employee who is only expected to remain in a position for a limited amount of time. Temporary workers may have the opportunity to obtain a permanent position after that or they may have a set end date. They:

• Work the hours that you need (Full-time/Part- Time)(Minimum 3 hours per day)
• Get paid for the hours that they work and are not entitled to holiday pay or sick pay
• Do not have a contract with the host company
• Are on the agency payroll (i.e. Challenge Consulting pay them for you)

Significant research has gone into the use of temporary workers as part of the workforce globally (www.staffingindustry.com). If you are wondering why you would ever need to use a Temporary Worker, research has found that the main motivation behind employers’ use of temporary workers goes further than just answering short-term demands. The numbers are compelling and the most common reasons for the use of temporary staff are:

1. Flexibility (89.4% of employers voted this the number 1 reason);
2. Value in answering short-term needs (87.8%);
3. Benefit in identifying candidates for long-term positions (75.7%);
4. Cost-effective solution to HR challenges (61.2%)
5. Bringing external expertise into the business (49.1%).

From the candidate’s point of view, there are significant benefits for professionals who offer themselves for temporary employment. The research found that professionals who chose temporary employment or an interim management position over a specific permanent assignment did so for pragmatic reasons;

1. Availability of short-term employment positions even during times of economic difficulty (72% of employees);
2. Opportunity for individuals to develop their professional network (70.7%);
3. Opportunity to develop professional skills (66.7%)
4. Possibility of finding stable employment (59.1%).

Out of the 17 countries surveyed for the report which included the USA and UK, Australia had the most positive attitude towards temporary employment. Generally, the positive response was more common in countries where Temporary Employment has been more established. On a global scale, Australia has the 2nd largest proportion of temporary employees as a percentage of the total working population (2.8%), just behind the UK (3.6%). Employers and employees now know and understand the benefits of temporary employment and accept it as a positive fact of working life.

Whether you are using temporary employees to replace a member of staff taking leave or to cope with an unexpected increase in activity; the speed of turnaround from agencies providing temporary employees was listed as the most important factor for employers seeking to recruit. Previous relationship and cost were both secondary factors.

Temporary employment in Australia is predicted to increase and temporary staffing agencies like Challenge Consulting are likely to become more essential to support business. The ability to provide highly trained employees to sophisticated sectors at short notice is valuable and Challenge Consulting has the experience and resources to respond to your need quickly. If you are looking to employ temporary staff for your business over the Christmas period or any time of year, please contact our Temporary Services Recruitment Specialist – Melissa Lombardo on 02 9221 6422 [email protected].


In theory when we choose members for a team we should only select members who have the skills and experience needed to achieve the team goals, and the behavioural traits that fit the required team functions.  But in the real world for small to medium enterprises having all the people with the required skills is often a luxury, and then  having enough of them to be able to filter on behavioural traits is just a dream.

So what do we do?

Well the reality is building teams without the ideal members requires us to sharpen the focus across a number of key areas.  Extra effort is required with:

  • Defining the goals vision and goals for the team
  • Defining the roles of each team member
  • Defining the success criteria and critically
  • Communication

We are asking people to work outside their comfort zones so to maximise the team’s chance of success we have to make sure that all team members are pulling in the same direction and are aware of all the issues that will affect them.

But there are some traits that cannot be compromised on.  All team members must have these if the team is going to succeed.  They include:

  • Willingness to compromise for the good of the team
  • Willing to learn
  • Willingness to commit to the team goals.

In small team that is reliant on the input of every team member I believe these traits are more important than technical skill or experience.  A team that is willing to work together will gain synergy from their communal energy and drive that will far outweigh a fragmented but highly skilled group of people.


We can all be quite opinionated when it comes to leaders making decisions on behalf of their organisation, state or country. We are privileged to have people who are prepared to make those big decisions for us. But sometimes we can be skeptical and even cynical to those choices made for us. However, what would you do if you were in that situation? What if you were the one who had to make the tough decisions?

A tough decision may be reacting to something that you are not exactly comfortable with for the sake of your business continuity. At times costs have to be cut, an employee may have to be let go and you will have to deal with a customer complaint.

As a leader, you have the authority to make these decisions and to do what is best. However, if you are the type of person who spends their time dwelling over the situation for too long or putting off the difficult task until the result becomes worse, you may need to reconsider taking on this position of authority.

