The Imperative of Continuous Learning
Debbie Morrison • August 2, 2023

Understanding the Leadership and Communication Gap

How are you, as an executive, grappling with the rapidly evolving business landscape? 


Perhaps you're navigating digital transformation, grappling with increasing market volatility, or working to harness the power of a more diverse and remote workforce. These challenges are significant, and there's a critical skill set at their heart: leadership and communication.


According to a 2023 PWC report
1, 78% of organisations cite a gap in leadership and communication skills as a significant obstacle to their growth. But why does this gap exist, and how can it be addressed? 


The world we operate in has changed dramatically. Traditional, authoritative leadership models don't necessarily resonate with today's workforce, which values transparency, empowerment, and ongoing dialogue. While they once provided a sense of order and consistency, these approaches are now perceived as rigid and unresponsive to the unique strengths and contributions of individuals. Today's employees seek transparency, empowerment, and open dialogue with their leaders. According to a 2022 Gallup study, teams led by managers who focus on their strengths are 14% more engaged, and business units with engagement scores in the top quartile experience 21% greater profitability
source: Gallup.


In a rapidly evolving business landscape, fostering a culture of trust and open communication can lead to greater innovation and adaptability. IBM's 2020 global study on leadership demonstrated that companies which prioritise open and transparent leadership saw a 30% increase in their ability to innovate
source: IBM. These are critical assets in a world where disruptive technologies and changing consumer expectations can quickly render established practices obsolete.


Failing to adapt to these expectations doesn't just affect morale—it impacts the bottom line too. Research from the Society for Human Resource Management (SHRM) reveals that the average cost of losing an employee is six to nine months' salary
source: SHRM. Moreover, a 2019 Glassdoor survey indicates that 84% of employees would consider leaving their current jobs if offered another role with a company that had an excellent corporate culture source: Glassdoor


The Role of Continuous Learning in Business Success

But how does continuous learning factor into all this? The answer is simple: businesses can't hope to succeed in today's volatile world without leaders who are learners first and foremost.


With the rate of change accelerating, it's no longer sufficient to rely solely on past experiences or existing knowledge. As per the 70:20:10 Learning Model
2, nearly 70% of learning comes from tackling real-life challenges, 20% from interaction with others, and just 10% from traditional training programs. Today’s leaders need to be agile, always ready to learn from new situations and adapt their approach. 


The Responsibility of Boards in Fostering Leader Development

The burden to nurture such a learning culture rests heavily on the boards. Why? Because developing leaders equipped to manage constant change is integral to long-term business success. But why should boards invest their resources in such endeavours?

Investing in personal development of leaders pays significant dividends. According to a study by the Center for Creative Leadership 3, organisations with a strong learning culture outperform their peers in terms of innovation, quality, productivity, and customer satisfaction by up to three times.


Supporting Leaders in Enhancing Interpersonal and Leadership Skills

So how can boards support leaders in developing their leadership and interpersonal skills?

Executive coaching and leadership programs are one avenue. They offer targeted guidance and insight to help leaders adapt their styles to the changing workforce dynamics. Additionally, creating a culture of feedback and openness can ensure leaders are continually learning and refining their skills in real-time. As a board member, are you doing enough to foster leadership development?


Continuous Learning as a Core Element of Succession Planning

Succession planning should not be an afterthought either. It is a strategic business process that prepares an organisation for leadership transitions. Given the critical role continuous learning plays in leadership development, it should naturally be a core part of succession planning.


Companies that incorporate continuous learning into their succession plans have a clear advantage. They ensure a pipeline of leaders who are adept at adapting and learning, keeping the business always prepared for the future.



In the fast-paced, ever-changing business landscape of 2023, leaders must constantly learn, adapt, and grow. Boards that invest in developing these skills among their leaders, embedding them into their organisational culture and succession planning, are the ones most likely to succeed.


The question for you, as a board member or an executive, is this: are you ready to embrace the critical role of continuous learning in your business's future success?


