Episodes

  • Rose Powell - Vitaco | Future Skills, AI & Building Capability on the Factory Floor

    Rose Powell - Vitaco | Future Skills, AI & Building Capability on the Factory Floor
    Oct 12 2026
    What happens to the future of work if half your workforce gets left behind? In this episode of HR Unlocked, Lisa Oakley sits down with Rose Powell, General Manager People & Capability at Vitaco Health Group, to explore what future-focused People & Culture looks like inside a complex, vertically integrated organisation. Rose's leadership philosophy was shaped early in her career when she moved from a command-and-control manufacturing environment into the very different world of higher education. It was there that she began recognising empathy, care, and connection not as leadership weaknesses, but as strengths. That experience helped shape the servant leadership approach she continues to practise today. At Vitaco, Rose leads People & Capability across a workforce spanning manufacturing, distribution, science, quality, sales, marketing, and corporate functions. She explains how Vitaco's Mini Business Unit model, Pillar Fundamentals, and skills matrix give manufacturing employees a structured pathway to build capability, learn end-to-end processes, progress their careers, and increase their earning potential. The conversation also tackles a bigger question facing manufacturing: what skills should organisations be developing when technology is changing the work itself? Rose shares her involvement in industry and vocational education, why future manufacturing workers will need a different capability mix, and why organisations also have an obligation to help their existing people become more adaptable. She discusses the value of reverse mentoring, including what Vitaco has learnt from younger interns bringing new AI knowledge and ways of working into the organisation. For Rose, capability is more than knowing how to perform today's job. It means understanding how that job may need to be done differently and having the will to make that change happen. That becomes particularly important with AI. Rose warns of the risk of creating a divide between employees who sit behind desks and those who don't. With many frontline employees traditionally lacking company emails, laptops, and access to the same digital tools as corporate teams, she argues that organisations need to be intentional about democratising access to technology, information, and learning. Rose and Lisa also explore how strong cultures survive rapid growth, what constructive employer-union relationships look like, and why trust is built well before anyone reaches the bargaining table. For Rose, regular conversations with delegates and genuine relationships mean disagreement does not have to destroy trust. What You'll Learn How Rose's early career experiences shaped her servant leadership style Why empathy, care, and connection can be leadership strengths What People & Culture looks like across a complex, vertically integrated workforce How Vitaco develops manufacturing capability through its Mini Business Unit model How skills matrices can connect learning, career progression, and remuneration Why capability development needs both technical and human skills How employers and unions can collaborate on workforce development Why traditional qualifications may not always keep pace with changing jobs What future manufacturing employees will need to succeed Why existing employees need support to remain adaptable as technology changes How reverse mentoring can bring new skills into an organisation What younger workers can teach established leaders about AI Why capability is about more than knowing how to perform today's job How purpose can support innovation and organisational growth Why AI risks widening the gap between desk-based and frontline employees How Vitaco is increasing frontline access to digital information and learning Why organisations need to democratise access to technology How culture can remain strong as organisations scale Why consistency of purpose and messaging matters during rapid growth What constructive employer-union relationships look like in practice Why relationships with union delegates matter outside collective bargaining How trust allows employers and unions to disagree constructively Why People & Culture professionals need genuine commercial understanding Why frontline leaders need more than technical expertise How organisations can identify and develop leadership potential earlier Why workforce planning increasingly needs to focus on capability rather than fixed job titles Key Takeaways Empathy, caring, and connection aren't weaknesses in leadership. For Rose, recognising those qualities as strengths fundamentally changed the way she leads. Developing frontline capability works best when employees can clearly see how learning connects to their role, career progression, and earning potential. Future manufacturing capability will look different as automation, data, new systems, and AI change the nature of work. Organisations have a responsibility to develop the people they already employ, not simply ...