How do great leaders make tough decisions? While researching this topic I found an interesting article from an American blogger Michael Hyatt, who watched an interview series on President George W Bush. He put together 5 important points on leadership lessons and decision making:

  1. You will make mistakes—it’s inevitable. To think that you are going to lead without making mistakes results in procrastination—something no leader can afford, especially in a crisis. This simply comes with the territory.
  2. You must surround yourself with trusted advisors. You can’t research every aspect of important decisions yourself. At some point you have to depend on the expertise of others. Ultimately, your leadership will stand or fall based on the quality of the advice you receive.
  3. You must make decisions with the information available. For leaders, the point of absolute certainty never comes. You will inevitably have to make the call based on the information you have. While you may be unsure, you must act. Pundits may criticise you later, but they have the benefit of hindsight. Leaders don’t have this luxury and must do the best they can with what they have available.
  4. You must take personal responsibility for the outcomes. If you make a mistake, you must own it—even if your advisors gave you bad information. And even if you were acting with the most noble of intentions. If you make a good decision leading to a good outcome, you must give your advisors and others the credit. If you make a bad decision leading to a bad outcome, you alone must take the blame.
  5. You must ignore public opinion when it gets in the way of principle. Chasing popularity is like chasing a vapour. It is here today and gone tomorrow. Instead, you have to make decisions based on principle and let the chips fall where they may.

Leadership isn’t easy, but difficult decisions are necessary and leaders are required to act. Even if you are not in a leadership role, it is important that you keep an open mind, respect the decisions of management and team leader for both you as an employee and for your organisation. After all, would you really do things differently if you were in that situation?

What difficult decisions have you had to make for your organisation? What did you learn from these choices?


Learning to be an effective leader takes time. All of the great leaders we have come to recognise and revere had to learn and grow their skills over time.

If you want to pursue a role in leadership you need to understand that your prime responsibility is to your organisation, your team and your clients. So how can you devise an effective leadership strategy to keep your team moving on the path towards success?

While doing research on the topic I found an article on Career Realism that outlines 5 Tips For Good Leadership Skills:

1. Communication is key
Communication is important for many reasons – it builds connection and relationships between other colleagues and team members, it expresses ideas clearly and it also creates an open environment for others to express their ideas. It’s important that others know what is required of them, and if employees and colleagues feel like they can openly approach you to communicate on issues this will create a sense of trust.

2. Wrong can be right
Encourage creativity amongst your team and try different approaches to help your organisation reach success. If the idea fails, it is important not to discourage individuals to not input ideas but to instead assess what worked and what didn’t work to come up with plausible outcomes for the future. Keep inspiring others to think outside the box and work together to come up with new solutions.

3. Look into the future
Every great leader has a vision, and setting a plan into motion with your team is valuable to help you reach these goals. Make sure to meet with your team to share your vision and establish with each person his or her part to aid in the completion of the objective. This will not only keep your team members motivated but also accountable for their tasks and willing to work together for the overall outcome.

4. Passion is contagious
If a leader is enthusiastic and believes in their work, others can’t help but be enthusiastic to partake in the project. This also includes recognising and outlining the hurdles that the team may encounter as well so that they can try and prepare themselves for what lies ahead. Keeping up the enthusiasm and a positive attitude however will keep the momentum going regardless of what stages your business will encounter.

5. Know Yourself
This involves identifying your own strengths and weaknesses. It may also be best that while in early stages of the role you keep record of the goals/tasks that you have set out (or even making an important decision) and re-evaluate the outcome in nine to twelve months’ time. It is important to pinpoint where you and your team have excelled and where you may have fallen short for improvements to be made for the future. Did your course of action meet expectations?

For current managers, do you find these points effective for potential new leaders? And for recently appointed leaders, what steps are you following to grow and develop yourself as well as your office team?


Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.

–          Paul J. Meyer

We all need productivity; it is the driving force in our lives that leads to the results we want. Being productive encourages us and motivates us to strive for something better and to be better. But there can also be times when we say to ourselves, ‘I could be more productive than this,’ or ‘How can I be more productive?

For those of you that need a productivity boost, here are some helpful things to consider from an article I found on Careerealsim:

1. Time Management

Find those peak times of the day where you feel most productive to get the important tasks accomplished. For example, if you feel more refreshed in the morning, take that opportunity to utilise your energy and show your personal best.

