In this engaging episode of The Huddle Leadership Podcast, host Kate Russell sits down with Nicole Swain, HR specialist and founder of Businesses Explore Potential, for an insightful conversation about young leadership, resilience, and the evolving workplace. With over 11 years of HR advisory experience and a remarkable background as one of Australia's youngest CEOs at age 28, Nicole brings unique perspectives on nurturing emerging talent and building inclusive leadership cultures.

The discussion explores the critical intersection of vulnerability and strength in leadership, challenging common misconceptions about younger generations in the workplace. From her extensive work with the YWCA to her experience leading in the disability sector, Nicole demonstrates how investing in young leaders creates ripple effects of positive change across organisations and communities.

Key Takeaways

Leadership transcends age: The fundamental qualities that make great leaders—values, work ethic, integrity, and intrinsic motivation—remain consistent regardless of age or career stage

Resilience is a trainable skill: Rather than assuming generational deficits, leaders should focus on providing opportunities for young people to develop and exercise their resilience muscles

Vulnerability equals strength: Young leaders who openly discuss feelings and bring their whole selves to work demonstrate courage, not weakness—this transparency builds stronger teams and deeper connections

Mentorship multiplies impact: The most rewarding aspect of leadership is investing in others and watching them flourish, creating a continuous cycle of development and growth

Systemic change requires intentional action: Whether through quotas, structured pathways, or targeted programs, organisations must actively create opportunities rather than waiting for change to happen naturally

Clear boundaries enable risk-taking: By establishing core values (acting in the best interest of clients and the business) and creating psychological safety, leaders can empower their teams to take calculated risks and learn from mistakes

Economic factors shape workplace dynamics: Current "young leader" behaviours often reflect favourable market conditions rather than generational traits—understanding this context prevents unfair assumptions

Career evolution demands adaptive thinking: With predictions of 26 different careers for emerging generations, traditional concepts of loyalty and linear progression must evolve to remain relevant

Featured Discussion

Nicole's journey from wanting to make a positive impact to becoming a champion for young leaders began with her own experience of being supported by mentors who "believed in her before she believed in herself." This personal foundation shapes her approach to leadership development, emphasising the critical importance of seeing potential in others and providing structured pathways for growth.

The conversation takes a particularly powerful turn when discussing the YWCA's innovative approach to governance, requiring 30% of board positions to be filled by young women under 35. This wasn't about compromising quality—it was about creating more robust search processes and building comprehensive leadership pipelines from high school mentoring through board internships to executive roles.

Kate and Nicole explore the dangerous assumptions often made about generational differences, revealing how economic factors and social changes (including the impact of COVID-19 on social skill development) create contextual challenges that are often misinterpreted as character deficits. Their discussion illuminates the difference between social skills that need rebuilding and resilience that needs developing.

Innovation Spotlight: Leadership Pipeline Development

One of the most compelling elements of this conversation is Nicole's description of the comprehensive leadership development system implemented at the YWCA. This multi-tiered approach included:

• Board internships allow potential directors to observe governance without liability
• Structured mentoring programs connecting high school students with experienced professionals
• Clear progression pathways from entry-level involvement to executive leadership
• Real responsibility with support, giving young leaders meaningful decision-making authority while providing guidance and safety nets
• Cross-generational learning where different age cohorts learned from each other's strengths and perspectives

The system's success is evidenced by Nicole's own board intern becoming her successor as president and achieving significant leadership roles in national organisations—demonstrating the compound effect of intentional leadership investment.

Quotable Moments

"People go to work because they want to be engaged and make a positive impact. It's when that structure isn't there that people are operating in the unknown, which will see a whole variety of behaviours."

"For most of us in our careers, at some stage, it's been those people who have believed in us before we believed in ourselves that have had the positive impact on us."

"I think that vulnerability is a muscle. So, how much do we get to use it? And some of the people that I work with who are highly open and vulnerable actually have the highest levels of resilience in the workplace."

"We still have our governance responsibilities to fulfil, so it's not a compromise, it's a goal. And if we don't meet that goal, it's how do we have a plan to reach that goal?"

"To invest in people and see them flourish is an incredible privilege. And to be part of somebody's journey and see their professional growth is, again, I think it's a real privilege."

"It's making sure that every interaction that they're having—whether it's a day, a week, a year—that every interaction they're leaving that work environment as a better person all around."

