Recently I have commentated on mental health and burnout in relation to business-owners and their teams.

Overwork is where an employee works beyond their capacity. This may be voluntarily, implicitly (through cultural expectations) or explicitly (requested). Overwork blurs the line between working hours and private hours.

Overwork typically presents as significantly extended working hours over a working week. This can include bleeding into day and night as well as 7-day working weeks. Symptoms of employees suffering overwork can be exhaustion, stress, depression, anxiety, sleep disorders, poor diet, extreme behaviour, infidelity, drug and alcohol abuse. Overall, overwork leads to a loss of self, personal relationships, hobbies and interests.

In extreme cases, overwork has led to death as strung-out workers can’t keep pace with the expectations of perceived work deliverables.

In this blog, I explore the issue of overwork which has presented itself in a new form within post-Covid virtual and hybrid workplaces.

One of the challenges private business owners face, is how to tackle their pricing. This heightens in the inflationary environment we now face.

The starting point for a sound pricing strategy is to review your pricing annually.

In this blog, I share some key insights on the ways in which I optimize pricing for my clients.

Some of you may know I am a big fan of taking regular retreats to review my life on both a personal and business level. These are generally solo trips for a night or two to an idyllic seaside or bush environment.

I also adopt slow productivity in my work which focuses on economically expending energy in a mindful and purposeful manner. It’s about seeing life as a series of short sprints rather than one long marathon.

In this blog, I share some valuable insights on the power of retreats and adopting slow productivity into you game plan.

We face significant global and domestic issues in this post-pandemic business landscape.

Please understand me highlighting these issues is not intended to be pessimistic or negative. I simply prefer to be realistic in surveying the horizon to observe what is coming at us, before it’s too late.

In this blog, I identify the big challenges I see facing business owners and their teams in the year ahead.

In Part 2 of this two-part Blog, I continue to explore how the balance of power in business has shifted from employer to employee post-pandemic.

In Part 1, I outlined the changes and factors leading to the balance of power shifting.

Now in Part 2, I workshop some practical areas business owners (employers) should focus on to combat this shift in the balance of power.

In this two-part Blog, I discuss how the balance of power in business has shifted from employer to employee post-pandemic. In Part 1, I outline the changes and factors leading to the balance of power shifting. In Part 2, I workshop what business owners (employers) can do to tackle this shift in the balance of power.

Prior to the pandemic, employers had held the balance of power over employees. There had been no real wages growth for 8-10 years and Australia was close to full employment.

During the pandemic, and post-pandemic, there were emerging factors that have led to there being a shift in the balance of power.

Now employees have their hand on the tiller and are controlling the agenda.