My conversation with Dee Madigan, co-founder of Campaign Edge and a recognised force in advertising and political campaigns, revealed fascinating parallels between persuasion in advertising, politics, and legal practice. After teaching and stint in property, a chance pub encounter with advertising professionals pivoted her career entirely. She initially viewed advertising as "artistic prostitution," a characteristically candid assessment that captures her humorous, no-nonsense approach. What transformed her perspective was the realisation that advertising, particularly political campaigning, could serve purposes beyond selling products.

The gender dynamics in creative industries formed a compelling part of our discussion. While Dee acknowledges the industry has changed, she remains concerned about women's long-term career prospects, particularly regarding flexible work arrangements that may inadvertently impact visibility and advancement.

We explored why negative political advertisements remain effective despite public aversion. These ads stick in voters' minds longer and stimulate emotional responses crucial for engaging disengaged swing voters. This insight resonates deeply with litigation strategy, where framing arguments around what clients stand to lose often proves more compelling than emphasising what they might gain.

Our discussion of modern work practices revealed Dee's nuanced perspective on remote working. She points out the visibility issue that comes with working from home, particularly for women and how it affects career progression. While acknowledging the work-life balance benefits today's workforce enjoys, Dee warns of potential long-term career impacts and emphasises the importance of in-office collaboration for skill development.

I thoroughly enjoyed this conversation with Dee. Whether it’s in advertising, politics, or law, we agreed that success hinges on understanding human emotion, making persuasive cases and maintaining integrity while pursuing ambitious goals.

Links:

https://campaignedge.com.au/

https://www.linkedin.com/in/dee-madigan-73521318/

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My conversation with Deborah Mazoudier, a tendering expert I've worked alongside for over two decades, revealed why so many organisations struggle with competitive bids: they fundamentally misunderstand what tendering requires. Deb's transition from legal career to tender specialist began in 2000 within international aid, where she discovered her talent for winning bids and eventually built Tender Plus into a national enterprise. What strikes me most about Deb's approach is her belief that tendering is fundamentally an exercise in empathy, requiring deep understanding of client needs rather than reliance on broad statements or generic value propositions.

One critical insight from our discussion was the persistent misconception that tendering is merely administrative work. Deb advocates passionately for recognising tender specialists as strategic assets whose skillsets encompass strategic planning, project management, and persuasive communication. The most common failing in tender responses is lack of specificity, when organisations articulate what they do rather than demonstrating the actual benefits clients will receive. While acknowledging technological advancements in AI, Deb maintains that the human element remains irreplaceable in tendering. AI can support the process but it cannot replicate the nuanced understanding and relational dynamics that human specialists bring to aligning responses with client objectives.

Working with Deb has fundamentally shaped my understanding of client engagement and strategic communication. Her guidance taught me that success in competitive bidding requires the same discipline we apply to legal practice. This means meticulous attention to client needs, precise articulation of value and strategic positioning that differentiates rather than homogenises. For professionals in legal services and beyond, these insights are increasingly crucial as tendering becomes standard practice for securing significant engagements.

Links:

https://www.linkedin.com/in/deborah-mazoudier

https://www.tenderplusconsulting.com.au/

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My conversation with Steve Simpson, a veteran expert in workplace culture, challenged everything I thought I understood about organisational dynamics. Steve's concept of Unwritten Ground Rules (UGRs) cuts through the polished rhetoric of values statements and glossy brochures to reveal what actually happens within organisations.

UGRs capture the naturally occurring behaviours and perceptions that truly shape workplace culture. It’s the real-time dynamics that newcomers absorb when colleagues say, "What really happens around here is..." In professional services, these UGRs are particularly vivid and often problematic: poor behaviour tolerated if you're a high revenue generator, voices that matter only after climbing several rungs on the corporate ladder, hierarchies and tolerances that directly contradict stated values. Steve suggests that these unspoken rules can be more powerful than leadership itself. Leaders come and go but deeply entrenched UGRs persist, shaping behaviour regardless of who's nominally in charge.

The intersection of safety protocols and UGRs proved particularly compelling in our discussion. Steve's work in the aviation sector revealed how strong safety culture rhetoric often masks UGRs like "Around here, safety is a tick-box exercise." This disconnect between aspiration and reality exists across industries and functions, from safety compliance to diversity initiatives to client service standards. The path to realignment requires honest awareness of existing UGRs, which often differ drastically from stated values. Steve's methodology involves crafting clear "lead-in sentences" that open authentic dialogue which enables organisations to measure cultural health effectively rather than relying on sanitised engagement surveys.

