amy-willis-consultancy

Stop Wasting Your Money on Personality Tests

hello@amywillis.com.au (Amy Willis) — Wed, 25 Jun 2025 05:56:32 GMT

I regularly get asked if I can run a team through a personality quiz- Myers-Briggs, DISC, you name it. They’re everywhere. HR Companies love them. They’re built into onboarding and even used to justify workplace conflict.

Can I tell you a secret that might ruffle some feathers?

I detest personality quizzes.

Let me tell you why.

Meet John- an emerging leader.

As part of his development, he’s sent through the stock-standard leadership training. One module includes the Myers-Briggs Type Indicator, and he discovers he’s an ESTJ.

“Ah-ha!” he thinks. “That explains everything.”

In the weeks and months that follow, John says things like:

“Yeah, I don’t sugarcoat things. I’m an ESTJ.”

“I’m not great with empathy- but that’s just my type.”

Instead of using the tool to grow, John uses the label as a justifier for his behaviour. A reason to stay the same.

And here’s the thing: I’ve worked with a lot of Johns. I’ve even been a John.

Early in my own leadership journey I wore my “ESTJ” label like a badge. It explained my decisiveness, my drive… and my empathy gap. My desire for efficiency over connection.

It gave me language- but also gave me limits.

And here’s what else I noticed:

The label didn’t just shape me- it shaped how teams behaved.

People began to cluster with others who had the “same” or similar four-letter code, and used it as a reason to avoid or dismiss those who were different.

Hang on- why would we want that in a team again?

Did you know these tools were created for a different time?

Myers-Briggs was first published in 1943 , to help women find workplace roles during WWII.
The modern DISC system came out in 1956 , developed by an industrial psychologist.

Sure, the theory has been updated over time.

But the way we use them often hasn’t.

So why are we still clinging to them?

Because labels feel safe.

They give us language. But I’d argue the limits they place on us often do more harm than the understanding they offer.

So what can you do instead?

Here’s a thought tool I use in leadership sessions:

Next time you catch yourself saying “That’s just who I am”, ask yourself:

�� Is this a fixed trait, or a habit I’ve practiced?

�� Am I using my personality label as an excuse not to grow?

�� What’s one thing I could try differently next time?

These questions turn from self-justifiers to self-awareness. And if you’re looking for something more human-focused to explore with your team?

Try the 5 Love Languages instead.

They’re about how we give and receive care- not who we are, but how we connect.

(And yes, they work in leadership too.)

Because who you are can’t be summed up in a four-letter code.

And honestly, why would we want it to be?

You’re a leader in motion.

And you already have permission to grow.

If I’d kept letting that four-letter code steer my choices,

I’d still be where I was 15 years ago.

Thankfully, I stopped letting it define me, and used it as a framework to grow. I learned to lead with more intention, more curiosity- and a whole lot more empathy.

And now? I help others do the same - without a single personality quiz ��

Yours in leadership,

Amy

Is Reflection the Key to Honesty + Accountability?

hello@amywillis.com.au (Amy Willis) — Wed, 25 Jun 2025 05:09:46 GMT

This blog is a follow up to Honesty is Great...But What About Accountability.

At the time of writing that^ blog, I had no idea what a detention at my son’s school actually looked like. I assumed it’d be similar to my own (one-time!) experience back in the day- sitting in silence, maybe doing some homework, and not much else.

Turns out I was very wrong.

After his detention, I received an email from the school explaining that part of their process is to send parents a copy of the student’s reflections- a four-page file was attached. I opened it, expecting a generic response or maybe something scripted.

Instead, I was floored.

As I read my son’s handwriting, I genuinely thought a teacher must’ve dictated the answers and he’d copied them down. But when I picked him up, I asked how detention went - and he walked me through the whole thing: how it was structured, what the form was for, and what he wrote.

When I asked if anyone helped him fill it out, he said,

“No. I just answered the questions.”

I was blown away by his self-awareness.

There was no deflection, or blaming others.

Just honest reflection and ownership.

So I told him what was true:

“A lot of adults don’t know how to do that.”

And it got me thinking:

If we want honesty paired with accountability in our workplaces…

Is the real missing link the art of reflection ?

I’d love to invite you to read snippets of his detention form here (shared with his permission, of course).

�� Click to see the form here

Now, like I said, his answers were great (especially for a child).

But he didn’t get those words out of thin air.

It was due to the quality of the questions.

The school did a beautiful job of crafting prompts to encourage insight and accountability- without tipping into shame.

This detention wasn’t about punishment.

It was a learning opportunity.

And that is the art of reflection; knowing how to sift through your actions, understand how you can learn from it and make a better decision next time.

