Last week I had one of those door locking moments. ‘’By 2028, 70% of our current leaders – Team leaders to Commissioner - will retire”. The bolt slid across the door and I realised we are all going to get a whoopin.

"The author, Dr Peter Hayes of RMIT University, reviewed the international research evidence and consulted industry stakeholders to understand better how coaching and mentoring models and frameworks could support the current and future needs of IMTs. These needs have been identified in areas such as training, on-the-job learning, exercising and simulations, individual and team leadership development, talent management and succession planning, and in building organisational learning cultures."

"People who delegate transformation out will never succeed. Unless the chief executive and leaders in the organization own and champion the change, it will never happen. Seeing senior leaders within that group championing the operating model of change makes a massive difference. Once people see you delegate transformation out, it is not important to your people because it is not seen as important to you. It’s symbolic, because if you commit time, your people understand how important it is to you."

"Gaining a true understanding of who your top talent is and what your most critical roles are is a challenging task. Executives often use hierarchy, relationships, or intuition to make these determinations. They assume (incorrectly, as we will explain) that the most critical roles are always within the “top team” rather than three, or even four, layers below the top. In fact, critical positions and critical people can be found throughout an organization."

"Public sector innovation does not happen by itself: problems need to be identified, and ideas translated into projects that can be tested, implemented and shared. To do so, public sector organisations must identify the processes and structures that can support and accelerate innovation. This report looks at how governments can create an environment that fosters innovation. It discusses the role of government management in inhibiting or enabling innovation, and the role that specific functions such as human resources management and budgeting can play.

Amanda Louise Lizier, (School of Education, Faculty of Arts and Social Sciences, University of Technology Sydney, Ultimo, Australia)

The purpose of this paper is to outline an empirical study of how professionals experience work and learning in complex adaptive organisations. The study uses a complex adaptive systems approach, which forms the basis of a specifically developed conceptual framework for explaining professionals’ experiences of work and learning.

Implications for policy and research

“More than half of those who died in the 2009 Black Saturday bushfires in Victoria, Australia, were sheltering inside a house at the time of their death. This marks a shift in bushfire fatality trends, which previously saw most fatalities occurring outside while residents attempted to protect assets or evacuate. This paper presents findings from research that examined people’s experiences of sheltering in and exiting houses, sheds, personal shelters and other structures on Black Saturday.”