 2. Exercise

While it can be hard to find the motivation to exercise, once you begin a routine you will see the benefits. Not only does exercise make you look and feel better, but once you reach that level of accomplishment it creates momentum for you to strive for further achievement in your daily life. Plan a time that works for you, whether it’s before work, in your lunch break, after work or just planning outdoor activities on the weekends.

3. Being Reactive

While multi-tasking is a great skill to have, if you are the type of person that accepts each tasks and hops from project to project, chances are you are not going to be very productive. Taking on too many projects at once can also increase stress levels and be very bad for your health.

Take charge of one task and complete it before moving on to the next one. This will make you more productive and appear more reliable to management when it comes to allocating future tasks.

4. Priority List

It is very important to establish what needs to be accomplished first and what urgently needs to be focused on so that you can manage your time and tasks better. If you don’t prioritise, the tasks will most likely run you. Establish time-frames, set it out in your schedule, avoid distractions and get it done! This can also apply to tasks that you may not necessarily favour the most, if you get them done early, then you won’t dread having to do them at the end of the day.

5. Setting Boundaries

This links to the priority list, and will vary for every person. But if you want to focus 100% on the task at hand you can set out boundaries so that you are not interrupted during that period of time. For example, you can try not taking phone calls for an hour, or if you are in sales, allocate 10 calls you need to make within the hour etc.

If management or a supervisor approach you to ask you to complete another task, make sure to advise them of your current workload and availability. It is better that they are made aware of your workload so that they can advise you on how urgent the task is. It will also give them an indication on whether you currently have the capacity to complete it or if they need to delegate the task elsewhere.

 6. Commuting and Traffic

Delays commuting to and from work can vary, so try assessing timetables and possible scenarios the night before to avoid being late for morning projects. Taking that extra time to plan and get in earlier will save the stress and anxiety you would feel if the worst case scenario were to happen.

Some organisations may even provide you with the opportunity to work from home if you can access your emails and database remotely.

What are some of your routines that help you stay more productive at work? What steps have worked and what didn’t work?


I have always had trouble with face-to-face confrontation. And I personally don’t believe anyone actually enjoys confrontation, especially if it is between a fellow colleague. But I also know first-hand of what avoiding it can do to you.

In earlier years of my career, in more junior roles I made the assumption that since my role was less authoritative within the company that being a ‘yes’ man made me appear more cooperative and supportive in the workplace. In reality it created the following:

1. I didn’t present the opportunity to have a voice – I was unable to share new and creative ideas that could potentially boost more business because I just did what I was told.

2. I was passive – If I potentially saw  flaws in a process or procedure, I would not speak up about it to avoid issues that may have otherwise saved the business time and money.

3. I felt dominated by fellow colleagues – By not being able to speak or stand- up for myself in situations I was often dominated by other colleagues and in turn was unable to shine to my fullest potential.

4. I bottled up emotions – Bottling up emotions can often make you a ticking time bomb, which often resulted in me breaking down at the oddest of times because I had been letting something build and hadn’t dealt with it properly.

Does any of this sound familiar to you when conflict presents itself?

At this time of year, when deadlines need to be finalised and the pressure is high it is important to keep your cool. Understand that you are not always going to see eye-to-eye with everyone, we are all individuals, but ignoring that person or hoping a conflict will go away may not always be an effective method either. And it could result in you overreacting because you have bottled up your emotions for so long, as per point 4 above.

So how can you take control of difficult scenarios before they get out of hand? Confront them head-on, and remember:

1. Be respectful of differences and listen carefully: It is important to understand that there are different perspectives on situations and that people can get offended by situations or behaviour differently to you. You never know, you may have initially created the tension without even realising it! It is not always the matter of I’m right and you’re wrong so take care and give respect to that person when they are telling their side of the story and try not to cut them off or interrupt them constantly during the confrontation. You would like to be treated with respect so make sure you are showing a level of professionalism towards your colleague, not matter what.

2. Always take action and communicate directly when conflict occurs: The later a conflict is addressed, the more embellished it can become in one’s mind and it can end up being blown out of proportion. The same applies to office gossip or discussing the issue or frustration with other co-workers and not the direct source. Hearing about someone else in the office being mad at you by a third party can’t help but cause personal offence and can create unneeded tension and bitter feelings.