(Side note: did you know that the purpose of memory isn’t to help us relive the past, but to prepare us for the future? That gem came from a brilliant podcast episode by Dr Rangan Chatterjee- worth a listen if you’re curious about how our brains are wired. Listen here ��)

If we want to build workplaces (and leaders!) that go beyond surface-level honesty, maybe we need to take a cue from this detention and start making space for reflection - with beautifully crafted prompts.

Turns out, you can find leadership lessons in all sorts of places.

Even in detention.

Yours in leadership,
Amy

Honesty is great...but what about accountability?

hello@amywillis.com.au (Amy Willis) — Wed, 11 Jun 2025 03:00:46 GMT

Has honesty gotten in the way of accountability?

Last week, I had a chance encounter with a business owner while buying something in his store. We got chatting about leadership after he asked what I did for a living, and halfway through the conversation, we landed on communication.

He proudly shared how honest his team is with him, even offering an example:

“If someone’s had a big night on Saturday,” he said, “they’ll message me on Sunday morning and ask to push their shift back. I’d rather they be honest than lie. It’s all good.”

He meant it, too. He wasn’t annoyed — he was proud. And to be fair, also realistic about what life looks like for many of his younger employees.

It reminded me of a moment, years ago, when I was leading a team and got a call on a Sunday morning. One of my staff told me she had food poisoning and couldn’t make her shift. My spidey senses were tingling — but hey, food poisoning happens. Who was I to question it?

Then Monday rolled around… and so did the “Nite Life” photos.

There she was, front and centre in a Saturday night club pic. Clearly not food poisoning — just a hangover and a sick day to recover.

So here’s my question to you:

Do you want your team to be honest with you?

I know — it’s a nuanced question. And like most of my newsletters, I’m not here to give answers, but to nudge you to think differently.

Here’s what I’ve been reflecting on:

Honesty is a double-edged sword. It can sound like:

“I’m overwhelmed and don’t think I’m doing a good job.”

“I find our team meetings pointless and I tune out.”

“I’m not motivated by the way this role is structured.”

“I went out last night, I’m hungover, and I need to start a bit later.”

And while every one of those may be true, here’s the real kicker:

What happens to accountability when we blur the line between honesty and obligation?

If someone can repeatedly shift their responsibilities around because “at least they’re honest about it,” are we unconsciously lowering the bar?

Are we accidentally building workplaces where honesty becomes a free pass — instead of a foundation for growth?

So what does a healthy, honest culture actually require?

A team member who’s willing to speak up with truth — even when it’s uncomfortable.
A leader who responds with trust — and expects responsibility in return.
And a culture that still holds people accountable when trust is broken.

A real life example where honesty meets accountability:

This week, one of my sons received his first-ever detention. He hadn’t handed in his maths homework — not once, not twice, but three out of four times. And while he’s a good kid and owned up to it (no “the dog ate it” excuses), the school still issued a detention.

And you know what?

I respect that.

Because actions — even honest ones — still come with consequences.

That’s the lesson I want him to learn:

Being honest doesn’t make you exempt from responsibility.

And that applies at home.

In schools.

And absolutely in the workplace.

Somewhere along the way, we moved from “Leave your home life at the door” to “Bring your whole self to work”. And I’ll be the first one to raise my hand and say I have encouraged the latter.

But has that pendulum swung too far?

Have we started encouraging people to use their personal life as a reason for letting go of responsibility?

Have we confused “I’d rather they be honest” with “I’ll let it slide” ?

Because here’s the truth:

Honesty isn’t meant to lower the standard — it’s meant to clarify expectations.

So when someone says, “I had a big night,” maybe the answer is:

“Thanks for telling me. Let’s talk about what that means for your responsibilities.”

Because honesty without accountability? That’s just tolerance.

And leadership without consequences?

That’s not leadership — that’s just hoping for the best.

Yours in leadership,
Amy

Every winter, like clockwork, I disappear.

hello@amywillis.com.au (Amy Willis) — Wed, 11 Jun 2025 02:54:39 GMT

Every winter, like clockwork, I disappear.
I log out of all social media platforms and allow myself to disconnect from the endless scrolling.

At first, it felt like rebellion. Now, it feels like restoration.
My intention is always to give myself space — to dream, to create, and to think without the noise. The timeframe this takes varies each year. But I never regret it.

If you’ve ever been to one of my workshops, you’ve likely heard me mention one of my favourite authors — Johann Hari.
In Stolen Focus, he writes:

“The truth is that we are living in an attention crisis. Our focus didn’t collapse. It was stolen.”

(Seriously — if you’re a parent, this book should be required reading.)