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    43 mins
  • Laurent Sylvestre | Leading Self, Building Trust & High-Performing Teams

    Laurent Sylvestre | Leading Self, Building Trust & High-Performing Teams
    Oct 7 2026
    How do you become the kind of leader people genuinely want to follow? In this episode of HR Unlocked, Lisa Oakley sits down with Laurent Sylvestre to explore leadership, trust, human dynamics, executive development, and what it really takes to lead well. Laurent challenges the traditional view of HR and People & Culture, emphasising that leaders ultimately own people and culture, while People & Culture professionals help create the conditions for people to thrive. The conversation explores the importance of knowing your people, having meaningful conversations about skills and aspirations, and aligning individual potential with business outcomes. A key theme is congruence — understanding who you are, the leader you want to become, and whether the organisation you work for aligns with your values and ambitions. Laurent also shares his three levels of leadership: leading self, leading others, and leading the enterprise, alongside insights on high-performing teams, trust, executive wellbeing, CEO pressures, and navigating change with greater agency. What You’ll Learn Why Laurent once declared “HR is dead” and what he meantWhy People & Culture is about impact, not labels What it means for HR to act as a curator * Why leaders need to truly know their people How talent reviews can become dynamic and commercially useful Why employee aspirations should connect to business outcomes How Laurent’s experiences shaped his interest in human dynamics The difference between HR process and what happens “under the waterline” Why authenticity and congruence matter in leadership * Why difficult experiences can strengthen leadership capability How to assess whether a role or organisation is right for you Why diversity matters in high-performing leadership teams The importance of leading self before leading others How leading self, others, and the enterprise connect Key Takeaways The future of HR is not about changing the label. It is about increasing its impact on people, leadership, culture, and business outcomes.Leaders own people and culture. People & Culture professionals help curate the environment in which both can thrive.Knowing your people means understanding aspirations, capabilities, potential, and what matters to them — not just performance. Talent conversations should be ongoing and linked to organisational outcomes rather than happening once a year.Sustainable leadership requires alignment between who you are, how you lead, and the organisation you work within.Career success on paper does not automatically equal fulfilment. Before pursuing a bigger role, leaders should ask what they are actually trying to achieve. You cannot lead others well without first understanding yourself. Leading the enterprise requires self-leadership and genuine followership.High-performing teams need clear definitions of performance, strong individual contribution, disciplined behaviours, and trust.Professional intimacy helps maintain trust when performance dips because people will not always be perfectly credible or reliable.Many executive team problems are not individual capability issues, but problems with how people work together. CEOs are increasingly focused on boards, executive team effectiveness, staying connected to the organisation, and their own wellbeing. About Laurent Sylvestre Laurent Sylvestre is a leadership and human dynamics specialist, CEO, and founder who works with executives, senior leaders, and leadership teams. His career spans Human Resources, People & Culture, executive leadership, and organisational development across Europe and Asia Pacific. His work focuses on self-leadership, team dynamics, trust, organisational culture, and high performance. After a long corporate career, Laurent moved into entrepreneurship to align his work more closely with his purpose and strengths. He works particularly with CEOs, managing directors, executive teams, and senior leaders. Why This Episode Matters Leadership expectations continue to grow as leaders navigate changing markets, board pressure, complex teams, technology, employee expectations, and uncertainty. This episode brings leadership back to the individual, exploring identity, purpose, trust, relationships, and the kind of leader we want to become. Laurent also challenges HR and People & Culture professionals to look beyond processes and understand the human dynamics behind performance, conflict, trust, and change. Whether you’re an HR professional, executive, business owner, senior leader, or considering your next career move, this conversation offers practical insights for leading yourself, strengthening relationships, and helping people and organisations perform at their best. Resources & Links Laurent Sylvestre: https://laurentsylvestre.comConnect with Laurent Sylvestre on LinkedIn: https://www.linkedin.com/in/laurentsylvestre/See omnystudio.com/listener for privacy information.