3. Be mindful of your tone/language – If you approach the conversation ‘hot headed’ most likely chances are the level of tone in the conversation will increase and could create a screaming match! So try and keep the level of conversation even and calm as well as professional when describing a situation or how you feel.

4. Ask for help – In some circumstances if a conflict is still occurring you may need a third party individual to sit in on the discussion to provide an unbiased opinion/outcome. This could be your manager, a human resources professional, or a manager from a different department.

5. Make sure the conflict is resolved – Did you shake hands at the end of your meeting? Is there anything in writing (perhaps email etc.) that confirms the outcome of this conflict and steps to follow to prevent this from happening again? Are you leaving your door open so that in the event that similar feelings/circumstances arise again that you can keep the communication open?

The more that I have learned to be able to confront issues as they arise and have open communication between others, the more grateful I have been. I have also learned a lot about myself, how to treat others within the workplace and personally, which has saved everyone a whole lot of frustration, angst and provided a much happier workplace for us all.

Have you ever had a conflict with a co-worker? What steps did you take to address the issue? And what was the outcome?


At some stage of your life, you’re going to come across someone at work who you just don’t see eye-to-eye with. Whether that is because you hold differing opinions on how things should be done, different personalities, or different approaches to work. Most people can handle little differences (after all we are all unique in our own way!). However, when these differences create grievances, issues or conflict that affect workplace performance and productivity that is when measures need to be taken to try and resolve the conflict.

A few years ago I worked with a woman that I found to be very difficult, and at the time she was my manager. She was what I would call a ‘control freak’. She would frequently follow up on my assignments and address them with a sense of urgency (even if they were not urgent). She would often stand behind my desk to see what I was working on, would dictate responses for me to repeat to clients over the phone and if I solved problems on my own she would often get annoyed that I had not informed her in the first place of the problem, even though I had the ability to amend it! I even remember a situation where she told me I should try wearing my makeup a different way and that on Casual Fridays I dressed a little ‘too casually’. I felt like this woman was out to get me it and it would often leave me feeling nervous and anxious whenever she was near me.

I have heard many other stories from friends and colleagues of other “difficult people”.

• Slackers – those who may not pick up enough of the workload and rely on others to do it for them or the person who always relies on others to make the decisions

• “I’m always right” – there can also be that stubborn person who always thinks their opinion is right (don’t we love those!)

• Constant complainers – always looking at the negative or the person who nit-picks at everything

• or worst case scenario, there is that colleague who doesn’t like you and they make it clear they don’t like you!

But when an individual’s behaviour affects the way you do your job, like mine did, that is when steps need to be taken. Being passive or dismissive or utterly just shutting off from the problem never resolves it. In my naivety, by not addressing the problem, I made it worse:

• I became nervous at work, and especially around my manager I found that the more I concentrated on trying not to be clumsy or make a mistake in her presence the more I would.

• I started to lose confidence in myself because I felt like I must not be capable of doing the job because she was always checking up on me.

• I stopped trying to speak up or defend myself or offer an opinion because I didn’t think it mattered.

• I became bitter towards her.

Amy Jen Su and Muriel Maignan Wilkins in Harvard Business Review offered this advice on how to manage difficult people:

• Give feedback. Explain to your co-worker what you’re seeing and experiencing. Describe the impact of his/her behaviour on you and provide suggestions for how he/she might change.

• Focus on work, not the person. You need to get the work done despite your peer’s style, so don’t waste time wishing he/she would change. Concentrate on completing the work instead.

• Ask for commitment. At the end of a meeting ask everyone (not just the troublemaker) to reiterate what they are going to do and by when. Sometimes peer pressure can keep even the most passive-aggressive person on task. (in the event you are working with a passive-aggressive type)

Keep Your Composure, or Walk Away

HBR also went on to outline the importance of not losing your temper or over-reacting to a situation in an open office environment. Be aware of who is within viewing range and if taking a deep breath doesn’t work, step outside for a moment or go for a walk. How many times have we lost our ‘cool’ and really regretted it?

If you are currently dealing with a recent conflict with a colleague, HBR offers these three steps:

• Identify common ground. Point out what you both agree on at the beginning of the conversation. This may be a shared goal or a set of operating rules.

• Hear your co-worker out. Allow your colleague to share his/her opinion and explain his/her point of view. Don’t disagree with individual points he/she makes; listen to the whole story.

• Propose a solution. Use the information you gathered in the conversation to offer a resolution. This should incorporate his/her perspective and be different from what you originally thought.

