May Journal

Paul’s Jotting


Iron sharpens Iron – true story

One of my favourite sayings is the ‘proverbial’ “iron sharpens iron”. It has a resonance for me though well beyond the tagline and just dropping it casually into a face to face conversation or using to close out a phone call (or in 2020 of course a Zoom or Teams call).

‘Iron sharpens Iron’ for me is the essence of Juno’s human connection ethos. We humans connect, we feed off one another, we learn from one another, we need one another, we sharpen one another! When I ponder the relationships that we hold at Juno with our Corporate clients and our Community partners, and the profound relationships that develop between Mentors and Proteges in our flagship Juno Adaptive Leaders Program, it’s palpable that iron very much sharpens iron.

Now, here’s another thing about iron. It is (relatively) soft, ductile and pliable. It’s quite an adaptive metal you might say, and you know at Juno we are all about being adaptive.

Pardon the continuing metal metaphor here but from time to time iron, to be at its best, needs time to settle, to cool, to reset, to remould and solidify. So my wonderful readers I am about to head off to Far North Queensland. Sun, sand, sea and cocktails I hear you ask? Yes, yes, yes and yessss, I reply.

A mid 2021 final goodbye to that year called 2020. As well as the sun, sand and send combination is the opportunity to take some time to contemplate, and to deliberate, on all things Juno Institute, all things human connection, as we look towards 2022 and well beyond.

If my Jotting here has resonated with you drop me a line at I’d love to read how you keep yourself sharp so that in turn you can sharpen others.

Until June, stay well my friend.

– Paul Lacey, Director

PG’s Musing

How might you finish these sentences. Leadership is…? Good leadership is…? Go on, scribble your answers out before you read on. Leadership is…? Good leadership is…?

I attended a webinar earlier this week the details of which are moot, however the presenter spoke early on about candidates in the employment market seeking out ‘good leadership’ as one of their top 3 criteria in making a next career decision.

“Good leadership”. What is it? How is it defined and described? Who experiences it? How does one become a ‘good leader’? How do organisations know their leaders are ‘good’?

What is it precisely that these candidates seek? The corollary of course, what is it that the organisation has to offer these candidates in terms of leaders and leadership? (Ponder that when you post your next job ad or write your next Position Description)

In the Leadership Immersion session I run in the Juno Adaptive Leadership Program I talk to the Mentors about the $350 bil global leadership industry and the 100s of 1000s of books, journals, articles, programs and courses readily available on LEADERSHIP. I do that so as to position that it’s fair to say: leading and leadership are as diverse as those that lead. That there isn’t a settled and universally accepted version of leadership, let alone good leadership.

I also ask the Mentors when was the last time that you spent time, considered time, deliberating and thinking about leadership, and specifically your leadership? Perhaps ponder those questions yourself.

Circa 1974, ‘Stogdill” pointed out that there are almost as many different definitions of leadership as there are people that have tried to define it. In “Northouse” 8th Edition he illustrates briefly yet quite effectively that scholars and practitioners have attempted to define leadership for more than a century, without reaching consensus.

So, there’s no consensus definition of leadership, yet there’s an ocean of material available on leadership, and, everyone currently in a job or seeking a next job is craving good leadership, so much so that it features in people’s top 3 requirements. Hmmm, leadership, paradox or polarity?

Any wonder I am so interested in humans at work and how they lead and are led. The unending quest. Fascinating, complex, interesting, and maybe a little frightening, kind of stuff.

I was tempted to end this muse, about here.

But I figured it might be best to end it here, aiming to make just a little progress by returning to Northouse. He bases his entire 500 page Leadership Theory and Practice (8th edition) work on this… ‘Leadership is a complex process having multiple dimensions. A process whereby an individual influences a group of individuals to achieve a common goal.’ Ponder that as you lead, or as you seek out good leadership, today.


– Peter Godfrey ‘PG’ Associate Director

Curated Content

In curating content for the Juno Journal I know that your time is precious and I know that the information superhighway is awash with content, and just a little hyper-reality. Selective and minimalist is the goal, aiming for stuff that is fresh, provokes a thought, is interesting, and now and again I’ll add something-completely-different.


Playful clashes, cheerful dissonances, and unanticipated harmonies (portfolios and happiness).

You should absolutely do yourself a favour and read this piece from The Atlantic. Who knew that in 1874 on exactly the same date in exactly the same town a child was born who would grow up to be one of the greatest American composers of classical music and a child was born who would grow up to transform the business of financial planning?

Shadow Values

This link will take you to a piece reproduced from the Company Director by the Ethics Centre on shadow values. A teaser… shadow values are typically cultivated in environments where organisations are stressed by the complexity of changes occurring or a lack of focus on supporting cultural alignment with existing values and principles.”

What are ‘the best’ workplaces focusing on for their people?

Perks over benefits, or benefits over perks? A very brief insight into Inc’s Best Workplaces 2021 research findings. Australian businesses are absolutely in the same place.

Ideas that (might) change your life

I re-read this one now and again, it’s a good reminder about gaining and holding perspective.

Random (or perhaps not so random) ‘Quote’ of the Month

Having curated the piece from The Atlantic into this month’s Journal, I went in search of more knowledge about Charles Edward Ives, and thus thought I’d dedicate the Quote of the Month to him. Ponder these pearls as they might apply to today…

“Every great inspiration is but an experiment – though every experiment we know, is not a great inspiration.”

“Everyone should have the opportunity of not being over-influenced.”




It was here in April that we promoted Opportunity #3 connected to our Mock Interview Workshops. 19 May has come and gone and the Mock Interview Workshop has occurred, and, as they always are, it was a success. The value that our wonderful proteges derive from the opportunity to be ‘mock interviewed’ can’t be measured.

Moreover the Mock Interview Workshops are only a success due to the generosity of our volunteer interviewers.

Here’s a couple of LinkedIn posts arising.

“Such a pleasure to have this amazing group of people come together for our Mock Interview Workshop…”  Read more 

“Some aspects of a successful job search can be taught in the classroom. However, the only way to improve at interviews is to have interviews!…”   Read More

If you are keen to be involved in our next Mock Interview Workshop on Wednesday 16 June 9.30am – to 1.00pm please please reach out:


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