We are now in our 2nd generation of youth who have grown up digitally. Millennials grew up with the internet, computing, and mobile devices. Gen Zs have not known life without being connected. Their capacity to adapt is entrenched in periods that generations before them did not have to experience. Over time, these two generations will permeate all facets of society. They are already the most significant demographic on the planet and are becoming your customers.

Increasingly his teaching is focused on applied learning and vocational work with 15 to 18 year old. At his current age of 38, he feels more qualified to mentor and teaches young people than he did in his 20s.

Danny loves teaching because he likes to help people.

Danny's purpose of teaching, inspiring and being relational with my students and colleagues is directly related to using his talents around education and creativity.

The more he helps people, the happier he becomes.

Communication is critical. It is about a shared understanding of meaning and outcomes. Do your people understand your intent? Everyone understands what they understand. However, they don't necessarily understand what you want them to understand.

If the approach is too technology-driven, then the risk is that people cannot adapt and find the solution too tricky.

A human-centric approach reduces the risk of failure. The experience of using the solution is more relatable.

The hybrid work environment is contributing to many strategic changes for organisations. Don't presume about your staff's work requirements. Some will like working remotely, and others want to be in an office environment. Implement flexible hours—track productivity. Recent survey results from KPMG indicate that the productivity per employee has increased. As long as this occurs with the quality increase, then it should be fine.

Technology has become a lot less expensive; therefore, the technology required to scale the business is not a huge investment. The technology is usually "Software as a Service" (SaaS) and easy to implement. Therefore the use of the technology and integration into the Strategy is the problem, not the cost. It comes down to corporate capability. i.e. an ability to keep abreast of the latest and most relevant technology and how to implement it so that the relative competitive advantage is maintained.

PerformInfo has a model which promotes the hiring of business partners rather than employees. The partners become shareholders in the organisation. The result is a flatter organisation. The best organisations do not have a hierarchy. Everyone participates in the decision-making process. The level of engagement does produce a higher return on investment. The 20 most efficient organisations that have been found have, on average, an annual ROI of 294%.

All organisations get their baring from their definition of purpose. This seems obvious, but it is not always the driving force. The company must define its KPO (Key performance Outcomes). This applies to non-profits, listed entities and government entities.

Education, lifelong learning & career advancement are critical drivers for the retention of young people. At the end of the period with the company, the personal and career goals should be realised. The achievements can range from skills to earning capacity and business networks.

Mark's philosophy is: that if you have the people with the right skills, you can rebuild an organisation or change direction. The value of People capital is not measured. It is not on the Balance Sheet. More capital value is placed on the expensive boardroom table than the loss of the best salesperson. The relative importance of each person in the organisation is not measured.

Promoting and developing from within is much more positive than just hiring in for future requirements. Having more data on employees can allow more possibilities. The skills gaps and the required training can be used to give current employees more growth and opportunities.

CEOs need to be open to feedback and learn from this. A psychologically safe environment will encourage feedback, which has to be used for personal and organisational growth.

Timely and correct, effective decision-making is essential. Communicating the rationale is critical if the team and key stakeholders are to move with the CEO.

A CEO for the humanised workforce needs to develop human skills. CEOs must address challenges using a sounding board and an opportunity to be vulnerable. Some components include talking, telling their story, the family of origin, belief systems, life and work balance, and the whole person.

A conviction is a firmly held belief or opinion. A CEO may have personal convictions which are not directly related to the business. However, the most critical convictions in the role are related to the companies' Purpose, Values, Vision and collaboration process are essential.

A CEO's biggest challenge can be to make an effective team. Once selected, getting the team to take a whole business approach and pull together with the same Vision and Values is the next challenge.

An authentic and empathetic leader has a direct, honest, transparent relationship with the leadership team. Share information promptly so that all the leaders have the best chance to be successful.

Change fitness is the capability of adapting to change. People who welcome change and adapt are in the minority. Most people want stability and do not welcome change. Change fitness is a skill that can be learned.

Social change, work environment change, and health environment change all pressure individuals.

Every organisation is driven by culture. If the culture is right, people jump out of bed and are excited to go to work.

Psychological safety can be improved in the nursing profession if there is a mindset change and the confidence to implement the required changes.

We live in a noisy world. A lot of information is coming at us from mobile phones, email, social media and business colleagues. Each day we need to carve out some time for focused activity deliberately. Sometimes we can't find the time.

Diversity is not a destination – it is a journey. Diversity starts with inclusion. Inclusion is the biggest challenge.

We need to be receptive to change and not resistant to change. Just hiring a diverse range of people is not diversity. All staff require a voice and due consideration at each level in the organisation.