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    55 mins
  • Ronel Jacobs - Access | Business-First HR, AI & Leading Through Change

    Ronel Jacobs - Access | Business-First HR, AI & Leading Through Change
    Oct 5 2026
    Is there really such a thing as HR best practice? In this episode of HR Unlocked, Lisa Oakley sits down with Ronel Jacobs, Chief People and Safety Officer at Access Partners and Property, for a wide-ranging conversation about what effective People & Culture leadership looks like in the real world. With more than 20 years of experience spanning HR, recruitment, health and safety, environment, quality, acquisitions, and organisational change across South Africa and New Zealand, Ronel has worked across organisations of vastly different sizes and industries. One of her biggest lessons is that there is no single best-practice approach that works everywhere. HR needs to understand the size, industry, culture, strategy, and commercial realities of the organisation before deciding what good looks like. Ronel and Lisa explore this through acquisitions and restructures, discussing why communication is critical, how change champions can help organisations integrate, and why genuine consultation requires leaders to remain open to outcomes they may not have anticipated. Ronel also shares how experiencing redundancy herself changed her approach to restructuring. That lived experience has reinforced the importance of remembering that organisational change isn’t simply a process to complete. Decisions can affect someone’s livelihood, family, and, for migrant workers, potentially their ability to remain in New Zealand. The conversation moves into the realities of employing migrant workers in highly specialised roles, including skills shortages, immigration uncertainty, significant investment in training and relocation, and the operational challenges businesses face when those skills aren’t readily available locally. Lisa and Ronel also unpack employment disputes and representation, including their experiences with employment lawyers and advocates, the incentives that can shape dispute resolution, and why understanding the outcome both parties actually need can help resolve conflict more effectively. AI is another major theme. Ronel describes the current enthusiasm for AI as an “AI sugar rush” and raises an important question for the future of HR: if technology removes entry-level administrative roles, where will future senior HR professionals develop the judgement, critical thinking, and communication skills they traditionally learned through those roles? She also explores how relying too heavily on AI-generated communication could dilute an organisation’s culture. From restructuring documents to employment letters, Ronel believes language needs to reflect not only the organisation, but also the person receiving it. Finally, the conversation brings together Ronel’s responsibility for both People & Culture and health and safety. She discusses why the two disciplines complement each other, the growing importance of psychological health and safety, knowing when an issue requires independent expertise, and why HR professionals need to understand what actually happens operationally rather than making decisions from behind a desk. What You'll Learn Why HR “best practice” needs to be fit for the organisationHow business acumen helps HR professionals adapt their approachWhat Ronel has learned from acquisitions and significant organisational changeWhy communication is fundamental during acquisitionsHow change champions can support successful integrationWhy some acquired organisations need more time before processes and cultures are integratedHow lived experience of redundancy can change the way HR professionals approach restructuresWhy consultation can’t simply become confirmation of a predetermined decisionThe additional human impact restructuring can have on migrant employees and their familiesThe challenges employers face when recruiting highly specialised talent offshoreWhy New Zealand needs to think seriously about developing critical skills locallyThe different dynamics Ronel has experienced with employment lawyers and employment advocatesWhy understanding incentives matters when resolving employment disputesHow AI-generated communication could influence organisational cultureWhy employment communication needs to reflect the audience receiving itWhat Ronel means by the current “AI sugar rush”Why AI could create a future HR capability gapThe importance of continuing to invest in graduates, interns, and entry-level employeesHow People & Culture and health and safety complement one anotherWhy psychological hazards require a different approach from physical safety risksWhen HR should step away and bring in independent investigators or specialist supportWhy HR leaders need to understand operations, customers, finance, and commercial realitiesHow psychological safety at the executive table supports better decision-makingWhy HR professionals need the courage to challenge senior leadersWhy HR should bring options and recommendations to the executive table, not simply problemsWhy adaptability, curiosity...
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    53 mins
  • Jocelyn Visser - Compass Consultancy | Leadership Development That Actually Sticks

    Jocelyn Visser - Compass Consultancy | Leadership Development That Actually Sticks
    Sep 30 2026
    Why do organisations invest in leadership development only to see people return to work and carry on exactly as before? In this episode of HR Unlocked, Lisa Oakley sits down with Jocelyn Visser, founder of Compass Consultancy and consultant at People Associates, to explore what makes leadership development genuinely effective. For Jocelyn, the starting point isn't choosing a course or training provider. It's getting clear on the problem you're trying to solve, the behaviours you want to change, the capabilities the organisation needs, and how all of that connects back to strategy and purpose. From experiential learning and quality supervision to feedback, capability frameworks, technology, and measuring ROI, Jocelyn shares practical ways organisations can move beyond knowledge transfer and create learning that people can immediately apply in the workplace. The conversation also explores why leadership development should be continuous rather than a one-off event, how psychologically safe learning environments give leaders confidence to practise new skills, and why the most effective programmes often combine theory with peer learning, reflection, coaching, and real-world application. Looking ahead, Jocelyn and Lisa also unpack the capabilities organisations will increasingly need in a rapidly changing world, including adaptability, communication, curiosity, comfort with uncertainty, problem solving, and the ability to make complex ideas simple. What You'll Learn Why leadership development should start with the problem you're trying to solve How to align learning with organisational strategy, purpose, values, and capability Why behavioural change matters more than simply transferring knowledge The difference between knowing a leadership skill and actually applying it How quality supervision and feedback support ongoing development Why experiential and peer-to-peer learning can make development more effective How psychologically safe environments give leaders space to practise Why smaller, accessible learning experiences can be powerful How technology can make learning more accessible for dispersed and frontline teams Why learning should be reinforced before, during, and after a development programme How capability frameworks can help organisations prioritise investment What organisations should measure beyond attendance and