Connect with Nicole Swaine

LinkedIn

Explore Potential

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this episode of The Huddle Leadership Podcast, host Kate Russell sits down with Susan Sadler, HR and Industrial Relations specialist from Red Wagon Workplace Solutions. Together, they dive deep into the often challenging world of workplace relations, exploring how to maintain humanity and psychological safety during difficult conversations, redundancies, and organisational change. Susan brings her unique perspective, having experienced both sides of industrial relations processes—as both practitioner and applicant—offering invaluable insights into creating compassionate yet effective workplace practices.

The conversation reveals the emotional complexity of employment relationships and why treating people with dignity during difficult times isn't just ethically important—it's strategically smart. From handling redundancies with grace to building innovative support systems like "Canary Pairs," Susan and Kate explore practical approaches that keep people at the heart of HR practice while navigating the increasingly complex world of industrial relations.

Key Takeaways

• The emotional weight of employment: Work forms a significant part of people's identity and has ripple effects into their personal lives—HR decisions impact whole human beings, not just employees
• Psychological safety through transparency: Clear communication, setting expectations, and being honest about what you can and cannot share builds trust during difficult processes
• Know your limitations: Whether you're a sole HR practitioner or part of a team, always have trusted advisors and know when to call in external support
• Vulnerability as leadership strength: Authentic leaders who share appropriate vulnerabilities create space for others to be human, too
• Redundancies require humanity: Treating people with dignity doesn't require massive resources—it requires respect, time, and thoughtful communication
• Timing matters: Don't deliver bad news on Friday afternoons when support systems aren't available over the weekend
• Innovation in employee support: Programs like "Canary Pairs" can create cross-departmental connections that prevent issues from escalating
• Balance compliance with compassion: HR must remain people-centred despite increasing process and compliance demands
• The irreplaceable human element: Even as AI advances, expert human judgment and genuine care remain essential in workplace relations

Featured Discussion

Susan's journey from wanting to do "warm fuzzy" HR work to becoming passionate about industrial relations began at Ambulance Victoria, where she discovered her love for understanding rules and applying them practically in challenging environments. Her experience being cross-examined in Federal Court for four hours across two days—and coming back excited—perfectly captures her unique approach to what many find intimidating.

The conversation takes a particularly powerful turn when Susan shares her own experience going through a Fair Work process as an applicant, revealing how even experts find the process stressful and unpleasant. This dual perspective—having been both the advisor and the person needing advice—brings profound depth to her current practice.

Kate and Susan explore the concept of "not damaging people further through processes," discussing how psychological safety can be maintained even during investigations and restructures through scaffolding support, clear communication, and genuine care for the human impact of difficult decisions.

Innovation Spotlight: Canary Pairs

One of the most fascinating elements of this conversation is Susan's description of the "Canary Pairs" system developed for client Yellow Canary. This structured buddy system pairs employees from different departments to create both personal connections and cross-pollination of ideas. What started as pairs evolved into "Canary Squares" and has been remarkably successful in:

• Providing multiple levels of support for employees
• Enabling early intervention before issues escalate
• Creating psychological safety for workers to discuss concerns
• Building authentic relationships at whatever comfort level individuals choose
• Preventing workplace fires through informal networks

The system proves that innovative employee support doesn't require massive resources—just thoughtful design and genuine commitment to human connection.

Quotable Moments

"We get to impact that experience. So a difficult conversation or rejecting someone for a job or making their role redundant affects that person's personal life and ripples then from there into a whole different world that we don't see."

"If you become hard yourself, then you lose the humane element of the process. That is not a strength, it is a weakness."

"Are you doing these things for you to make you feel better, or are you doing it for them to look after them? And if the answer is that you're doing it because it's easier for you, then that's the wrong answer."

"Don't be a dick about it, Kate."

"It's all about the people. HR has become so process-driven and so compliance-driven... but the people have to stay at the heart and soul of what we do."

Connect with Susan Sadler

LinkedIn

Red Wagon Solutions

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this week's episode of The Huddle Leadership Podcast, host Kate Russell welcomes Lowen Partridge, founder of Peartree Brand Strategy and accredited Family Business Advisor. Together, they explore the complex intersection of brand strategy and family business governance, revealing why family enterprises require fundamentally different approaches than traditional businesses.