I only found resolve and respect for my previous manager after we traveled to Canberra for a conference and we were one-on-one. We had dinner together one evening and she was able to open up to me about her personal aspirations as well as career. She also made note of how bad she would feel sometimes about the way she spoke to me or treated me. She found me hard to understand at times. One thing that I came to reflect upon was that because I was feeling uncomfortable, it would often cause me to give off a very cold and unwelcoming vibe when my manager was around which made me realise I was making matters worse. If I had also spoken up to her sooner about how I felt I’m sure it would have resolved the issue a lot sooner. We both needed to make the effort to try to understand the other person and find common ground.

Have you ever had to work with a difficult person? How did you overcome or adapt to it?


When we achieve that career goal or successfully make a career change, we can start to feel that we have reached our peak, but it is not too long before you start to realise that was not the end, but rather another new beginning. We are constantly seeking news things, constantly in demand, constantly changing.

So what do you say to someone when asked, ‘What next?’ when it comes to your career?

I was stumped by this question recently in a discussion with my mentor Anthony Duckworth from PwC. I had successfully changed career areas just over 12 months ago. I am still learning, still growing, and still developing new skills in this new career area. But it had been more than a year ago since I achieved my career change goal, so what next?

I understand that I am not alone with this uncertainty.

Being put on the spot, forced me to reflect on what I am enjoying most. ‘Well… I enjoy writing and sharing my experiences with people. I hope that as I progress in my career, I can pass on more of my experience with others and motivate them the way a mentor does. I enjoy working with people, and that’s why I enjoy working in a Recruitment Consultancy. There could be opportunities to further develop my career in marketing or gaining more HR experience working as a Consultant; those could be two great avenues I could venture towards.’

Now that these new ideas were starting to evolve, what should I do about it? What are the next steps to take?

Careerealism covered a good article on creating your professional development plan. They established three surprising truths:

1. It is up to YOU – Your professional development is not the responsibility of anyone but you. You can be influenced or inspired in your current workplace, by your manager or your mentor, but ultimately you cannot rely on them to make the decisions for you. And making those difficult decisions ourselves is often how we grow. Use the opportunities you can to gain skills within an organisation and work with great like-minded professionals, but it is also important to gain that confidence to have your own voice and direction in terms of where you want to go.

2. It’s Never ‘Final’ – A professional development plan is not written in stone. It can and it should be revised on a regular basis. We need to be adaptable with our plans in the event that changes may occur, after all, we can set direction but we never truly know what the future holds. Starting the plan is your key to overall success because plans can be revised as you go along, whereas starting from scratch every time can be a long and draining process.

3. It’s Never Done – If you want to continue moving forward in your career, you must continue growing your skills. Learning is a lifelong process and your professional development plan is your career-long tool. As long as you continue to be a professional, your development plan will be a big component of your Career Success Toolkit.

So where am I going to take my career?

Most importantly, I am going to continue to search out opportunities to develop my skills. Over the weekend I attended a business seminar called ‘Become a Key Person of Influence’ held at NIDA (National Institute of Dramatic Arts). This seminar popped up shortly after I met with my mentor and what appealed to me about this course was that it ran through a five-step process on how to become more highly valued and recognised within my industry. A key part of the presentation involved building credibility through writing and publishing. So it felt like it really spoke to me as an individual. If I had not taken the step to attend, I could have missed out on a chance to learn from great entrepreneurs.

Listening and meeting with other individuals in the same situation really brought a sense of relief! We all have ideas, we all have a story and regardless of what our backgrounds are we are capable of achieving measurable goals once we start planning out the process.

I find that I learn most about myself when I take on new opportunities. So keep your eyes and ears open to what is going on around you, and pounce at the opportunities to further develop your skills. It is amazing what learning opportunities so many of us have access to. Whether that is enlisting support of a formal Career Development program and meet with someone to discuss your goals, or attend external business courses, or sign-up for in-house training, or networking to help connect you with others – take the opportunity to develop new skills and learn what you love most.

And if you are like me and have ‘overlooked’ your career development or have become comfortable in your routine, take some time to review your career goals. You never know what doors could open up by redefining where you want to go.

As for me, I am excited to newly approach my goals, find out how to further develop my own personal brand and what I can bring in terms of new ideas and development for my organisation.

Where has your career development taken you so far?