participant satisfaction Why adaptability, communication, and curiosity will be critical future capabilities Key Takeaways Leadership development should be purposeful, not development for development's sake. Learning is ultimately about creating meaningful behavioural change. Giving people more knowledge won't solve every performance or workplace problem. Leaders need opportunities to practise, reflect, receive feedback, and apply what they've learnt. Quality supervision means understanding how people are actually performing rather than relying entirely on second-hand information. Learning is more powerful when it can move directly from the boardroom into everyday work. Development doesn't need to be expensive or overly complicated to have an impact. Technology should make learning more accessible, while the strategy, values, and people needs should determine the content. Measuring ROI starts by defining the outcome you want before the programme begins. Capability building should be directly connected to where the organisation is heading. Adaptability, communication, curiosity, and the ability to navigate uncertainty will become increasingly important as technology and AI continue to change work. About Jocelyn Visser Jocelyn Visser is the founder of Compass Consultancy and a consultant with People Associates. A self-described "people nerd", Jocelyn is passionate about demystifying people challenges and making practical HR and leadership solutions accessible to leaders and professionals. Her work focuses on solving complex people problems through practical, real-world approaches rather than theory alone. Compass Consultancy reflects her focus on helping people find direction and purpose in an increasingly busy and complex world. She has particular expertise and interest in leadership development, learning design, capability building, coaching, and creating practical development experiences that translate into meaningful workplace behaviour. Why This Episode Matters Organisations continue to invest significant time and money in leadership development, yet knowledge alone rarely changes how someone leads. This episode challenges organisations to think differently about learning by starting with strategy, identifying the behaviours and capabilities that actually matter, and giving leaders opportunities to practise and apply new skills in their real working environment. As organisations navigate AI, changing workforce expectations, tighter development budgets, and increasing complexity, Jocelyn's approach offers a practical way to make learning more accessible, ...
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    53 mins
  • Emma Butcher & Angela Evans - BE Employment Law | Resolving Workplace Disputes

    Emma Butcher & Angela Evans - BE Employment Law | Resolving Workplace Disputes
    Sep 28 2026
    What makes a mediation effective, and how do you know when to fight, negotiate, or settle? In this episode of HR Unlocked, Lisa Oakley sits down with Emma Butcher and Angela Evans, partners at BE Employment Law, for a practical conversation about employment law, mediation, negotiation, and resolving workplace disputes. Emma and Angela describe themselves as self-confessed law nerds, and their approach combines technical legal expertise with a strong focus on fairness, commercial judgement, and the human dynamics behind every employment relationship. The conversation explores what good mediation preparation actually looks like, why chronology and facts matter more than a scripted opening statement, how employers can assess legal and commercial risk, and why understanding the person on the other side can completely change the strategy. They also discuss why mediation isn't always about settling on the day. Sometimes the value lies in allowing both sides to be heard, testing positions, managing expectations, and creating the conditions for settlement later. From private mediation and pre-mediation negotiation to AI-generated claims, settlement strategy, virtual mediation, and the concept of "unjustified disappointment", this episode offers a candid and highly practical look at what really happens behind the scenes of employment disputes. What You'll Learn Why employment law requires both technical expertise and human judgement How fairness can remain part of the strategy even during difficult disputes When legal advice may be different from what a client wants to hear Why second opinions and competing advice can complicate employment disputes How AI is influencing employee claims, expectations, and negotiation positions Why risk analysis should include the person on the other side, not just the legal merits How to decide whether to fight, negotiate, or settle Why some clients need the mediation process before they're ready to settle How to prepare effectively for mediation Why chronology and documentation matter more than a scripted statement How to use different personalities and roles effectively in the mediation room Why managing expectations is more useful than trying to prove the other party wrong How the mediator can become an important part of the negotiation strategy Why pre-mediation offers need to be handled carefully When private mediation may be worth the additional cost Why mediation can still be valuable even when no settlement is reached on the day How humour, authenticity, and de-escalation can help move a dispute towards resolution The advantages and limitations of virtual mediation Key Takeaways Employment law is technical, but employment disputes are always human.Fairness and commercial judgement can sit alongside strong legal advocacy.Being legally right does not automatically mean litigation is the best business decision.The most valuable legal advice often comes through risk and cost analysis, not simply explaining what the law says.Understanding the employee's circumstances, motivations, and likely response is an important part of dispute strategy.AI can reinforce people's existing positions and make disputes more entrenched before mediation even begins.Good mediation preparation starts with knowing the facts, chronology, and supporting documents inside and out.Don't overload a mediation with every possible argument. Focus on the points most likely to land.The employer's own voice can sometimes have more impact than lengthy legal submissions.Mediation is not always about reaching settlement immediately. Sometimes the process needs time to do its work.Any offer made before mediation may become the starting point for future negotiation.An unmeritorious claim can still cost significant time and money, so commercial strategy matters.Honesty with your lawyer or HR adviser is essential. Hidden facts usually surface eventually.Authenticity, humour, and de-escalation can materially change the tone of a mediation.Virtual mediation can be highly effective, particularly when speed and accessibility matter. About Emma Butcher & Angela Evans Emma Butcher and Angela Evans are partners at BE Employment Law, a specialist employment law firm they founded together in 2021 after working alongside each other for more than a decade. Their practice is built around fairness, integrity, technical expertise, and commercially pragmatic advice. Emma and Angela advise employers on employment law, workplace disputes, mediation, negotiation, restructuring, and complex employee relations matters. Together, they bring a combination of deep legal knowledge and practical judgement, helping clients navigate difficult situations while balancing legal risk, business outcomes, and the human realities involved. Why This Episode Matters Workplace disputes are rarely as simple as right versus wrong. Even when the legal position appears strong, leaders and HR professionals still need to consider cost, ...
