Curated Content for Alumni

Articles, podcasts and thought pieces relevant to Cranlana alumni and Fellows.

Cultivating Everyday Courage

What is the right way to speak truth to power? Stories about workplace courage often talk about the people fighting for positive change ending up ostracised, or losing their jobs. However, most acts of courage don’t come from whistle-blowers or organisational martyrs. They come from respected insiders at all levels who take action because they believe it’s the right thing to do. And in doing so, they may in fact see their status rise.

Harvard Business Review Magazine, Nov–Dec 2018

People Who Speak More Are More Likely To Be Considered Leaders

If you want to be a leader, start talking. It doesn’t even particularly matter what you say, according to a study testing the appropriately-named “babble hypothesis”. US scientists found that quantity, rather than quality, of speaking determined who was perceived as a leader in small groups.

World Economic Forum, 9 August, 2021

A Line In The Water

A fateful stand-off in August 2001 saw Australia’s treatment of boat arrivals shift from deterrence by example to deterrence by force

Inside Story, 28 August 2021

Don’t encourage employees to speak up if you’re not ready to listen

For an employee to feel invested, they must feel invested in. “Speak-up culture” puts the onus for incident and issue reporting exclusively on employees. “Listen-up culture” brings in the responsibilities of management and senior staff.

NAVEX Global, 29 November, 2019

The Three Challenges For Leadership Teams And The Types Of Intelligence Required

90% of investors say the quality of the leadership team is the most important non-financial factor when evaluating an IPO. So how do you ensure you have an effective leadership team which can articulate a strategy, co-ordinate delivery of plans, and create a strong culture in the organisation?

HRD the HR Director, 2 August 2021

DEI is not an initiative; it is a reflection of your leadership

Diversity, equity and inclusion (DEI) programs are a top priority for more companies than ever before, with corporations and organisations spending billions of dollars annually on them. Unfortunately, many of these efforts do not have a lasting impact, and some could even end up leading to more division in the organisation.

Forbes, 2 August 2021


Power Causes Brain Damage

How leaders lose mental capacities—most notably for reading other people—that were essential to their rise. Studies show that being in a position of power has side effects like loss of empathy and contact with reality, recklessness and incompetence. Is that necessarily bad? And if it is, how can it be addressed?

via The Atlantic, July/August 2017

To diversify leadership, we need a new story of who we expect our leaders to be

In politics, business and beyond, the title of “leader” is bestowed upon individuals almost exclusively based upon measures of success and accomplishment like social status, wealth and follower counts – metrics Dave Ursillo describes as hollow. We see the implications of faulty leadership in all fields of politics, business and global health — not just nationally but worldwide. In this Forbes article, Ursillo says questions about what we define as “leadership”, and who we expect to become our leaders, now feel more relevant than ever.

Forbes, 26 July 2021

Why we need engineers who study ethics as much as maths

Engineers face ethical dilemmas that they are not well equipped to deal with through their education. This article in The Conversation suggests to give much greater weight to ethics when training engineers and not treat it as an “add-on” subject.

The Conversation, 16 July 2021

Leadership and the challenge of climate change

Recent events have dramatized the urgent need for prompt and bold action to respond to climate change. In view of this situation, what is and ought to be the substance of environmental leadership?

via The Hill, 20 July 2021

Ethics and AI

Ethics and artificial intelligence have become increasingly intertwined due to the pervasiveness of AI. But researchers, creators, corporations, and governments still face major challenges if they hope to address some of the more pressing concerns around AI’s impact on society. AI ethics champion Margaret Mitchell talks about self-regulation and ‘foresight’.

via Venture Beat, 14 July 2021

Aggie Maisano

Aggie Maisano, Vincent Fairfax Fellow

We’re delighted Aggie Maisano, who leads the Business Risk Team – Legal at PwC Australia, is part of the Vincent Fairfax Fellowship Cohort 26, 2021.

As the year-long Fellowship program unfolds, we’ll be collating Aggie’s reflections, from expectations to experience, here. It will provide a first-hand insight to what the program’s about, what it requires of participants and, in the longer term, what its impact has been.

June 2021

Great Leaders Are Thoughtful and Deliberate, Not Impulsive and Reactive

How do you improve your capacity to self-observe, to be aware of when we are being reactive and impulsive? It’s in these moments that we often use our highest cognitive capacities to justify our worst behaviours. See more to be more. Rather than simply getting better at what they already do, transformational leaders balance courage and humility in order to grow and develop every day.

via Harvard Business Review, January 2019

The Neuroscience of Trust

Creating an employee-centric culture can be good for business.The rewards include higher productivity, better-quality products, and increased profitability. But how do you do that effectively? Building a culture of trust is what makes a meaningful difference.

via Harvard Business Review, January 2017


Leadership Courage: The Four Types Needed in the Workplace

The last year and a half has placed demands on business leaders that seemed inconceivable two years ago. We need courageous leaders who can bravely and confidently go into the unknown, says Angie Morgan. She says there are four types of courage managers need to develop.

via Real Leaders, 10 May 2021

How Boards Can Reduce Corporate Misbehaviour

As the ultimate guardians of the firm’s financial, human, and reputational capital, corporate boards need to set their bar higher, and replace reactive approaches to misbehavior with a proactive approach to winning with integrity. Instead of assuming everything is fine unless they hear otherwise, directors need to be more probing

via HBR, 21 December 2017

The Board’s Role In Curbing Ethical Issues

Pat Harned, CEO of the Ethics and Compliance Initiative (ECI), talks about the role Boards play in curbing ethics issues, and why these issues have become so top of mind for corporations.

via Corporate Board Member, 14 August 2018