You really don’t have to share an opinion about everything

When I was a kid, my dad would cross the road to the newsagent in his dressing gown early in the morning to buy The Age and The Australian in the morning, and The Herald in the afternoon (before it became the Herald Sun!). He’d sit at the kitchen table with a highlighter, marking what stood out, cutting out stories and filing them away. If something really moved him, he’d write a letter to the editor — and many were published. I did think it was a little bit nutty and embarrassing at the time.

When I think back, I realise that was his version of social media: reading other people’s opinions, writing his own, and waiting to see if it made print. It was slow, deliberate, and authentic. He passed away when I was in my first week of university, and I often wonder what he would make of today’s world, where an opinion isn’t shared with a letter to the editor, but with a single tap.

Perhaps that’s why I think often about how communication has evolved. After many years in the field, I’ve seen wave after wave of new technology, each one promising connection. I know, because I introduced things like intranets and enterprise social networks, and encouraged adoption in previous roles. But with every new tool, the noise has grown louder, and the pauses between truly meaningful ideas have become shorter.

I think we’ve confused immediacy with insight and a big part of the problem is how easy it’s become to publish. AI can write a post in seconds. Templates tell us what to say and how to say it. The result is more words and more words out there, not necessarily more wisdom.

The rhythm of thoughtful communication, to pause, think, edit, think some more and share, has been replaced by post, scroll, repeat, post scroll, repeat. It’s no wonder our professional feeds feel more like noise than conversation.

That’s not a criticism of the technology itself; it’s my reflection on how we’re using it. We’re producing more content than ever, but we’re not necessarily saying more. We’re stating the obvious. In the rush to contribute, the craft of considered communication risks being lost.

This reflection feels a little ironic, even to me. Ten years ago, I was one of the people encouraging others, especially women, to speak up, share what they knew, and take control of their digital presence. I even urged communicators, who happily stood behind the curtains, to use their voices with confidence and generosity.

Back in the day, the air was clearer. There was space for new voices and room for thoughtful exchange. The digital world felt full of possibility. But somewhere along the way, the openness tipped into overload. We went from empowering people to share what mattered and what was insightful, to rewarding people for sharing everything.

I’m not walking back what I once believed, but I am definitely recalibrating. I still think sharing what you know matters, but perhaps now the real act of leadership is knowing when not to add to the mix. The challenge has shifted from expression to discernment — from speaking up, to knowing when to step back and listen.

Over the past year, as I stepped away from the noise to care for my mum, I found myself observing more than participating. That distance brought a different kind of clarity and reminded me that our words carry more meaning when they emerge from reflection.

I’ve also noticed something else. The more experienced communicators often speak less online. They’ve learned that credibility doesn’t come from constant output. They know how easily words can land the wrong way, or get stripped of nuance.

Meanwhile, younger communicators — many of whom are doing brilliant, creative work — are navigating a system that rewards frequency over thoughtfulness. They’re building visibility in a world that moves at break-neck speed. Neither approach is wrong, but somewhere between the two sits the craft we’re all trying to protect as communication professionals: communicating with care.

I think there’s something valuable both generations can learn from each other. Younger communicators remind us of the courage to show up, experiment, and share ideas openly. More senior practitioners can offer perspective, including how to translate speed into strategy. When those perspectives meet, the result is far more powerful than either alone.

The best communicators I’ve known over the years don’t rush to fill silence. They pause. They watch for context. They choose moments when their words will genuinely help others understand.

In leadership communication, timing is everything. The right message said too soon, or too often, can do more harm than good. Sometimes the smartest thing you can do is wait to listen, to test your thinking, and to see what unfolds.

Silence, when it’s intentional, is discernment.

In the past year, I’ve learned that restraint is a form of respect for your audience, your profession, and for yourself. We don’t need to be in every conversation to make an impact.

There’s a confidence that comes with experience and knowing that your reputation isn’t built by how frequently you post, but by how consistently your contributions add value. It’s the same in organisational communication. People remember the messages that helped them make sense of something important and forget the ones that simply filled their inboxes.

If communication is about connection, then discernment is about protecting that connection. It’s knowing that the quality of what we share matters more than how often we share it. I’ve come to see this as part of a communicator’s professional legacy — leaving behind conversations that made people really think, not just scroll.

My dad bought the papers every day and wrote letters to the editor. Because it was old-school, he had to be discerning — to think before he wrote, to care about what he said. I know he found a lot of satisfaction in contributing his voice that way. I suppose, in his own way, he was an old-time communications professional. And if he were still with us, I’d bet even he would say: you really don’t have to share an opinion about everything.

Make the link: It’s not as obvious as you think

With so much going on day to day, a simple yet powerful comms practice often gets overlooked: making the connection between people’s work and your organisation’s strategy.

Assuming you do have a solid organisation strategy and a genuine commitment to deliver it, there’s still a critical gap many communicators miss:

Your people don’t automatically connect the dots between what they do and where the organisation is going. You have to help them. Explicitly and repeatedly.