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    56 mins
  • Heather Langton - Spark | The Great Unlearning of Leadership

    Heather Langton - Spark | The Great Unlearning of Leadership
    Sep 23 2026
    What if becoming a better leader isn't about adding more to your toolkit, but knowing what to let go of? In this episode of HR Unlocked, Lisa Oakley sits down with Heather Langton, Chief People Officer at Spark, to explore what leadership, HR, and human capability need to look like in a rapidly changing world. Drawing on more than 20 years of experience across human resources, transformation, talent, leadership development, and succession planning, Heather shares a thoughtful perspective on what she calls the "great unlearning" of leadership. Rather than continually asking what else leaders need to add, Heather argues that leaders need to reflect on what has worked in the past, what may no longer be relevant, and how they need to reset for the future. The conversation explores adaptive leadership, feedback, intergenerational learning, reverse mentoring, executive collaboration, AI, human intelligence, wellbeing, and the importance of relationship building. Heather also shares why curiosity remains one of her most valuable leadership tools, why HR is fundamentally about partnership, and why leaders need to become more comfortable operating without all the answers. From supporting mature workers and learning from younger generations to developing stronger middle leaders and embedding wellbeing into everyday work, this episode offers practical lessons for anyone navigating leadership in a complex and changing environment. What You'll Learn Why Heather believes leadership is entering a period of "great unlearning"Why leadership development needs to be more continuous and adaptiveHow in-the-moment feedback can support stronger leadershipWhy clarity matters even when leaders don't have all the answersHow reverse mentoring can strengthen intergenerational learningWhy power imbalances matter in leadership and workplace cultureHow mature workers can continue contributing in different waysWhy curiosity is one of the most valuable capabilities for enterprise leader. How HR can operate as a genuine business partnerWhy strong executive teams require ongoing work and honest conversationsHow AI is increasing the importance of human intelligenceWhy middle leaders will play a critical role in the future of workHow smaller businesses can approach leadership development and AI without huge budgetsHow Spark embedded wellbeing more directly into the organisationWhy systems thinking is an important capability for future HR leaders Key Takeaways Leadership development isn't always about adding more skills. Sometimes it requires unlearning what no longer works.Leaders need to reflect more frequently on their impact rather than relying on annual development plans.Clear leadership does not mean having every answer. It means giving people clarity about direction.Regular, in-the-moment feedback helps make development more natural and less threatening.Intergenerational workplaces create an opportunity for reciprocal learning.Reverse mentoring can help senior leaders challenge assumptions and better understand emerging generations.Great enterprise leaders remain curious and ask strong questions rather than trying to know everything.HR is fundamentally about partnership, not people pleasing.Strong executive teams need to continually work on collaboration, trust, and shared accountability. AI will increase the value of human intelligence, including judgement, context, insight, and relationship building.Leadership development does not need to be large, expensive, or overly complicated to have an impact.Wellbeing is more effective when it is embedded into the organisation rather than sitting on the edge.Future HR leaders need strong relationship-building skills, self-awareness, and systems thinking.Sometimes the best approach is to "hasten slowly" by pausing long enough to consider the wider system before acting. About Heather Langton Heather Langton is Chief People Officer at Spark, one of New Zealand's leading telecommunications and digital services organisations. Heather joined Spark in 2013 and was appointed People and Culture Director in 2019. She has more than 20 years of experience in human resources, with expertise spanning business transformation, talent management, leadership development, and succession planning. Her career has included senior HR roles across FMCG, retail, hospitality, technology, and communications. At Spark, Heather has played a key role in developing leadership capability, building high-performing teams, strengthening organisational culture, and helping the business navigate significant transformation and technological change. She is passionate about adaptive leadership, intergenerational learning, human intelligence, and creating organisations where people can continue learning and contributing throughout their careers. Why This Episode Matters Leadership is becoming more complex as organisations navigate AI, changing workforce expectations, multiple generations at work, and increasing uncertainty. This...