We are wired for deep thinking, slow moments, and meaningful connection.
Yet we live in a world that constantly nudges us toward distraction.
The endless scroll isn’t just stealing our time — it’s reprogramming our brains. From presence to fragmentation.

That’s why I consciously log off in winter.
To be present.
To retrain my brain not to seek constant stimulation.
To reduce the cognitive load.
To remind myself that it’s okay to switch off.

It’s a form of leadership too.
Because leadership starts with self-awareness — with knowing when to lean in, and when to pull back.
It’s modelling something healthier: that rest, recalibration, and offline connection are not indulgent — they’re essential.

In Lost Connections, Hari reminds us that one of the greatest predictors of wellbeing isn’t productivity — it’s connection.
Not digital. Real.

So let me ask you: does your life allow space for that?

If you’ve been feeling scattered, tired, or like your thoughts don’t even belong to you anymore…
Consider this your permission slip.

Switch off. Log out. Go quiet.
Let winter teach you to slow down.

There’s strength in stillness — and clarity in the quiet.

Yours in leadership,
Amy

Feeling Unreliable at Work? Let’s Rethink That

hello@amywillis.com.au (Amy Willis) — Wed, 11 Jun 2025 02:40:45 GMT

You know the feeling. You’ve finally found your rhythm at work, and then—boom—your kid wakes up sick. Again.

You cancel. Reschedule. Log in from the lounge room. And somewhere in the middle of the juggle, you start to wonder:

Am I unreliable?

Are people sick of me being “out again”?

Is this just not working anymore?

No one may have said it—but that internal noise is loud.

And while it’s easy to point to outdated systems (and yes, they often are outdated), this is also a moment for something else: healthy ownership .

Let’s name what’s true:

�� You’re not unreliable — you’re needed in two places at once.

�� You’re not failing — you’re adapting in real time.

�� You’re not alone — the data backs you up:

The numbers tell the story:

�� 73% of couple families with dependants have both parents working.

�� In single-parent families , 76% of parents are working — with no backup.

�� Most of us don’t have a partner at home full-time, or extended family on call. Just us. Doing our best. Everywhere at once.

Stats from: Australian Bureau of Statistics, 2024

But here’s the thing:

It’s not just about being seen or supported.

It’s also about how we lead ourselves through this.

Healthy ownership sounds like this:

✅ “I’ll do what I can to support my family’s health and explore backup care if it’s accessible - but I’ll also give myself grace when things don’t go to plan.”

✅ “I’ll keep my team informed when I need to step away.”

✅ “I’ll be clear on what I can do while working from home—and honest about what I can’t.”

✅ “I’ll look at how we, as a team, can build a culture of mutual trust and backup—not burnout.”

For leaders:

�� Are you unintentionally expecting people to operate like they have full-time support at home?

�� Do your systems help people be honest about capacity—or push them to mask it?

�� Are you modelling what it looks like to show up with clarity and compassion—even when things don’t go to plan?

The goal isn’t perfection.

It’s leadership—in real life.

Whether you’re managing a business, a team, or just yourself—you get to set the tone for how challenges are navigated.

The systems may still be catching up—but you don’t have to wait for them to shift before you lead differently.

 With winter approaching…

Let’s stop pretending people can be in two places at once.

Let’s stop measuring reliability by how rarely someone takes time off.

And instead—let’s lead with clarity.

�� Know what you’re responsible for.

�� Communicate early and honestly.

�� Support others the way you’d want to be supported.

Whether you’re managing a business, a team, or just trying to hold it together day by day— this is leadership in real life.

Yours in leadership,

Amy Willis

Your Brain is Lying To You 🧠

hello@amywillis.com.au (Amy Willis) — Wed, 26 Feb 2025 03:10:00 GMT

And it's making you take things way too personally.

Before You Take It Personally, Make It Personal

You open an email. It’s short, to the point—maybe a little too blunt. Your stomach tightens. “What did they mean by that? Are they annoyed at me?”

Or maybe a coworker gives you feedback on something you worked hard on. Before they even finish their sentence, you feel that familiar sting—“They don’t appreciate what I do. Why are they always picking at things?”

We’ve all been there. But here’s the thing: before you take it personally, make it personal.

Why Do We Take Things So Personally?

As humans, our sense of belonging is everything. It’s wired into us—it’s why we seek connection, why teamwork matters, and why feedback (even when constructive) can feel like a personal attack.

This goes back to Maslow’s Hierarchy of Needs , which tells us that after basic survival (food, shelter, safety), the next big thing we crave is belonging . So when we think someone is being harsh, dismissive, or critical, our brain interprets it as: “I’m not valued here”—even when that’s not the case.

And this is where the old brain vs. new brain comes in.