I was reminded of this while refreshing our own organisation’s communication strategy this year. It’s so easy to assume the link is obvious, especially when you’re close to the work. That when we communicate something once or twice, everyone gets it. That your people will “just know” that initiative X, policy Y or project Z is part of a broader strategic goal. The truth is they don’t.

Even your most engaged people are busy, distracted, or heads-down in their own work. So when they hear about a new system rollout or an updated process, they’re not always thinking, “Ah, yes, this is clearly contributing to pillar three of our 2025 strategy.”

It’s our job as communicators to make that link and to keep making it. I know it’s not a flashy part of the job, but it’s one of the most powerful things you can do to connect your people to purpose.

It’s easy to get lazy on this stuff. We create a beautifully crafted comms strategy at the start of the year and then it gets shoved in a drawer once the BAU chaos kicks in. We default to output over outcome and forget the discipline of making the connection to strategy stick. We assume people will "get it" because we get it.

Sometimes, in the push to prove we’re strategic, we overlook the slow and steady work that earns trust and builds influence — the work that ultimately gives comms a seat at the leadership table. The discipline of reinforcing how work connects to strategy might feel dull, but it’s what helps people with short attention spans make sense of change and shows leaders the value of communication done well.

Before we go on, I want to be clear that this isn’t about forcing employees to love corporate strategy, or turning every team member into a strategic mouthpiece. Many people simply want to do their jobs well, feel supported, and go home with energy left in the tank. That’s entirely valid.

But most also want clarity to understand what’s changing, why it matters, and how their work contributes. Making the link to strategy is about creating meaning, consistency and, crucially, respect.

Respect means treating people as though they deserve to know the bigger picture and communicating with the assumption that they’re smart, capable, and more likely to engage when you take the time to show how the work connects.

This is not just something we do in our comms materials. Our role is to help leaders, project teams and others make this connection easier to see and easier to explain.

Six simple ways to make the link

Here are six very simple ways I’ve done this in my work over the years.

1. Create a strategy message bank

Build a set of go-to messages that link projects and updates to your strategic priorities. Keep them sharp, flexible and easy to reuse. It’s especially useful for leaders and teams who don’t live in the strategy deck. No more digging through old speeches or updates. Create a ‘Central Station’ for consistent, strategic messaging.

2. Always add the “why it matters” line

nclude a short line that ties the story back to strategy. It could be as simple as: “This initiative supports our goal to become a leader in X by 2025.” One sentence is often enough to help people place the update in a bigger story instead of seeing the communication as a random update.

3. Weave it into every touchpoint

Touchpoints like town halls, team updates, launch events, screensavers and digital signage are a chance to reinforce your strategy. Encourage leaders and teams to explain why something matters and how it supports the bigger picture. Repetition may feel dull to you, but when it brings clarity, it’s a sign of alignment.

4. Use your external comms to reinforce the internal message

Employees read the news, scroll LinkedIn, and notice what’s being said externally. And they compare it to what they experience inside. What happens internally is often reflected externally and vice versa. So make sure your strategy shows up in social media, media releases, newsletters and public events. It builds consistency and credibility for your people, while signalling direction to the outside world.

5. Call it out in video content

Video is one of the most engaging formats we have, and there’s plenty of research to back it up. Not everyone loves to read, but most people will watch a short clip. Whether it’s a CEO update, a project explainer, or a short piece for LinkedIn or your intranet, use video to clearly say out loud how the topic connects to your broader strategy.

6. Never miss an opportunity to reinforce

Strategy shouldn’t live in a slide deck or a once-a-year town hall. It should show up in the day-to-day language of the organisation. Rather than hammering it home, the goal is to gently reinforce, again and again, that what we do is not random. It’s intentional, and it matters.

This isn’t rocket science. But in the rush to keep up, it’s easy to forget the basics. Showing people how their work connects to the bigger picture doesn’t need big budgets. Just some discipline, consistency and respect.

Next time you're communicating an update or writing a story, ask yourself: Have I made the link clear, or am I assuming people will just know? It’s not as obvious as you think.

MAFS: A reality check on mindset

Until several months ago, I’d never watched an episode of Married at First Sight.

Now I’m a MAFS fan.

As an executive coach, I can't help but look at MAFS that way. It's captivating reality TV, full of drama, fun, and surprises. But what really draws me in is how the ‘husbands’ and ‘wives’ navigate the challenges of the marriage experiment. It makes me wonder about their mindset and decision making.

Without singling anyone out, here are my observations about mindset, based on scenes from MAFS:

“I came into this experiment with an open heart and mind.”
Are you willing to try new things? In MAFS, prospective husbands and wives meet for the very first time at their weddings. Sometimes there’s an instant connection; sometimes there isn’t one. Romantic spark or not, the couples who threw themselves into the spirit of the experiment generally had a better time than those who had mentally checked out by the time they were drinking bubbles at their wedding reception.