Lowen brings nearly 30 years of brand strategy experience to the conversation, sharing her journey from working with family business wineries to becoming a specialist in family governance structures. Her unique dual expertise in both brand strategy and family business dynamics provides invaluable insights for the 55% of Australian workers employed by family enterprises—many of whom don't even realise they're working in family businesses.

The discussion uncovers the critical importance of establishing governance structures early, the challenges of succession planning, and the delicate balance between family harmony and business profitability. Lowen introduces the "Four Room Model" that helps family businesses maintain clear boundaries between family matters, ownership decisions, board oversight, and daily management operations.

Key Takeaways

Early governance prevents dysfunction - Establishing rules and structures proactively prevents family businesses from operating under "law of the jungle" dynamics.

Family businesses operate differently - Understanding that family enterprises face unique challenges compared to non-family businesses is crucial for success.

Fairness trumps equality - Fair compensation based on roles and responsibilities prevents conflicts, even when it means unequal pay among family members.

Succession is transition, not handover - Effective leadership transfer happens gradually over time, allowing next-generation leaders to build credibility step by step.

Professionalisation preserves relationships - Creating formal structures and policies helps maintain family harmony while driving business performance.

Self-interest drives all decisions - Acknowledging that family members act from self-interest helps create realistic governance frameworks.

The Four Room Model - Family, ownership, board, and management functions must operate with clear boundaries and invitation-only access.

Size doesn't determine complexity - Even small family businesses like plumbing companies need governance structures to avoid dysfunction.

Featured Discussion

Lowen's expertise emerged from a pivotal moment working with family wineries when she noticed the unique decision-making patterns that distinguished family enterprises. Her pursuit of specialised education in family business operations revealed the psychological complexities that make these organisations both potentially successful and inherently challenging.

The conversation explores the reality that governance establishment can take anywhere from 14 months to 10 years, depending on family size and complexity. Lowen emphasises that most families underestimate this timeline, expecting to "knock it over in three months" when the process requires careful participation from all stakeholders.

Kate and Lowen also address the multi-generational challenges that intensify as family businesses move from founder to siblings to cousins, each generation bringing different values and perspectives that must be harmonised through shared purpose, vision, and values.

The discussion highlights how brand strategy and family governance intersect, particularly when the business carries the family name, making the alignment between family values and brand values essential for authentic market positioning.

Quotable Moments

"Family businesses just don't operate the way non-family businesses operate."

"Everything is driven by self-interest."

"It's about the difference between equality and fairness because they're not the same."

"In family business, we don't talk about succession. We talk about transition."

"There are a lot of family businesses out there that don't realise they're family businesses. They think they're plumbers."

"Most families come to me, and they think they can knock it over in three months."

"It's a tough gig for the next generation."

Connect with Lowen

Peartree Brand Strategy

LinkedIn

The Executive Hub

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this inspiring episode of The Huddle Leadership Podcast, host Kate Russell welcomes Jessica Symes Toomey, executive coach and founder of Symes Group. Together, they explore the powerful intersection between the creative arts and leadership development, examining how theatrical directing principles can transform modern workplace dynamics. Jessica brings 15 years of executive coaching experience alongside her unique background as a NIDA-trained director, offering fresh perspectives on optimism, resilience, and strength-based leadership.

The conversation reveals how the collaborative, feedback-rich environment of theatre provides a blueprint for building high-performing teams. Jessica and Kate discuss the importance of meeting people where they are, focusing on individual strengths rather than deficits, and creating cultures where diverse perspectives drive innovation. They address the challenges of building resilience in increasingly reactive workplaces and explore practical strategies for leaders to foster environments where people genuinely want to contribute their best work.

Key Takeaways

Theatre directing and executive coaching share similar principles of meeting people where they are and empowering discovery

Optimism in leadership means focusing on resources and strengths rather than deficits and limitations

Every individual has a "superpower" - being exceptional at one thing often means being weaker in others, and that's valuable

Diversity of thought, personality, and background drives creativity and innovation in teams

Resilience is both trait-based and developable through positive psychology practices and self-care

The arts teach essential skills for creative leadership that will become increasingly important as AI handles routine tasks

Feedback should be continuous and welcomed rather than feared, as it is in theatrical environments

Self-care and wellness practices are not selfish but essential for maintaining the capacity to serve others

Team culture is everyone's responsibility, not just the leader's burden

The future workplace will require more creative collaboration skills as routine tasks become automated

Featured Discussion

Jessica's journey from theatre director to executive coach illuminates how creative arts principles can revolutionise corporate leadership. She explains how working with actors mirrors coaching relationships - both require creating safe environments for discovery without imposing predetermined visions. The conversation explores her belief that there is "a right role in the right organisation for everyone" and how focusing on effortless versus effortful tasks can guide career development.

