March 2026 - Great People Inside Australia

Here’s what the data says about Australian organisations right now.

64% of CHROs believe their leaders don’t have the mindset to lead change effectively.

Almost two-thirds.

That’s not a training problem. That’s a pipeline problem.

And it might be the most expensive problem your organisation has, even if it doesn’t show up on your P&L… yet.

The leadership gap is hiding in plain sight

Your leaders are busy. They’re hitting KPIs. They show up to meetings.

But when the pressure comes , a restructure, a culture shift, a rapid change in direction, that’s when the cracks appear.

And by then, it’s too late to fix it quickly.

Many leadership pipelines are built on tenure and technical performance.

‘She’s great at her job, let’s promote her.’

But great at her job doesn’t automatically mean great at leading others through uncertainty.

What actually predicts leadership success?

It’s not confidence. It’s not charisma. It’s not even experience.

It’s a specific combination of traits: emotional intelligence, resilience under pressure, coachability, influence without authority, and the ability to make decisions with incomplete information.

These can be measured. Reliably. Before you promote someone into a role they’re not ready for.

Here’s what that looks like in practice:

“David led our CEO, our leaders, and our People & Culture team through a global deployment of Great People Inside, significantly improving our selection decisions and introducing state of the art assessment tools to support our rapid global growth needs.”

— Chief People Officer, Phocas Software (8-year partnership)

The cost of getting it wrong

A poor leadership hire or promotion doesn’t just cost you a salary, it costs you the engagement of every person that leader manages.

It costs you turnover. Culture damage. Productivity loss.

The knock-on effects are enormous.

Australian research puts the cost of toxic leadership at $2.3 billion in lost productivity every year. That’s not a rounding error. That’s the price of putting the wrong people in leadership roles.

Build your pipeline on data, not assumptions

With Great People Inside, you can assess leadership potential across your current team, before a role even becomes available.

You can identify who has the traits to lead change, who needs development , what do they need to develop and who might be better suited in a specialist rather than management track.

Your next generation of leaders is already inside your organisation.

You just need the right tools to find them.

“David and his diagnostic tools have supported our executive team and employees globally for almost 10 years, providing great feedback and direction for both hiring new employees and coaching existing employees in their career growth.”

— CEO, H+K International (10-year partnership)

How confident are you in your current leadership pipeline? Is it built on data or intuition?

Your best people aren’t leaving because they don’t care.

They’re leaving because they cared too much, for too long.

A new HRD Magazine article published this week has put a name to something NFP leaders have been living with for years.

It’s called “burnover.” It’s the moment burnout converts into turnover.

And the 2025 Pro Bono Australia Salary Survey has the numbers to back it up.

29% of people who left NFP roles in the past year did so because of burnout.

A massive 21% increase on the previous year!

What makes burnover different from ordinary turnover?

When someone resigns because they’re exhausted, the work doesn’t disappear. It lands on the people still there.

People who are already stretched.

So, the team that’s left behind? They’re now doing more, with less support, less knowledge, and less energy than before.

The exit creates the next exit.

That’s the burnover cycle. One person’s burnout becomes the fuel for the next person.

And in NFPs, where teams are lean, missions are heavy, and there’s no slack in the system, it spreads faster than anyone expects.

The article highlights something many NFP leaders already sense but rarely have data to act on:

Your middle managers are in the firing line.

They’re promoted for being great at their work; then left to manage competing demands from above and below, often with no formal leadership support.

They become the default problem-solvers. The bottlenecks.

The ones who care the most and protect everyone else …until they can’t anymore.

What’s the Fix?

The article is clear: it’s not yoga days. It’s not wellness apps.

It’s structural. It’s about understanding what’s really driving pressure inside your teams, before people start walking.

This is exactly where validated people data can be a game-changer.

Not performance reviews. Not annual surveys that arrive too late.

Measurement built specifically around the dimensions that drive burnover.

Things like:

Predictive Burnover Mapping: GPI’s behavioural assessments identify high-pressure roles by correlating stress demands with employee resilience markers to enable early intervention.

Alignment and Job Fit Calibration: Re-benchmarking roles ensures employees are naturally wired for their current workload intensity, preventing the roll creep exhaustion.

Leadership Resilience Training: Using 360-degree feedback helps managers recognise early signs of strain and redistribute tasks effectively to protect their teams.

Retention-Focused Onboarding: Using psychometric data during hiring matches new starters with supportive mentors to build an immediate buffer against workplace fatigue.

When you can see the pressure points, you can act before they become exits.

You stop guessing.

You lead with evidence. You intervene early. You protect your people — and your mission.

The HRD article puts the cost of replacing one experienced NFP employee at between 30-200% of their annual salary.

Think about what that means across your organisation.

Then think about what it would mean to catch even a handful of those exits earlier.

Burnover isn’t inevitable.

But it does require more than good intentions.

It requires deep insights into your people, so you can lead proactively, not reactively.

For those working in or leading NFPs, I’m interested to know what your experience has been. Are you seeing burnover play out in your teams?

Why Your Leadership Pipeline Is Quietly Failing (And What to Do About It)