What defines great culture, according to Steve, is remarkably simple: alignment between aspirational culture and actual UGRs. Transformative change occurs when there's minimal discrepancy between what organisations profess and what they do. Having witnessed firsthand how compelling this focus on UGRs can be, I'm convinced this methodology should be central to any serious cultural assessment and realignment effort. For leaders in professional services and beyond, Steve's work offers a framework for confronting uncomfortable truths about organisational culture, an essential first step toward genuine transformation.

Links:

https://steve-simpson.com/

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Most leaders can sense when something's off in their organisation. Talented people stay silent in meetings, innovation stalls, stress becomes the unspoken norm. My conversation with Carolyn Grant illuminated two concepts reshaping how we think about workplace performance: psychological safety and psychosocial risk management.

Carolyn Grant is the founder and CEO of People Plus Science, where she combines her expertise in human and organisational behaviour, neuroscience and research to help organisations thrive. A perpetual student of behavioural science, Carolyn believes that continual research and product development are fundamental to sustainable organisational success.

While psychological safety and psychosocial risk management might sound like corporate jargon, they represent fundamental shifts in how organisations must operate to remain competitive and compliant. Psychological safety creates environments where team members feel secure voicing ideas, asking questions, and challenging assumptions without fear of humiliation or punishment. This isn't about creating comfortable spaces that avoid difficult conversations. In fact it’s quite the opposite. Carolyn emphasised that genuine psychological safety requires accountability and intellectual friction, the kind that drives breakthroughs rather than stifles them.

Psychosocial hazards represent the other side of this equation. These are the workplace elements that cause stress, whether tied to management styles, job autonomy, or personal factors like financial strain. The research reveals what effective leaders instinctively understand: trust forms the foundation of everything else. Without trust, change management fails, communication breaks down, and performance suffers.

The critical insight from our discussion is that addressing these factors requires genuine commitment beyond superficial solutions. Carolyn cautioned against treating social events as remedies when deeper issues like bullying or low trust exist. Real improvement demands focusing resources where they'll achieve the greatest impact and address fundamental issues rather than treating the symptoms.

Links:

https://peopleplusscience.com/

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I’m talking today with my good friend, Chris Brady, a seasoned physiotherapist and co-owner of the Queensland Sports Medicine Centre. Our conversation revealed fascinating parallels between elite sports performance and organisational success.

Chris's extensive experience working with high-performance athletes provides unique insights into how teams function under pressure—lessons that translate remarkably well to professional environments. What struck me most was his emphasis on shared objectives as the foundation for any successful team, whether that's a sports squad preparing for competition or a law firm working towards strategic goals.

The concept that resonated most deeply was Chris's approach to fostering what he calls a "high-responsibility, low-credit culture." In elite sports, victories and losses belong to the entire team, creating an environment where accountability flourishes without the destructive pursuit of individual recognition. This philosophy challenges the traditional workplace dynamic where credit-seeking often undermines collaboration. When team members feel comfortable contributing and learning from experiences without fear of blame or lack of recognition, the entire organisation benefits from increased innovation and collective growth.

Perhaps most intriguingly, Chris highlighted the stark differences in time management between sports and conventional workplaces. Elite athletes dedicate themselves completely to the task at hand, with flexibility and total commitment driving their approach rather than rigid adherence to traditional schedules. This philosophy, focusing on crucial tasks rather than clock-watching, offers a compelling alternative to conventional workplace structures.

Our conversation reinforced that sustainable success, whether in sports or professional services, comes from creating environments where individual growth serves collective achievement, and where being a brand ambassador becomes a natural extension of personal excellence rather than a corporate mandate.

Links:

QSWMC Website: https://qsmc.net.au/

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My recent conversation with Alison Haly, a trailblazer in the Australian mediation landscape, offered a compelling look into what it means to forge a new path in legal practice. Alison’s transition from over two decades at a global law firm to establishing her own mediation practice was driven by a deep-seated passion for resolving conflict—a skill she traces back to her childhood.

