Taking the Leap | Laini Bennett

Taking the Leap

Women in LeadershipBlackmores Instituteceoempowermentfemale empowermentHealth Caremanagementwomen in leadershipwomen in management

Dr Lesley Braun, Group Director of Blackmores Institute, talks about juggling multiple careers in parallel, and her lessons learned. Dr Lesley Braun was working in Monash University’s Faculty of Medicine and Surgery when she encountered the then CEO of Blackmores, Christine Holgate. She was meeting with Braun and a surgery professor about research they were undertaking into complementary

How Do I Manage People Who Are More Experienced Than Me? 6 Key Tips | Laini Bennett

How Do I Manage People Who Are More Experienced Than Me? 6 Tips

Managers AnonymousconfidenceexperiencemanagementPeople managementself-doubt

Jo* was a relatively inexperienced people manager when she was promoted to take on a larger team. “I was very excited at being given the opportunity, but also a bit worried,” Jo said. “Most of my direct reports were older than me, some by two decades, with significantly more knowledge and experience.”  Initially, Jo got

Can I be friends with my employee? | Bennett

Can I Be Friends With My Direct Reports?

Managers AnonymousbiasFriendshipManaging friendsperformance managementreputation

Sarah* got on really well with her direct report and they soon became friendly outside of work, hanging out with each other’s friends and family. But after a while, Sarah’s direct report stopped performing; she kept making excuses for her poor behaviour and performance. “Initially, I believed her excuses, because I trusted her as a

I Am New To A Team And Need to Conduct Performance Reviews. How Should I Handle Them? | Laini Bennett

I Have Just Started Managing a Team. How Should I Handle Performance Reviews?

Managers Anonymouslessons learnedmanagementPeople managementperformance management

Bec* was thrilled to have her first management role. Albeit, she had one direct report and two contractors, but it was a good start. Six months later, the company underwent a major restructure and she was promoted to manage a team of 16 people.  “I was warned that some of my new direct reports were