Kate and Jessica tackle the reality of workplace stress and how fundamental wellness practices become the first casualties during difficult periods, creating downward spirals of diminished performance and confidence. They discuss the concept of "corporate athleticism" versus genuine self-care and why taking responsibility for one's own resilience is both empowering and necessary.

The discussion addresses how diversity in teams creates the "melting pot" necessary for innovation, drawing parallels between creative collaborations where no one can identify who contributed which brilliant idea and high-functioning corporate teams. They explore the challenges of building feedback-rich cultures in environments where performance management has become synonymous with criticism rather than development.

Quotable Moments

"The parallel in working with a coaching client is quite similar, really to working with an actor"

"You need diversity of thought for creativity and innovation to occur"

"Time is not the currency of a billion-dollar creative idea"

"We're all pretty much doing the same thing if you're good at what you do"

"Work is where we go to play and to show off our skills"

"Things are going to go wrong all the time. But what do they teach us?"

"You have to be selfish in order to be generous"

"We all play a part in workplace culture"

Connect with Jessica

LinkedIn

Symes Group

Instagram

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this thought-provoking episode of The Huddle Leadership Podcast, host Kate Russell welcomes Rita Cincotta, leadership development specialist and founder of The Deliberate Leader. Together, they dive deep into what it means to lead with intention, exploring the critical balance between speed and thoughtfulness, the power of curiosity, and the often-overlooked importance of energy management in leadership.

Rita brings over two decades of HR and leadership development experience to the conversation, sharing hard-won insights about the challenges facing modern leaders—from inheriting teams they didn't choose to navigating multi-generational workplaces. Her approach centres on three key pillars: energy, relationships, and performance, all underpinned by the belief that authentic, self-aware leadership creates the foundation for sustainable success.

The discussion reveals how many leaders fall into their roles without proper preparation, often replicating the command-and-control styles they experienced themselves. Rita and Kate explore practical strategies for breaking this cycle, including the transformative power of slowing down, asking better questions, and creating psychological safety for teams to thrive.

Key Takeaways

• Deliberate leadership requires daily recommitment - True leadership is a conscious choice made every day, not just a role or title.
• Slow down to speed up - Taking time to understand problems prevents leaders from fixing the wrong issues.
• Curiosity over knowing - Thinking in questions rather than statements keeps leaders in learning mode and prevents premature judgment.
• Energy is more valuable than time - Leaders can't create more hours, but can create more energy through intentional practices.
• You are how you lead - Actions and behaviours matter more than good intentions; people interpret leadership through what they observe.
• Context is everything - New leaders must understand their environment before applying familiar solutions to unfamiliar problems.
• Relationships first, tasks second - Getting the right team dynamics in place enables everything else to flow more effectively.
• Vulnerability is a leadership strength - Admitting uncertainty and learning publicly creates psychological safety for the entire team.

Featured Discussion Rita's journey from HR executive to leadership consultant reveals the common patterns that trip up even well-intentioned leaders. She shares the transformative advice she received when entering a new industry: don't judge as you go in. This simple guidance helped her slow down, understand context, and avoid the trap of applying old solutions to new problems.

The conversation explores the unique challenges of middle management, where leaders face operational pressure from both above and below while often lacking proper scaffolding and support. Rita advocates for individualised development approaches that recognise people's different motivations, working styles, and needs—moving beyond one-size-fits-all leadership strategies.

Kate and Rita also tackle the reality of multi-generational workplaces, where experience and wisdom can sometimes clash with fresh perspectives. They discuss practical tools like starting sentences with "I might be wrong, but..." to level the playing field and encourage psychological safety across all experience levels.

The discussion culminates in exploring Rita's book "You Are How You Lead," which emphasises self-awareness, coaching approaches, and the critical importance of understanding your own energy patterns and stress responses as a foundation for effective leadership.

Quotable Moments

• "You choose leadership or did it choose you?"
• "Slow down to speed up."
• "We don't get the benefit of wearing the L plates to say we're a learner leader."
• "You are how you lead—it's more than your intent, it's actually what you do."
• "How did I unintentionally contribute to this?"
• "I might not know everything—what don't I know?"
• "Wisdom comes from different ways, different lived experiences, not necessarily the length of experience."