• Our “old brain” (limbic system) is in charge of survival. It’s fast, reactive, and on high alert for threats—including social ones. This is why we jump to conclusions and get defensive.

• Our “new brain” (prefrontal cortex) helps us think logically, process emotions, and respond instead of react. When we tap into this part of our brain, we can reframe situations and see them for what they actually are—not just how they feel in the moment.

Try This Instead: “Before You Take It Personally, Make It Personal”

Here’s what that looks like in action:

Taking It Personally:

Your coworker points out a mistake in a project. Immediately, you feel defensive:

“They’re always criticising me. Do they even respect my work?”

Making It Personal:

Your coworker points out a mistake. You feel that gut reaction kicking in, but you pause and remind yourself:

• “I actually know this person. They hate giving feedback—it probably wasn’t easy for them to say this.”

• “Last week, they told me how much they enjoy working with me. Why would this one comment mean they don’t?”

• “They’re just doing their job, not attacking me as a person.”

By making it personal , you step out of defensiveness and into perspective. You replace assumptions with what you know to be true about the person and the situation.

Try It This Week

Next time you feel that sting of criticism, pause. Take a breath. Make it personal.

What do you already know about this person? What’s their usual intent? Does their feedback actually change your value in the workplace? (Spoiler: It doesn’t.)

Give it a shot, share this with your team and let me know how it shifts your perspectives!

Lessons From the Soccer Field

hello@amywillis.com.au (Amy Willis) — Tue, 14 May 2024 02:06:19 GMT

As a leadership consultant, I’m always on the lookout for real-life examples that illustrate the principles of leadership in action. The other day, I had the pleasure of watching one of my sons try out for an academy soccer team. Little did I know, the coach’s comments during the session would offer some profound insights into everyday leadership.

Lesson 1: Average People Walk - Winners Run

The coach's first piece of wisdom was simple yet powerful: "Average people walk - winners run." In the context of soccer, it’s clear: those who put in extra effort and hustle on the field are the ones who stand out. But this principle applies just as well in the workplace.

Key Takeaway: In your organisation, do you have walkers or runners? Encouraging a culture where everyone is motivated to go the extra mile can make a significant difference. Whether it’s volunteering to take on new challenges, sharing innovative ideas, or supporting colleagues, those who run—not literally, but figuratively—are often the ones who lead.

Lesson 2: What Do You Need to Score a Goal?

At one point, noticing the team struggling with basic skills, the coach asked, "What do you need in order to score a goal?" The kids shouted out a variety of answers: teamwork, passing, good positioning. Surprisingly, they missed the most obvious one: a ball.

This scenario reminded me of many organisational settings. Often, teams focus on complex strategies and forget the basics.

Key Takeaway: When facing a challenge, sometimes the simplest solutions are overlooked. Leaders should ensure their teams have a solid grasp of the fundamentals before moving on to more advanced strategies. Are your teams equipped with the basic tools and skills they need to succeed?

Bringing It All Together

Watching a group of 10-year-olds learn about soccer, I saw clear parallels with the workplace. Effective leadership often involves motivating your team to move beyond average effort and ensuring they don’t overlook the basics in their quest for success.

Implementing these lessons in your organisation can lead to a more dynamic and effective team. Encourage your employees to 'run' by recognising and rewarding extra effort, and regularly revisit the basics to ensure everyone is well-equipped for success. Remember, it’s often the simplest insights that make the biggest impact.

Here’s to developing everyday leadership skills that help your team score goals—both on and off the field!

It's time to put your walking shoes on and lead because -

Lead is a verb.

Leading with Resilience :Navigating tough times as a team.

hello@amywillis.com.au (Amy Willis) — Thu, 06 Jul 2023 05:38:15 GMT

"Adversity doesn't discriminate; it introduces us to our strength." - Unknown

This powerful quote reminds us that tough times are an opportunity for all individuals to discover their inner strength and rise above challenges.

Resilience, often referred to as the secret ingredient of success, is the ability to bounce back from setbacks, adapt to change, and remain determined in the face of adversity. It's not about avoiding difficulties but rather embracing them as opportunities for growth and learning. Resilience enables us to persevere, maintain a positive mindset, and lead our teams through the toughest of storms.

I want to dive into the art of leading a team through challenging times and share some insights on fostering resilience, adaptability, and growth.