“I don’t want to stuff him/her around, so I’m choosing to leave.”
Are you resilient or do you give up easily? On MAFS, choosing to “leave” at the first Commitment Ceremony is a clear sign a husband or wife (sometimes both) want to exit the experiment, asap. Those who chose to “stay” for longer however, were often happy that they did. Your personal capacity to recover and persist can make a difference to outcomes.

“I love to hold a grudge … I’m pretty proud of it.”
Do you have a growth vs fixed mindset? One wife in MAFS enjoyed nothing better than holding a grudge. She was proud of it. Her husband and many others in the experiment thought it was unhealthy and unsocial behaviour, while she said he just had to suck it up. Believing you are who you are and your skills and talents are innate and unchangeable will most likely hinder your growth.

“We’re doing things together and it’s much easier to be with him now”
Powerful or powerless? One MAFS wife sat on the couch for hours every day while her partner went to the gym for hours. She was unhappy about it, but felt painted into a corner and unable to change her situation. It didn’t end well. Self-belief, especially when it comes to your ability to succeed, is the difference between being in or out of control of your destiny. 

“We’ve tried really hard together to make this relationship work.”
Are you adaptable or inflexible? The couples who listened to the advice from the MAFS ‘experts’ and adjusted their behaviour generally had a better time than those who were unwilling to change. At a bare minimum, they knew they could walk away from the experiment knowing they had tried everything to make their relationships work.

I can be an overthinker at times and let my mind run away with me, but getting married to a complete stranger on national television would take overthinking and managing your mindset to a whole other level!

I think getting through the ups and downs of MAFS would be like navigating the ups and downs of work and life — you need to adapt, stay strong, and stay open-minded to come out on top.

Just as the couples on MAFS sought guidance from the experiment’s ‘experts’ to improve their relationships, we can benefit from professional support to enhance our mindset and approach to challenges.

So, if you find yourself struggling to manage your mindset in work or life, consider me your executive coaching expert ready to help you navigate the twists and turns with confidence and grace.

If you’re interested in how executive coaching can help you, get in touch.

The power of cultivating a killer network beyond your workplace

Do you network outside of your 9-5 job?

While it’s essential to network within your organisation, spreading your wings and networking beyond your office walls can significantly amp up the benefits and opportunities available to you.

Yet, in my work, I still come across executives who don’t have much of a network beyond their current workplace. They claim they’re happy in their job, and don’t have a plan to move, so networking ‘out there’ doesn’t get much thought.

Some executives even think it's disloyal to network outside of your workplace. The problem with this strategy is that you could be left without a support system if things don’t go to plan at work or you find yourself out of a job at a time not of your choosing.

Here are five reasons why cultivating a wide, killer network makes sense.

• Mixing it up with different perspectives and ideas - Rubbing elbows with professionals from all kinds of industries and backgrounds can provide you with fresh ideas to tackle your work. Mixing things up this way can spark your creativity and broaden your horizons, allowing you to make a more significant impact within your organization.

• Opening doors to opportunities - While internal networking can lead to promotions or a lateral move to a new role, networking with people beyond your workplace can expose you to a whole range of career possibilities, including new industries, job roles, and even entrepreneurial ventures. A diverse network might just be the key to push your career forward in an unexpected way.

• Never stop learning and growing - Networking beyond your workplace can help you learn and grow. I’m a member of the IABC and I love the continuous learning and development that comes through networking with communicators all over the world. We discuss new trends and technologies. We debate communication best practices. It’s also fun as many IABCers have become good friends.

• Increase your visibility and recognition - As you engage with professionals from different organizations, attend conferences, and participate in industry events, you’ll become recognised on a larger scale. Soon enough, you might land speaking gigs, get invited to collaborate on interesting projects, or even land your dream job. It’s all about building your influence on a much bigger stage.

• Solving problems at warp speed - Need a quick solution to a work hiccup? Your external network has got your back. Having connections outside your 9-5 job gives you the ability to sense-check your thinking with experts in your network who have been there before, and access to a wealth of knowledge that’s not readily available within your organisation.

So, the benefits of networking widely outside your workplace are obvious. So why don’t we do it?

The reality is when we get busy, networking is one of the first things we cross off our list of things to do. Then, after a time, we’re surprised or disappointed that we’ve not been able to build our impact or influence outside our workplace in the way we’d like to.

Not good at this or unsure of where to begin?

To amp up your networking game, think about teaming up with an executive coach who can help you to develop a smart networking strategy that’s aligned to your goals. With support, your networking efforts will become more intentional and impactful. It’s also great fun meeting lots of new and interesting people as you develop your career.

Developing and nurturing a wide network on a global basis helped me to land a role at McKinsey & Company. Now I help others to unlock the power of networking through personalised executive coaching. If you’re interested in building your impact and influence more widely, get in touch.