Connect with Rita

• Website: The Deliberate Leader
• Book: "You Are How You Lead"
• LinkedIn
• Rita's Podcast

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this inspiring episode of The Huddle Leadership Podcast, host Kate Russell sits down with Brian Gilbertson, creative director, singer, mentor, and leader of one of South Australia’s most beloved traditions, the National Pharmacies Christmas Pageant. Together, they explore the deep connection between leadership, creativity, and community, revealing how the arts, particularly singing, can unlock confidence, trust, and resilience in individuals and groups alike.

Brian shares moving stories from his decades-long career in opera, arts leadership, and festival management, weaving together lessons on mentorship, crisis management, and the delicate balance between creativity and business. From guiding thousands of volunteers through the logistical feat of the Pageant during COVID to mentoring young singers into careers they never thought possible, Brian’s philosophy is rooted in trust, curiosity, and empowering others to succeed.

The conversation celebrates the arts as a powerful force for wellbeing, community building, and self-expression, while offering practical insights into leading with both vision and compassion.

Key Takeaways

• Singing as self-discovery - Our voice is tied to confidence and identity; finding it again can be transformative.
• Leadership is trust - Creating a safe space for risk-taking empowers people to contribute their best ideas.
• Crisis calls for adaptability - Leading during uncertainty requires creativity, planning, and decisive action.
• Creativity is everywhere - From finance to festivals, innovative thinking enhances every field.
• Community and well-being are linked - Arts and festivals foster connection, joy, and resilience.
• Know your ‘why’ - Purpose drives meaningful work and unites teams behind a shared vision.
• Festivals as gateways - Events provide platforms for emerging artists and bring world-class talent to local audiences.
• Curiosity fuels growth - Openness to learning and asking “obvious” questions benefits everyone in the room.

Featured Discussion

Brian’s leadership journey is as varied as it is inspiring, from performing opera on international stages to steering South Australia’s largest annual event. He reflects on guiding the Pageant team through the COVID-19 crisis by developing multiple scenarios, including the bold move to relocate the event to Adelaide Oval.

His approach to leadership is deeply human: listen first, understand the “why,” and create environments where people feel safe to contribute and experiment. As a vocal mentor, he sees himself not as a teacher, but as a guide helping individuals uncover their own voice, whether that’s an aspiring opera singer, a child with a stutter, or a performer regaining confidence after injury.

Brian also champions the role of festivals in building both economic and social capital. From the Adelaide Fringe to community arts projects, he highlights how events spark creativity, boost wellbeing, and give people something to look forward to—whether that’s an annual parade, a local gallery opening, or a rock concert in the park.

Quotable Moments

• “Singing is about opening you up.”
• “Curiosity is a really important word.”
• “Creativity happens 24 hours a day.”
• “Nothing is right, nothing is wrong—you just have to deal with the consequences of choice.”
• “Calm and courage—that’s what it requires.”

Connect with Brian

• Brian's Website
• Instagram
• LinkedIn

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this deeply moving episode of The Huddle Leadership Podcast, host Kate Russell sits down with Marc Ryan, stand-up comedian and mental health advocate, for an honest exploration of how humour can heal and connect us through our darkest moments. With lived experience of suicide ideation, PTSD, and mental health struggles, Marc reveals how comedy became both his lifeline and his mission to help others feel less alone. His insights on duality, empathy, and the power of storytelling offer essential lessons for leaders creating psychologically safe spaces in workplaces and communities where authentic conversations about mental health can finally happen.

Key Takeaways

Duality is the human condition - We can simultaneously hold love and hate, hope and despair, joy and darkness. Accepting this complexity rather than fighting it creates space for authentic living and genuine connection with others experiencing similar struggles.

Presence trumps perfection - Being fully present with someone in their pain, without trying to fix or change them, often provides more healing than advice or solutions. Sometimes sitting in the mud together is exactly what's needed.

Resilience is already within us - Those living with mental health challenges have survived 100% of their worst days. Rather than demanding more resilience, we should recognise and celebrate the strength already demonstrated through survival.

Rest is resistance - In a culture obsessed with productivity, choosing to go to bed when overwhelmed becomes a radical act of self-care. Creating safe spaces for retreat is essential for sustainable mental health.