Let's Face the Music: When the going gets tough, it's crucial to face the reality head-on. As leaders, we need to create an environment where open and honest conversations can take place. Acknowledge the challenges and invite your team to share their concerns. By fostering this level of trust and communication, we can tap into the collective wisdom and problem-solving skills of our team.
Clear Communication is Key: In times of uncertainty, clear and transparent communication becomes even more critical. Keep your team in the loop and share information openly. Even if the news isn't great, it's better to provide them with a realistic understanding of the situation. Set clear expectations, define roles and responsibilities, and offer a steady hand to guide your team through the storm. Remember, a little clarity can go a long way in calming the nerves.
Lead is a VERB: Leadership isn't just a fancy title—it's about stepping up and setting an example. During tough times, our actions speak louder than words. Show your team that you're resilient, determined, and maintain a positive mindset. Be authentic and let them see your vulnerability when it's appropriate. By embodying these qualities, you inspire your team to face challenges head-on and keep pushing forward.
Together We Rise: Creating a supportive and collaborative environment is crucial when the going gets tough. Encourage your team to work together, share ideas, and support one another. Foster a sense of unity by promoting cross-functional collaboration. Remember, the collective brainpower and diverse perspectives within your team can unlock innovative solutions that can weather any storm.
Take Care, Everyone: When the pressure is on, it's easy to neglect our own well-being and that of our team. But let's not forget, we're all humans with limits and needs. Encourage your team to practice self-care, take breaks, and maintain a healthy work-life balance. Show genuine concern for their well-being and be there to lend support when needed. By nurturing their overall well-being, you'll have a resilient and motivated team that can weather any storm.
Celebrate the Small Wins: In the midst of chaos, it's easy to overlook the little victories. But these small wins are worth celebrating! Take the time to recognise and appreciate the efforts of your team. Give public shoutouts, express your gratitude, and reward outstanding performances. By celebrating progress, you fuel a sense of purpose and optimism that keeps the team going, no matter how tough the times may be.

As leaders, we have the incredible opportunity to guide our teams through the toughest of storms, nurturing their growth, resilience, and ability to adapt. Remember, challenges are just bumps on the road to success, even though some feel like gigantic mountains—they provide us with invaluable lessons and opportunities for innovation. Together, we can navigate any obstacle and emerge stronger on the other side.

Don't Ignore the Elephant in the Room: The Consequences of Avoiding Performance Conversations

hello@amywillis.com.au (Amy Willis) — Thu, 11 May 2023 03:56:06 GMT

For every difficult conversation you put in the ‘too hard basket’ this sign gets bigger and bigger to the rest of your organisation.

Regular performance conversations are an essential part of keeping teams productive, engaged, and motivated. However, when these conversations are avoided or ignored, the consequences can be significant.

Without regular performance conversations, team members may become unclear about their goals and expectations, leading to confusion, decreased motivation, and engagement. Missed opportunities for improvement can also occur, leading to a lack of growth and development. Additionally, decreased productivity, retention issues, and a loss of valuable team members can arise.

Ignoring the need for performance conversations with negative team members can result in even more severe consequences. Negative behaviour can significantly impact team morale, productivity, and retention rates. Avoiding these conversations can lead to decreased morale, increased conflict, lost productivity, and turnover.

By prioritising performance conversations and taking action when needed, leaders can create a culture of accountability, excellence, and success. Team members who are held accountable for their performance are more likely to feel motivated, engaged, and take ownership of their work. Ignoring performance conversations can create a culture of complacency, where underperformance or negative behaviour is tolerated.

Here are five tips on how to have difficult performance conversations with team members:

Prepare: Before having the conversation, take time to prepare your thoughts and gather relevant information. This will help you stay focused and avoid getting sidetracked during the conversation.
Be Clear: It's essential to be clear about the specific performance issues or negative behaviours you need to address. Use specific examples and data to support your points, and avoid making generalisations or assumptions.
Be Respectful: While it's crucial to be clear about the issues, it's equally important to approach the conversation with respect and empathy. Acknowledge the team member's strengths and contributions to the team and focus on finding solutions rather than criticising.
Listen: Performance conversations should be a two-way dialogue, so take time to listen to the team member's perspective. Encourage them to share their thoughts and feelings about the situation, and be open to their feedback.
Follow-Up: After the conversation, follow up with the team member to ensure that they understand the expectations and any action steps that need to be taken. Regularly check in to see how things are progressing and provide support and feedback as needed.

By following these tips, you can have more productive and effective performance conversations with your team members, and help them improve their performance and behaviour in the workplace.

Permission To Lead

hello@amywillis.com.au (Amy Willis) — Thu, 16 Mar 2023 00:49:10 GMT

Last night I had the honour of speaking at Women in the Built Environment's first birthday party. My talk about 'Permission to Lead' was so well received that I wanted to share it with you all.