As the first woman in Australia to develop a dedicated mediation practice, Alison faced significant barriers, from industry resistance to the challenge of building trust in a field where few had gone before. Her story is a testament to the importance of self-belief, perseverance, and the willingness to be “the best you can be” rather than simply better than others.

Alison’s insights into mediation highlight its distinct nature as a profession, separate from traditional legal practice. She emphasises that effective mediation is not just about legal knowledge, but about understanding behavioural dynamics, decision making and the human element at the heart of every dispute.

Alison’s international work and collaborations with professionals from diverse backgrounds such as anthropologists, psychologists and sociologists have reinforced her view that mediation requires a unique skill set. She encourages legal professionals considering this path to approach it as a full-time, independent vocation, investing in continuous learning, reflection, and a genuine commitment to people over process.

For those in the legal field contemplating a move into mediation, Alison’s advice is clear: treat it as a distinct and serious profession, not a retirement option or a side practice. She underscores the value of independence, ongoing education and building a strong network for feedback and support. As the legal industry evolves and technology like AI begins to play a role in conflict resolution, Alison remains optimistic about the enduring importance of human connection and empathy in mediation.

Links:

Alison Haly LinkedIn: https://www.linkedin.com/in/alisonhaly/

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My recent conversation with Tony Macvean, the former Managing Partner (CEO) of Hall and Wilcox, revealed a remarkable leadership journey spanning 17 years of transformational growth. Under his guidance, the firm achieved a tenfold revenue increase and expanded from a Melbourne base to seven offices nationally. What struck me most wasn't just the impressive metrics, but how Tony approached this expansion—not through opportunistic acquisition but through strategic positioning in crucial markets like insurance and corporate practice, ensuring they could service national clients and attract international work while maintaining cultural cohesion throughout.

The foundation of Hall and Wilcox's success lies in their unwavering commitment to cultural values encapsulated in their hallmarks: "Stay true, be remarkable, evolve always, respect, better together." Tony emphasised that these aren't mere corporate slogans but principles that guide every decision, from recruitment to progression. Where many firms stumble during integration and execution phases, Hall and Wilcox invested heavily in cultural alignment and strategic foresight. Tony's personal evolution as a leader—transitioning from a task-focused approach to one balanced with empathy and understanding—mirrors the firm's growth philosophy of remaining true to core values while continuously evolving.

As Tony steps into a new chapter, transitioning from his managing partner role while remaining with the firm in a strategic capacity, his legacy extends far beyond growth figures. His journey reinforces that authentic leadership in the legal profession isn't about commanding from the top but about building sustainable foundations through culture and strategic vision. The conversation left me convinced that lasting success in professional services comes not from chasing opportunities but from staying true to your values while strategically positioning for the future—a lesson that resonates well beyond the legal industry.

Links:

Tony Macvean LinkedIn: https://www.linkedin.com/in/tony-macvean-191652/

Hall and Wilcox Website: https://hallandwilcox.com.au/

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I recently had the opportunity to sit down with my good friend and colleague, Kate Avery, a respected personal injury solicitor, to discuss the critical and often overlooked topic of legal ethics in negotiation. Drawing from her extensive experience in acting for both plaintiffs and defendants, Kate highlighted the nuanced ethical challenges practitioners face, particularly when their obligations to clients and opponents collide.

Kate's career journey, from plaintiff advocacy to founding Kare Lawyers, offers invaluable insights into the complex interplay of duties in negotiation environments. Unlike courtrooms, where ethical guidelines are clear-cut, negotiations often exist in a grey area, demanding a delicate balance between robust client representation and honest dealings with opponents. Our conversation highlighted that even without the formalities of a courtroom, ethical standards must be upheld to maintain the integrity of the legal process.

We went on to analyse Mullen's decision, a case that exemplifies the severe consequences of failing to disclose material information during negotiations. This incident serves as a reminder to practitioners of their independent ethical obligations, reinforcing the message that transparency should never be compromised, despite the pressures or stakes involved.

For those entering the legal field, this discussion provides practical guidance on navigating these ethical complexities, emphasising the necessity of maintaining transparency and ethical rigour in negotiations. By keeping these conversations alive, Kate and I aim to inspire a commitment to ethical practices that safeguard the integrity of the legal profession in every negotiation scenario.

Links:

Website | LinkedIn | YouTube