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    41 mins
  • Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR

    Roz Urbahn - Pāmu | Leading Change, Mindset & the Future of HR
    Sep 16 2026
    What separates change that leaves people exhausted from change that actually energises an organisation? In this episode of HR Unlocked, Lisa Oakley sits down with Roz Urbahn, Chief Corporate Services Officer at Pāmu, for a wide-ranging conversation about leadership, transformation, mindset, resilience, and the changing role of HR. Roz's career has spanned complex transformation and senior leadership roles across organisations including Fletcher Building, Lion, Vodafone, Foxtel, Frucor Beverages, Hudson, and now Pāmu. Her current portfolio extends well beyond traditional People & Culture, encompassing health and safety and well-being, communications, government relations, and sustainability. One of the central themes of the conversation is mindset. Roz explains that organisations can execute a technically perfect change process and still leave people feeling "battered, bruised, and burnt". What matters is everything surrounding the formal process: the conversations beforehand, the availability of leaders throughout, genuine consultation, and the willingness to listen when employees challenge the proposed approach. Roz also introduces positive intelligence, describing how understanding our internal "saboteurs" can help us recognise the gap between an event and our response. She shares her own tendencies towards restlessness and being a Hyper-Achiever, and how greater awareness helps turn an inner critic into something closer to a coach. The conversation then turns to the future of HR. Roz believes the old conversation about HR earning "a seat at the table" is finished. In her words, HR is now "holding the table up". She argues that today's strongest HR professionals combine power skills with commercial judgement, adaptation, optimism, and an ability to help organisations make better decisions. From resilience and boundaries to getting out into the business, simplifying HR processes, learning from difficult career decisions, and building your own trusted "board" or village, this episode is full of practical lessons grounded in lived experience. What You'll Learn Why technically correct change processes can still leave people disengaged What genuine consultation looks like in practice Why leaders need to remain available throughout change, not just at the beginning and end How curiosity can turn employee feedback into better transformation outcomes What positive intelligence is and how it differs from IQ and EQ How internal "saboteurs" can influence leadership behaviour Why self-awareness only matters if you actually do something with it How to turn your inner critic into a more constructive coach Why HR's role is now deeply commercial as well as people-focused Why the traditional "seat at the table" conversation is outdated How boundaries, prioritisation, feedback, and debriefing support resilience Why HR professionals need strong networks inside and outside their organisations How moving beyond traditional HR can broaden your leadership perspective Why physically understanding frontline work improves decision-making How HR can reduce complexity by simplifying policies and processes Why automation should remove unnecessary steps rather than add more What Roz learned from taking a promotion without asking enough questions Why title and salary aren't always the best measures of a good career move How building your own "board" or village can help during difficult periods Why asking for help is a leadership strength, not a failure Key Takeaways A perfect change process doesn't guarantee a positive employee experience.The conversations before, during, and after formal change processes can determine whether transformation succeeds.True consultation requires leaders to be genuinely willing to change their minds.Employee engagement can actually rise during change when people believe in the goal, have a voice, and feel involved.Positive intelligence helps leaders recognise the internal reactions that influence how they respond to situations.Self-awareness is only useful when it leads to different behaviour.The traits that make someone successful can also become derailers if they aren't managed consciously.HR's role is no longer just about "soft skills". Commercial judgement and decision-making are fundamental.People & Culture professionals need boundaries because much of their work is emotionally demanding and difficult to switch off from.Strong relationships and external networks are important resilience tools.HR should spend more time immersed in the actual work of the organisation. Roz describes this as being second only to safety in importance.If HR wants to improve productivity, a good starting point is fewer policies, simpler processes, fewer steps, and greater automation.A promotion isn't automatically the right next career move. Ask questions about the actual work, environment, and expectations before being swayed by title or salary.You don't have to have every answer. Knowing when ...
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    43 mins