Like most of you, I grew up needing permission from my parents, or another adult, to be able to do anything or go anywhere, this then of course compounded during my schooling years where you even needed permission to go to the toilet. It makes sense that as a child seeking consent or authorisation to do something is valid and sometimes vital to keep you safe and well. In fact as a mother of three young boys I’m glad that this is the norm and I’m sure it’s saved us countless trips to emergency. But, it dawned on me that I have been caught up in this loop of seeking someone else's permission first, before giving myself permission, and as I looked around curious to see if anyone else did the same I recognised it to be a trait that mainly women still seem to hold on to. It might look like wanting to change your hairstyle, but showing your friends a picture of it first to see if they give you the go ahead. Or waiting for someone to call on you in an important work meeting so you can share your thoughts and ideas. Perhaps it’s you walking into a meeting and waiting for the man to initiate the handshake. Or my personal favourite, when you feel upset or angry about something but you don’t show it because you don’t know if those around you will give you permission to feel.

Hopefully by now you can understand this dilemma I’ve come across of constantly needing to seek permission about something that’s really important to you, something that you’re feeling, or something that you genuinely want to do, when a lot of the time it’s met with “PERMISSION DENIED”. Your heart deflates, you might feel a little bit smaller and a lot of the time think , “Ok, I’ll do what they say”. So you push your dreams, thoughts, emotions and ideas to the side. Again. Now, it goes without saying that in life there are always going to be situations that require permission, and maybe sometimes sharing your next hairstyle with your friends could help you avoid making the biggest mistake of your life (hello this fringe I’ve been trying to grow out since Christmas!). But the type of permission that I’d like to talk to you about is one that you can give yourself, one that you don’t need to look to anyone else to give you permission for, it’s called 'Permission to Lead'.

Embracing your 'Permission to Lead' means giving yourself permission to get things wrong.

Yeah, I know, this one can be tricky to embrace. If you would have met me when I was in school you would have met a straight A, school loving student, who LOVED following the rules. Questioning things or getting things wrong was not in my DNA. You can imagine how this turned out when I finished school and started working in the {big bad} corporate world. Let me tell you my favourite story that really helps paint the picture: I was only 3 or 4 months into my employment when my leader approached me and said “Amy, your stats are great- you are smashing every KRA we have. The only thing is, your calls to the technical support officers are through the roof. You need to stop”. Now I worked in a call centre for a prominent insurance company, and you were to only call the TSO’s if you didn’t know the answer to something or if you had to escalate the call- but my calls went like this “Hi, It’s Amy U328684… I’m just calling to confirm that the answer I have in my head is correct…” As my leader had told me to stop calling the TSO's but I feared getting things wrong, I started asking my team around me instead. Upon seeing this my leader decided to send an email to the whole team telling them there was an EMBARGO on my questions. I broke down in tears, and when my leader and I chatted about it that’s when I heard the words I didn’t realise I needed to hear. She explained to me that getting something wrong does not mean you’re going to get 'into trouble'. I realised that if the worse thing to come out of trying was getting it wrong, which then resulted in a teachable moment, then it was worth the effort. Yeah it sucks at the time but getting things wrong shows that I am trying, shows that I am leading, and like I said, it’s how I learn and grow.

Embracing your Permission to Lead means giving yourself permission to be YOURSELF.

Sounds simple right? As a group of women, working in or with male dominated industries, we know that it’s unfortunately not that simple. It’s easier to just fit in and not ‘make a scene’ than to be ourselves. But the path of least resistance isn’t always the most fulfilling- and I want to live a full life. Of late I’ve been taking notice of car stickers taking up prime place on the rear of vehicles. I’m not too proud to say that once upon a time I would drive past vehicles adorned with 'obnoxious stickers' and snicker. But recently, when I see them I’ve exchanged my snicker for a “Good on you for being proud to display who you are, or what you like/dislike, even if the rest of the world turns it’s nose up”. Maybe the sticker people have it right after all. Maybe more of us should go around with bold proclamations for who we are and what we like (metaphorically and literally). If you were to create your own bumper sticker what would it say? Trouble is sometimes we get so caught up in trying to be what society tells us to be, that we don’t even know WHO we are. If this is the case please give yourself permission to be curious about yourself. This year my husband and I celebrate our 13th year of marriage and 17th year of being together. When we met I was 16, and as he is quite a few years older than me I went from being under my ‘parents wing’ to being under ‘his wing’. It wasn’t until the year I turned 27 that I realised this and had a “WHO THE HECK AM I?” moment. I re-ignited my curiosity and explored the things I wanted to, like eating different foods, listening to different music, going to different events. These all sound like very basic, everyday things, but they were life-changing when I started to choose for myself instead of just going with what had always been. What are the everyday moments that could turn life-changing for you - knowing that you are the only one that needs to give you permission.