Curiosity over judgment - Approaching others with genuine curiosity about their experience, rather than assumptions or solutions, creates connection and prevents accidentally stepping on someone's trauma.

Shared struggle creates hope - When someone who faces similar challenges can not only survive but find joy and purpose, it demonstrates the possibility to others walking the same difficult path.

Authenticity builds trust - Dropping the mask and sharing genuine struggles, rather than maintaining perfect facades, creates permission for others to be real about their own experiences.

Process over outcome - Focusing on the quality of daily living - coffee, cricket, small joys - rather than just surviving creates sustainable motivation for continuing the journey of life.

Featured Discussion

Marc Ryan's journey from putting on heavy metal shows called "Mosh Against Suicide" as a teenager (while secretly struggling with suicidal thoughts himself) to becoming a comedian who tours rural communities illustrates the power of purpose-driven storytelling. His candid reflection on two major mental health crises - one leading him to comedy as the only time he felt present, the other inspiring him to use that platform to help others - provides a masterclass in how personal pain can become collective healing.

The conversation explores the practical application of comedy in spaces where mental health conversations are typically taboo - from corporate environments to farming communities to prisons. Marc's philosophy of meeting people where they are, without pretending to understand their specific circumstances while acknowledging shared human experiences of loneliness and struggle, demonstrates how authentic leadership creates connection across diverse contexts.

Quotable Moments

"We can be full of love and also hate at the same time... I love life, but I've also got this part of my brain that's like, oh, we should kind of tap out soon."

"I really hope that just at any point I can make one person breathe easier in life, right? And just let them know that I get it."

"If you live with a spicy brain like my brain's spicy, you've survived 100% of your worst days up to now. You're already resilient."

"I can't fix myself. Do you know what I mean? So I can't pretend to fix anyone else... I don't have the answers, but I can sit with you."

"Finally, finally, we can talk about this. Finall,y there's a space."

"Sometimes I envision trauma like a wedding dress train... we can just be unsuspecting victims and we walk past them, we step on someone's trauma."

"Beyond the idea of right doing and wrong doing... Let's go to this field and let's just accept each other."

"Just go to bed. If you're overwhelmed... just go to bed and rest."

Connect with Marc Ryan

Facebook

Book Marc For Your Event

Instagram

Marc Ryan Website

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this inspiring episode of The Huddle Leadership Podcast, host Kate Russell sits down with Becchara Palmer, Olympic volleyball player turned entrepreneur, for a profound exploration of self-leadership across high-performance sports and business. With 18 years of professional beach volleyball experience, including competing at the London Olympics, Becchara reveals how the journey from external validation to internal drive transformed not only her athletic performance but also her approach to running her own marketing business, Ease Digital. Her insights on agency, trust, and the power of process over outcomes offer essential lessons for leaders navigating pressure in any arena.

Key Takeaways

Self-leadership is an internal diesel engine - True self-leadership comes from within, driven by purpose rather than external expectations, creating sustainable motivation that persists through challenges and setbacks

Agency transforms performance - Taking ownership of decisions and processes, rather than being a passenger on someone else's journey, leads to greater satisfaction and better outcomes even when goals aren't achieved

Trust enables excellence - When leaders believe in their people before they've "earned" it, it frees up mental space from proving worth to focusing on actual performance and value creation

Process trumps outcomes - Focusing on the quality of the journey rather than just end results creates more sustainable motivation and greater long-term satisfaction, as the process lasts much longer than the moment of achievement

The reset mechanism is crucial - Developing the ability to clear your mind after setbacks and refocus on the next task prevents one mistake from cascading into multiple failures

Gut instinct requires cultivation - Learning to trust and act on intuitive decision-making becomes a competitive advantage, but requires practice and the confidence to move away from purely analytical approaches

Responsibility can be elevating or crushing - External pressure and responsibility to others can either drain energy or inspire excellence, depending on whether it aligns with personal purpose and values

Transition requires new self-leadership skills - Moving from elite sports to business demands developing self-leadership in different areas, requiring systems and approaches that may not come naturally from athletic training

Featured Discussion

Becchara Palmer's journey from a 23-year-old Olympian to a confident business owner illustrates the evolution of self-leadership across different life phases. Her candid reflection on two contrasting Olympic cycles - one driven by external pressure and fear of letting others down, the other powered by internal purpose and team connection - provides a masterclass in how leadership approach fundamentally changes outcomes. Drawing from her experience as part of "three strong-willed women" who chose to "steer the ship ourselves," Becchara demonstrates how agency and ownership can transform even unsuccessful attempts into deeply satisfying experiences.