By John Elliott June 26, 2025
You don’t hear about it on the nightly news. There’s no breaking story. No panic. No protests. Just rows of vegetables being pulled out of the ground with no plan to replant. Just farmers who no longer believe there’s a future for them here. Just quiet decisions — to sell, to walk away, to stop. And if you ask around the industry, they’ll tell you the same thing: It’s not just one bad season. It’s a slow death by a thousand margins. 1 in 3 growers are preparing to leaveIn September 2024, AUSVEG released a national sentiment report with a statistic that should have set off alarms in every capital city: 34% of Australian vegetable growers were considering exiting the industry in the next 12 months. Another one-third said they’d leave if offered a fair price for their farm. Source: AUSVEG Industry Sentiment Report 2024 (PDF) These aren’t abstract hypotheticals. These are real decisions, already in motion. For many, it’s not about profitability anymore, it’s about survival. This isn’t burnout. It’s entrapment. Behind the numbers are people whose entire identity is tied to a profession that no longer feeds them. Many are asset-rich but cash-poor. They own the land. But the land owns them back. Selling means walking away from decades of history. Staying means bleeding capital, month by month, in a system where working harder delivers less. Every year, input costs rise, fuel, fertiliser, compliance. But the farmgate price doesn’t move. Or worse, it drops. Retail World Magazine reports that even though national vegetable production increased 3% in 2023–24, the total farmgate value fell by $140 million. Growers produced more and earned less. That’s not a market. That’s a trap. What no one wants to say aloud The truth is this: many growers are only staying because they can’t leave. If you’re deep in debt, if your farm is tied to multi-generational ownership, if you’ve invested everything in equipment, infrastructure, or land access, walking away isn’t easy. It’s a last resort. So instead, you stay. You cut your hours. Delay maintenance. Avoid upgrades. Cancel the next round of planting. You wait for something to shift, interest rates, weather, prices and you pretend that waiting is strategy. According to the latest fruitnet.com survey, over 50% of vegetable growers say they’re financially worse off than a year ago. And nearly 40% expect conditions to deteriorate further. This isn’t about optimism or resilience. It’s about dignity and the quiet erosion of it. Supermarkets won’t save them, and they never planned to In the current model, supermarket pricing doesn’t reflect real-world farm economics. Retailers demand year-round consistency, aesthetic perfection, and lower prices. They don’t absorb rising input costs, they externalise them. They offer promotions funded not by their marketing budgets, but by the growers’ margins. Farmers take the risk. Retailers take the profit. And because the power imbalance is so deeply entrenched, there’s no real negotiation, just quiet coercion dressed up as "category planning." Let’s talk about what’s actually broken This isn’t just a market failure. It’s a policy failure. Australia’s horticulture system has been built on: Decades of deregulated wholesale markets Lack of collective bargaining power for growers Retailer consolidation that has created a virtual duopoly Export-focused incentives that bypass smaller domestic producers There’s no meaningful floor price for key produce lines. No national enforcement of fair dealing. No public database that links supermarket shelf price to farmgate return. Which means growers, like James, can be driven into loss-making supply contracts without ever seeing the true economics of their product downstream. But the real silence? It’s from consumers. Here’s what no one wants to admit: We say we care about “buying local.” We say we value the farmer’s role. We share those viral posts about strawberries going unsold or milk prices being unfair. And then we complain about a $4 lettuce. We opt for the cheapest bag of carrots. We walk past the "imperfect" produce bin. We frown at the cost of organic and click “Add to Cart” on whatever’s half price. We’re not just bystanders. We’re part of the equation. What happens when the growers go? At first, very little. Supermarkets will find substitutes. Importers will fill gaps. Large agribusinesses will expand into spaces vacated by smaller players. Prices will stay low, until they don’t. But over time, we’ll notice: Produce that travels further and lasts less. Fewer independent growers at farmer’s markets. Entire regions losing their growing identity. National food security becoming a campaign promise instead of a reality. And when the climate throws something serious at us, drought, flood, global supply shock, we’ll realise how little resilience we’ve preserved. So what do we do? We start by telling the truth. Australia is not food secure. Not if 1 in 3 growers are planning to exit. The market isn’t working. Not when prices rise at the shelf and fall at the farmgate. The solution isn’t scale. It’s fairness, visibility, and rebalancing power. That means: Mandating cost-reflective contracts between retailers and suppliers Enabling collective bargaining rights for growers Building transparent data systems linking production costs to consumer prices Introducing transition finance for smaller producers navigating reform and climate pressure And holding supermarkets publicly accountable for margin extraction But more than anything, it means recognising what we’re losing, before it's gone. Final word If you ate a vegetable today, it likely came from someone who’s considered giving up in the past year. Not because they don’t care. But because caring doesn’t pay. This isn’t about nostalgia. It’s about sovereignty, over what we eat, how we grow it, and who gets to stay in the system.  Because the next time you see rows of green stretching to the horizon, you might want to ask: How many of these fields are already planning their last harvest?
By John Elliott June 20, 2025
If you're leading an FMCG or food manufacturing business right now, you're probably still talking about growth. Your board might be chasing headcount approvals. Your marketing team’s pitching a new brand campaign. Your category team’s assuming spend will bounce. But your customer? They’ve already moved on. Quietly. Like they always do. The illusion of resilience FMCG has always felt protected, “essential” by nature. People still eat, wash, shop. It’s easy to assume downturns pass around us, not through us. But this isn’t 2020. Recessions in 2025 won’t look like lockdowns. They’ll look like volume drops that no promo can fix. Shrinking margins on products that no longer carry their premium. Quiet shelf deletions you weren’t warned about. The data’s already there. According to the Australian Bureau of Statistics, consumer spending is slowing in real terms , even as inflation eases. The Reserve Bank confirmed in May: household consumption remains subdued amid weak real income growth . And over 80% of Australians have cut back on discretionary food spending , according to Finder. They’re still shopping, just not like they used to. A managing director at a national food manufacturer told me recently: “We won a new product listing in April. By July, it was marked for deletion. The velocity wasn’t there, but neither was the shopper. We’d forecasted like 2022 never ended. Rookie mistake.” That one stuck with me. Because I’ve heard it before, just in different words.