I could continue at length about other areas we can explore when talking about 'Permission to Lead' but for the sake of a short and sweet blog post I'll leave it there. And I'll also invite you to do the same thing I asked the group last night; so that this doesn’t turn into “...that time I read Amy Willis' blog and felt inspired for the rest of the week.”, please get your phone, open the notes and finish this sentence:

"I give myself permission to…."

And not that you need my permission, but incase you need to hear it : YOU have permission to LEAD. In your life, in your home, and in your workplace.

To learn more about WITBE head to www.witbe.au

Curiosity Did Not Kill the Cat

hello@amywillis.com.au (Amy Willis) — Tue, 07 Mar 2023 23:09:43 GMT

Embracing curiosity in the workplace - why does it matter?

Curiosity is an essential trait for personal and professional growth. It allows us to stay engaged, motivated, and adaptable in a rapidly changing world. In the workplace, curiosity can lead to increased learning, creativity, and innovation. However, without curiosity, our brains may be less active in certain areas, and we may be less likely to seek out new information or experiences.

To enhance curiosity in the workplace, there are several strategies that organisations can adopt. Firstly, creating an environment where employees feel comfortable asking questions and challenging assumptions can foster a culture of curiosity. Secondly, providing learning opportunities such as training programs, mentorship, or job rotations can help stimulate curiosity and encourage employees to explore new areas of interest. Thirdly, celebrating creativity and innovation can foster an environment that values curiosity and experimentation.

But, what if you find yourself lacking curiosity? Here are three top tips on how to engage it again:

Ask questions: Start asking more questions! Ask your colleagues about their experiences or what they think about a particular topic. This can help stimulate curiosity and lead to new insights and perspectives.
Try new things: Step out of your comfort zone and try something new. Whether it's learning a new skill or trying a new hobby, exploring new experiences can help stimulate curiosity and open up new avenues of interest.
Stay curious: Keep learning and exploring! Read books or articles on topics that interest you, attend workshops or seminars, or take an online course. By continuing to explore new ideas and perspectives, you can help stimulate curiosity and stay engaged in the pursuit of personal and professional growth.

Embracing curiosity in the workplace is critical for both individuals and organisations' success. By adopting strategies that foster a culture of curiosity and engaging in activities that stimulate curiosity, we can create an environment where employees stay engaged, motivated, and adaptable, leading to increased learning, creativity, and innovation. With curiosity as a driving force, we can continue to learn and grow, both personally and professionally.

5 Reasons Why 1:1's Are Important

hello@amywillis.com.au (Amy Willis) — Fri, 03 Feb 2023 04:15:41 GMT

How giving your staff 30 minutes of your time can create positive change.

1. Improved Communication:

Regular 1:1s allow for open and direct communication between the manager and the direct report, helping to establish trust and understanding.

2. Increased Productivity:

Through 1:1s, direct reports are given dedicated space to share where they need guidance, support, and/or feedback, leading to increased motivation and productivity.

3. Better Goal Alignment:

1:1s provide an opportunity for managers and direct reports to discuss their individual goals and align them with the larger team/organisational goals.

4. Early Problem Detection:

By having regular check-ins, managers can detect potential problems or concerns early on and take proactive steps to address them before they escalate.

5. Career Development:

1:1s are an opportunity for direct reports to discuss their career aspirations and receive feedback and guidance from their manager, leading to professional growth and development.

Download a FREE 1:1 template here to use in your next 1:1's.

Expectations: why you need them with your team.

Tue, 12 Mar 2019 17:03:00 GMT

This week I want to start off by asking you to think back to the last time you ordered a meal at a café or restaurant. Normally the situation plays out like this: a waiter comes over and asks what you would like to order, in return you clearly outline what you would like, “I’ll have the eggs benedict with a side of bacon, and a long black please”. Nine times out of ten the waiter returns with your order exactly as you requested. Now I want you to imagine what it would be like if you walked into said café and assumed the waiter knew your order, (or your expectations in the case of today’s blog).

You’re probably thinking, “Amy, I would never walk into a café and not tell the waiter my order” and that there is exactly my point. We have no problems in making a clear order with a waiter yet somehow we completely forget this important bit of communication when it comes to leading a team. Failing to have clear expectations with your team can lead to a multitude of challenges when it comes to leading a successful team and a lot of these challenges can all be traced back to both yourself and your team being unclear about expectations. You might think that your expectations do not need to be shared with your team because it's 'common sense', but here’s the thing about common sense, it’s becoming less ‘common’, as well as the fact that what’s common sense to you through the eyes of a leader or business owner is not common sense to someone who works for you.

So, have you had a recent conversation with your team about the expectations you have for them, and furthermore, do you know what your team expects from you as their leader? If your answer is “No”, then continue to read and let the below encourage you to do so. If the answer is “Yes”, please still read it and let it be a refresher.