The conversation delves into the practical application of athletic mental skills in business, particularly the volleyball "reset" technique that helps maintain focus under pressure. Becchara's transition to entrepreneurship reveals how self-leadership principles translate across domains while requiring adaptation to new challenges like organization systems and business development.

Quotable Moments

"I think self-leadership is a drive. It's like an internal, it's like the little diesel engine that is just inside of you."

"I wish I had trusted myself more. I think had I trusted my gut instinct and my initial instinct, I think I would have felt more comfortable to speak up and to be heard."

"I wanted to do it my own way."

"The process became a priority as opposed to necessarily just an outcome at the end."

"I don't have to convince you. I don't have to try and make you see that I'm here for the right reasons and that I'm committed."

"Reset, reset, reset."

"I use my instinct or my gut feel to make pretty much every single decision in my own business. Because mostly it's right."

"I can empathise and go, okay, I stuffed that up. I thought it was the right one. It wasn't. Okay. Well, onwards."

Connect with Becchara Palmer

Ease Digital LinkedIn

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this forward-looking episode of The Huddle Leadership Podcast, host Kate Russell sits down with Douglas Nicol, co-founder of the Australian Centre for AI and Marketing (ACAM), for an essential conversation about the leadership crisis emerging from AI adoption in the workplace. With a background spanning digital marketing, agency startups, and the early chatbot space, Douglas reveals why AI implementation is fundamentally a leadership challenge, not a technology problem, and what organisations must do to avoid the costly mistakes that are already deriving teams and undermining competitive advantage.

Key Takeaways

AI anxiety stems from a poor leadership approach - When CEOs frame AI adoption purely as cost-cutting measures, demanding departmental budget reductions through AI deployment, they create fear and resistance rather than innovation and growth opportunities

Leadership must be proactive, not passive - Senior leaders cannot be passengers in AI adoption; they must become advocates and forward planners with clear strategies for delivering better ROI through AI, or risk receiving destructive cost-cutting mandates from above

The maturity cycle requires a top-down strategy. While early AI exploration involves individual experimentation with various platforms, sustainable success requires aligning AI deployment with core business priorities rather than allowing siloed use cases to proliferate

Women are being left behind in AI adoption - Australian research shows women adopting AI at significantly lower rates than men, potentially due to trust-building preferences, embarrassment about "cheating," and male bias in AI development (only 18% of AI creators are women)

Trust but verify is essential with AI - AI platforms regularly produce false information and biased responses; leaders must establish practices of cross-checking AI outputs against reliable sources and using adversarial approaches to validate AI-generated content

Transparency prevents dangerous black box scenarios - Understanding the basics of how AI models work is crucial for making informed decisions and avoiding the pitfalls seen in other industries where black box technologies enabled exploitation

Education and ethics must be foundational - AI literacy needs to be taught in schools with strong ethical frameworks, helping young people understand both constructive uses and potential dangers of generative AI technology

Human creativity must rise above derivative outputs - AI generates ideas based on existing patterns, making them inherently derivative; the challenge for creative professionals is to use AI as a baseline and then exceed those outputs with genuinely innovative thinking

Featured Discussion

Douglas Nicol's insights challenge leaders to fundamentally reframe their approach to AI implementation. Drawing from his experience in the advertising world and research into Australian marketing teams' AI adoption patterns, he reveals a troubling pattern: organisations that treat AI purely as a cost-cutting tool create toxic environments that stifle innovation and drive talent away. Instead, he advocates for a leadership approach that positions AI as a growth enabler while maintaining essential human oversight and creative superiority.

The conversation explores the critical importance of building AI literacy at all organisational levels, from board members who need to understand opportunities beyond risk management, to front-line employees who are often self-teaching AI skills without proper frameworks. Douglas introduces the concept of AI maturity cycles and provides practical frameworks for measuring organisational readiness across seven key dimensions.

Quotable Moments

"AI, in my view, is not about technology. It's about leadership, number one. And if you get the leadership right, the adoption of the technology will follow. And I fear that we're not getting it right."

"What we're seeing is CEOs of organisations saying, you know what, this AI thing, I can cut costs. And I'm going to say to each of my direct reports, you've got to lose half a million dollars off your departmental P&L through the deployment of AI. And that's not where you want to be."

"It is super important that you're not a passenger as a leader in a business. You need to be an advocate and a forward planner."

"If you become a slave to chat GPT or whatever your platform of choice is and you assume that it's correct, then that's so dangerous."

"I get AI to check AI's homework" - On using adversarial networks to validate AI outputs

"Companies lag their employees in my view" - On the gap between individual AI adoption and organisational AI strategy

"Anyone who says they're an expert in AI, send them straight out of the room, please, because at this point in the cycle, we are all enthusiastic, curious amateurs."

"Creative team, stage one, give the creative brief for a particular campaign to ChatGPT... Now, your job is to beat those ideas because those ideas that ChatGPT have come up with are based on everything that's gone before... they're derivative."

Connect with Douglas Nicol

Australian Centre for AI and Marketing (ACAM)

LinkedIn

ADMA

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams

In this eye-opening episode of The Huddle Leadership Podcast, host Kate Russell welcomes Pam MacDonald, founder of Broadspring Consulting, for a candid discussion about one of the most pervasive problems in modern workplaces: promoting technically skilled individuals into leadership roles without proper support. With 17 years of HR consulting experience, Pam reveals why this practice is creating a generation that's actively avoiding leadership positions and what organisations can do to break this damaging cycle.

Key Takeaways

The promotion paradox is creating a leadership crisis - Organisations consistently promote people based on technical excellence, then wonder why leadership fails when no coaching or training is provided to develop human management skills

Past performance ≠ future leadership success - Just as financial disclaimers warn that past performance doesn't indicate future results, technical competence doesn't predict leadership capability without proper development

Psychosocial safety requires capable leaders - Putting people in leadership roles without adequate support creates high-risk situations that violate psychosocial wellbeing principles and endanger both leaders and their teams

Early intervention prevents formal complaints - Most workplace investigations could be avoided if leaders had the communication skills to address tensions before they escalate into formal grievance processes

Strategic vulnerability accelerates problem-solving - Leaders who can "embrace the discomfort" and have honest conversations about concerns can salvage working relationships before permanent damage occurs

Communication method matters more than message - Email and text create negative bias and misunderstandings; difficult conversations require voice-to-voice or face-to-face interaction to preserve relationships

Recruitment should prioritise interpersonal skills - Since culture fit failures drive most departures, organisations should focus more on communication and relationship skills during hiring processes

Next-generation leadership reluctance is rational - Young professionals are observing the stress and self-doubt of poorly supported leaders and concluding that leadership isn't worth the additional compensation

Featured Discussion

Pam MacDonald's insights challenge fundamental assumptions about career progression and leadership development. Her experience with workplace investigations reveals a pattern: technically competent individuals promoted without leadership training inevitably face situations requiring skills they've never developed. The resulting stress, self-doubt, and relationship damage create ripple effects that extend far beyond individual leaders to impact entire teams, families, and organisational cultures.

The conversation explores how organisations can break this cycle through strategic development programs, better recruitment practices, and creating pathways for technical advancement that don't require people management responsibilities. Pam's "test and trust" methodology for leadership development offers practical frameworks for supporting newly promoted leaders while they develop essential human management skills.

Quotable Moments

"We consistently and continually promote people in organisations because they're technically very good at what they do... Then we don't support them with any coaching or training. And then we wonder why it all goes pear-shaped."

"The extra pay that I'm going to earn, that's not worth it" - What new generations are saying about leadership roles

"That's the one time in my life that I would love to have a time machine" - On workplace investigations that could have been prevented

"It's that five-minute phone conversation that wasn't had that turned into a 102 email thread" - The cost of avoiding direct communication

"HR is not the policy and the procedure. HR is actually about people interfacing and working together" - Redefining the HR function

"When people weigh in, they buy in" - Patrick Lencioni quote on the importance of voice in workplace decisions

"We have a false sense of progress. We think that by pushing through and rushing, we're getting a lot more done" - On the downstream costs of avoiding difficult conversations

"Everything's possible, everything's achievable - it just comes down to people" - The fundamental truth about organisational success

Connect with Pam MacDonald

LinkedIn

Broadspring Consulting

Website

OPEL COACHING PROGRAM

thehuddle.net.au

Follow us on socials:

IG - @thehuddle.au

FB - @TheHuddleAus

YT - @TheHuddle5000

LinkedIn - The Huddle leaders and teams