1. Stop Assuming and Start Communicating

How many times have you said to your team, or heard from your leader, “I assumed you would know..” or “I expected you to know…”.

We need to stop assuming that our team know what is expected of them if we have never had this conversation with them. And no, I’m not talking about that contract in the filing cabinet that they signed when they started working for you (whilst that legal document is very important on it’s own right). I’m talking about the day-to-day stuff; from the way they show up to the workplace, to the actions that need to be done daily, the way they interact with clients/customers and their team, etc, etc.

2. Write a List of Expectations

I’ve found the reason why we struggle to implement expectations is because we’re not actually sure how to word what we expect from our team (goes back to the start of this blog when I talk about what we see as ‘common sense’). If you’re unsure what expectations you have for you team then I suggest you write a list of what you do not want your team to do and work backwards.

For example, you might not want your team to be at work late, therefore your expectation could sound something like, "I expect that everyone is job ready at their start time of 8am. If you like to make yourself a cuppa and chat to everyone before you start work that's fine by me, just make sure you come into work around 7:45am so that you can still do this and be ready for work at 8am".

3. How You Present This Is Key

Once you have established your list of expectations it’s time to share it with your team. This is best done in a team meeting to begin with, then follow up with everyone individually in their next one-on-one. The reason why it’s important to follow up individually is it gives your team members to ask you any questions that they may not have felt confident enough to raise in the team meeting.

When sharing your expectations with your team PLEASE DO NOT LECTURE THEM. Your tone, the words you use and your body language are what makes the difference between “Woah, our boss is a controlling and we’re not allowed to have any fun in the workplace” and “Ok cool. Now I have a clear understanding of what my job entails”.

4. Be Open to Receiving Feedback

Once you’ve shared your expectations with your team ask them if they have any questions or feedback around what you’ve just shared. Even better, go one step further and ask what it is they expect from you as their leader. The first time you ask this question you might hear the crickets chirping and that’s normal. Encourage them to take their time and come back to you later, even share with them the method of starting with what they do not want and working back.

5. Consistency in Communication

After the team meeting and one-on-one's it’s all about you as the leader keeping things consistent and keeping the communication lines open. When that one out of ten chance of the waiter messing up our order happens we are able to talk to them about rectifying it as we know we clearly explained our order (expectations). The same goes in the workplace; when we have laid the foundation of clear expectations with our team and someone is failing to meet those expectations it removes some of the fear surrounding ‘performance conversations’, as we know we have made it clear what we expect of them, and we can refer back to this in our conversation with them.

There you have it, my top 5 tips on how to create and implement your expectations with your team.

Now off you go and put this into action.

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Last night I had the honour of speaking at Women in the Built Environment's first birthday party. My talk about 'Permission to Lead' was so well received that I wanted to share it with you all. ﻿

Curiosity Did Not Kill the Cat

Embracing curiosity in the workplace - why does it matter?

5 Reasons Why 1:1's Are Important

How giving your staff 30 minutes of your time can create positive change.

1. Improved Communication:

Regular 1:1s allow for open and direct communication between the manager and the direct report, helping to establish trust and understanding. 2. Increased Productivity:

Through 1:1s, direct reports are given dedicated space to share where they need guidance, support, and/or feedback, leading to increased motivation and productivity. 3. Better Goal Alignment:

1:1s provide an opportunity for managers and direct reports to discuss their individual goals and align them with the larger team/organisational goals. 4. Early Problem Detection:

By having regular check-ins, managers can detect potential problems or concerns early on and take proactive steps to address them before they escalate. 5. Career Development:

1:1s are an opportunity for direct reports to discuss their career aspirations and receive feedback and guidance from their manager, leading to professional growth and development.

Download a FREE 1:1 template here to use in your next 1:1's.

Expectations: why you need them with your team.

1. Stop Assuming and Start Communicating

2. Write a List of Expectations

3. How You Present This Is Key

4. Be Open to Receiving Feedback

5. Consistency in Communication

Last night I had the honour of speaking at Women in the Built Environment's first birthday party. My talk about 'Permission to Lead' was so well received that I wanted to share it with you all.

Regular 1:1s allow for open and direct communication between the manager and the direct report, helping to establish trust and understanding.

2. Increased Productivity:

Through 1:1s, direct reports are given dedicated space to share where they need guidance, support, and/or feedback, leading to increased motivation and productivity.

3. Better Goal Alignment:

1:1s provide an opportunity for managers and direct reports to discuss their individual goals and align them with the larger team/organisational goals.

4. Early Problem Detection:

By having regular check-ins, managers can detect potential problems or concerns early on and take proactive steps to address them before they escalate.

5. Career Development: