Genesis 2 Network

Editor

SU Australia

I lead the organisation's strategic initiatives - bringing vision to life; 
I'm also tasked with lifting the leadership capability across the organisation; 
Plus some company secretary duties.

The objective of the role is to foster a child-safe culture, and driving impactful projects for children, youth, and families across Australia.

Associate Director

I lead a national team remotely. The main premise of this role is to optimise support operations to drive high customer satisfaction. I have a track record in managing diverse teams and implementing innovative strategies.

I lead a dynamic national team, overseeing 3 direct reports and 10 indirect reports, serving 1000+ employees, volunteers, community members, and beneficiaries. My responsibilities span query resolution via multiple channels (email, phone, website), chaplaincy support, volunteer recruitment, ministry finance, and event coordination. I also manage critical incident response, ensuring compliance with child safety regulations and educational policies.

Other Achievements:
✅ Unified a decentralised team to a single national team
✅ Streamlined and simplified processes
✅ Implemented 'Resolver', an advanced digital incident management system.
✅ Implemented a robust critical incident management policy.

Realised 5% savings in time and cost of operations from enhanced efficiency and productivity so far post org merger.

Experience:
🔹 Support Strategy and Leadership: I drive strategic initiatives to enhance customer support, streamline processes, and boost efficiency.

🔹 Customer-Centric Focus: Understanding customer needs, ensuring timely, effective, empathetic assistance, and fostering customer loyalty.

🔹 Data-Driven Decision Making: I leverage data analytics and KPIs for informed resource allocation, faster response times, and shorter resolution times.

🔹 Cross-Functional Collaboration: I promote collaboration with IT, Finance, and Systems teams to address customer issues, drive product improvements, and align support with missional goals.

🔹 Continuous Improvement: I lead ongoing training, development, and process refinement to keep our support hub at the forefront of excellence.

Skills:
✨ Remote Team Leadership
✨ Customer Satisfaction
✨ Process Optimisation
✨ Data Analysis
✨ Cross-Functional Collaboration
✨ Continuous Improvement

Group Manager Support Hub

I maximise productivity, reduce costs, and ensure that field operations consistently deliver outstanding performance.

As the Field Performance Manager, I oversee 1 HR Business Partner as we partner with Regional Managers to foster positive workplace environments and manage employee relations. I have a proven track record in conflict resolution, compliance, and maintaining a harmonious work atmosphere. My expertise extends to handling complex employee issues, implementing fair policies, and facilitating the return of employees from various leaves, including medical, parental, or disability. I am dedicated to promoting employee well-being and ensuring organisational success through strong employee relations and smooth return-to-work procedures.

In this role, I've been entrusted with several key responsibilities and accountabilities, including complex tier 3 case management, performance and injury management, team performance management, system improvement design, and providing guidance to frontline management on people-related issues. Additionally, I report on insights to risk and governance issues to the Executive and risk and compliance teams, aligning our practices with the latest recommendations from the royal commission.

Field Performance Manager

This is a newly created team in the Mission Support department of the organisation. As a pioneering team, my areas of influence include:
- change management
- process management
- team development
- resource planning

Day to day, my areas of responsibilities include:
- Performance management and analysis
- Lead investigator in misconduct matters
- Rehab and return to work
- Premium reduction strategies
- Building and enhancing relationships with internal and external stakeholders
- Developing leadership capability within the department
- Provide leadership for 1 direct report.

Through careful prioritisation and planning, the efficiency gains from simplifying and streamlining work to be done has seen the team save circa $50,000 in additional resource needs for 18 months.

Field Performance Delivery Manager

I am a jack of all trades in this generalist HR role. Some of the output so far in my tenure and continuing responsibilities include:
- review and update people related policies
- advise and lead matters relating to performance management and rehabilitation
- conduct disciplinary meetings
- facilitate business process improvement
- consult, develop and implement the organisation's safety management system
- lead the review of the organisation's first aid needs 
- lead the health, safety and child protection portfolio by preparing quarterly reports and chairing consultative committee meetings.

I have a knack of working with management at all levels to achieve win-win outcomes by being an empathic listener - from newly appointed Managers to senior Directors.

People Services Business Partner

Toastmasters International

Achievements:
Oct 2019 - Awarded 'Competent Leader' designation
Jul 2016 - Awarded 'Competent Communicator' designation
Jul 2015 - Jun 2016 - Vice President Membership

Member

Suncorp Group

I was responsible for providing proactive advice to the business on current and emerging safety and wellbeing matters. I also provided first response to all incident and hazard notifications through SafetyCentre and maintaining the safety management system. As a senior member of the team, I was a point of escalation for junior safety professionals in the team.

Accountabilities and achievements:
•	Led the service delivery of technical advice and support for all mid-tier safety and wellbeing matters, including risk management, incident and injury management, audit and verification, consultation and work health and safety legislative compliance requirements;
•	Embedded a new safety management system within the business through facilitation and training;
•	Drive the implementation of key controls to prevent workplace incidents and hazards;
•	Implemented continuous improvement opportunities within the team. These included streamlining team processes for response to incident and hazard management and refreshing staff intranet content for first aid kits to promote self-service. This led to an increase in operational effectiveness by approximately 20%;
•	Audit case officers’ files weekly and recommend strategies to improve ways cases are managed. The team’s case load is collated into a weekly report which is circulated to the HR Executive Managers and Executive General Managers of the function;
•	Prepare monthly reporting with insights and trends relating to injuries and hazards which is circulated to HR leadership team;
•	Developed and trained operational team leaders in leadership meeting on hot topics such as ‘fatigue management’ to raise awareness and affect culture change;
•	Delivered flu vaccination program across multiple sites at a national basis.

HR Consultant - Safety and Wellbeing

In this specialist employee relations role, I was responsible to provide timely, accurate and legislatively sound HR case management advice that is risk balanced, commercially focused and aligned to the Group’s values, policies and practices. 

Key achievements:
•	Managed a portfolio of about 25 cases with a mix of performance and conduct issues, and successfully defended an unfair dismissal claim and a common law claim within approved settlement parameters;
•	Served as project lead aimed at finding operational efficiencies by simplifying the manual termination procedure to minimise self-service processing errors from the business by 50%;
•	Developed a leaders’ pack to help them gain an understanding of the roadmap for managing performance the ‘Suncorp way’;
•	Prepared quarterly reporting and commentary on insights and trend analysis relating to people issues.

HR Case Consultant

This is a senior role within the CTP team. I provide clinical and technical expertise to assess CTP claims for reasonable and necessary treatment and rehabilitation requirements in conjunction with the Claims Advisors, treating practitioners and rehab providers. I also planned to ensure cost effective, evidence based injury management principles are applied.

Key achievements:
•	Managed a team portfolio of about 120 motor vehicle accident claims with a mix of injuries including whiplash, sprains/strains and PTSD across five claims handlers by determining reasonable and necessary treatment, reviewing claim files, medical reports and advice on rehabilitation strategy;
•	Chaired monthly ‘leadership triangle’ meetings responsible for leading and managing the team to achieve optimum claims outcomes for the customer and the organization;
•	Achieved high return to work rates (<80%) for injured customers in team’s portfolio, which reduced claims costs by approximately 20% through a customer first approach;
•	Deployed problem solving and countermeasure action plans in the revamped claims management procedure targeted at reducing claims cost and claim settlement parameters by another one percent;
•	Team “Claims Engage” coming third in Queensland out of 100 ideas across the business for a design competition on innovation in 2015 for “iRecover back to life” – an app proposed for injured customers to self-serve on their mobile devices to track status of their claim.

Injury Management Advisor

I assisted the project management and planning of key initiatives with a Commercial Insurance wide focus.

Key achievements:
•	Successful rollout of the ‘Made Better Series’: A series of 12 courses based on neuroscience designed to meet the strategic priorities of ‘empowered workforce’; ‘network collaboration’; and ‘customer first’ by lifting emotional intelligence capabilities and psychological wellbeing;
•	Led, developed and implemented governance framework for keeping course content current offered by the Commercial Insurance Learning Campus.

Learning and Development Project Officer

I am responsible for ensuring positive return to work outcomes for employees affected by injury or illness (work or non-work related), ensure compliance with relevant legislative requirements and coordinating rehabilitation outcomes with a business focus. 

Key achievements:
•	Managed a portfolio of about 80 rehabilitation cases with a mix of complex work related and non-work related injuries such as repetitive strain, psychosocial and manual handling cases across six states and two territories as well as facilitating income protection claims;
•	Lead and conduct regular feedback sessions on claims management strategies for ongoing professional growth and development;
•	Contributed to the reduction of workers’ compensation premiums and lost time injury metrics by leading an ergonomic early intervention project and assisted with the implementation of InjuryNet.

Rehabilitation Officer

IPAR

I provide labour market assistance to job seekers and ensure excellence in customer service. This is achieved by conducting vocational and fit for work assessments with clients who sustained compensable injuries to ensure a safe and sustainable return to the workforce.

This role is similar to a recruitment role in HR in that I assess transferable skills, counsel clients and place them in work trials with a host employer.

I consistently achieve a billable budget of 80% per day and 66% of return to work rate for redeployed customers. 

Key accountabilities:
• QLD transferrable skills assessment
• NSW section 40 assessments
• Medico legal vocational assessments
• Job preparation services 
• Case Management
• Suitable duties development
• Job placement
• Career development
• Candidate marketing
• Return to work services

Rehabilitation Counsellor

I am responsible for ensuring positive return to work outcomes for employees affected by injury or illness (work or non-work related) and ensure compliance with relevant legislative requirements and coordinating rehabilitation outcomes with a business focus. 

Key accountabilities:
• Co-ordinate, disseminate or manage all incoming incidents via our central OHS Inbox.
• Facilitate case management for Workers’ Compensation claims.
• Provide advice, expertise and consultation in injury management strategies and rehabilitation case management.

Rehabilitation Support Officer

New Balance

Office Administration and Sales

Kelly Sports

Sports Coach

Sharing Hard-Earned Lessons on Career Growth | Editor of Genesis 2 | Follow for Weekly Insights to Help You Navigate Transitions with Confidence and Purpose

Hello 👋

I'm Paul. It's nice to meet you.

𝗠𝘆 𝗦𝘁𝗼𝗿𝘆:

At 19, a heart condition diagnosis turned my world upside down. Surgery and rehab fueled my passion for exercise science and helping others overcome adversity.

I began my career by helping injured workers return to work or transition to new roles. I supported many individuals facing:

❌ Overwhelming challenges, including burnout, 
❌ Feelings of insignificance, 
❌ Isolation, 
❌ Fear of failure,
❌ Major life transitions.

Later on, I pursued an HR degree and an MBA, gaining skills in:

🟢 Managing performance and addressing misconduct
🟢 Helping individuals find direction and personal growth
🟢 Designing goal-achievement frameworks
🟢 Nurturing mindsets for sustained success and serving as an accountability partner

Laid off in 2017, I applied my own frameworks to navigate this challenge.

Since then, I have advanced to leadership and management roles at a nonprofit organisation, where I successfully led and unified a national team remotely, and streamlined systems and processes following a merger.

𝗪𝗵𝗮𝘁 𝗜 𝗱𝗼:

I partner with those who feel stuck or unfulfilled in their careers. Through personalised mentorship, actionable insights, and proven frameworks, I help you to navigate transitions, develop essential skills, and realise your vision.

Other than mentoring and writing, I lead the organisation’s strategic initiatives, bringing our vision to life and enhancing leadership capabilities across the board.

𝗖𝗼𝗿𝗲 𝗢𝗳𝗳𝗲𝗿𝗶𝗻𝗴𝘀:

✅ Crystalising personal and team purpose
✅ Developing customised growth strategies
✅ Providing accountability


𝗚𝗲𝗻𝗲𝘀𝗶𝘀 𝟮 𝗡𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿:

As Editor-in-Chief of Genesis 2, I deliver weekly actionable insights for personal and professional growth. Every Wednesday, subscribers receive a 5-minute read to:

🔹 Find deeper meaning
🔹 Live with greater purpose
🔹 Lead more effectively
🔹 Navigate transitions confidently

Through Genesis 2, I transform uncertainty into opportunity, guiding readers toward more rewarding lives.


𝗔𝗰𝗵𝗶𝗲𝘃𝗲𝗺𝗲𝗻𝘁𝘀:
🏅 Top Voice in Nonprofit Leadership on LinkedIn
🏅 Helped numerous individuals transition to fulfilling roles
🏅 Led initiatives that increased organisational impact and community engagement

Let’s connect to explore how I can help you expand your influence, create meaningful change, and leave an enduring legacy.

The future is yours to create.

Paul Chen

The Unifiers Way

The Unifier’s Way is a step-by-step leadership development system that transforms new managers into confident, trusted leaders.

Grounded in psychology and built around relationships, we equip managers to handle conflict, build trust, and unify teams — so organisations get stronger culture, better retention, and higher performance.

People Leadership Consultant

The Relationship GPS Project

Helping people to understand and navigate their relationships more smoothly and successfully.

Mediator and Relationship Coach

Chantry Academy

•  Managing the administration and co-ordinating the department for the SENCO.
•  Managed interventions and projects to support various educational needs
•  Devised solutions and led various groups for marginalised teenagers to modify behaviour, develop confidence and reduce anxiety
•  Worked with students excluded from mainstream classes
•  Form Tutor
•  Line-managed team
•  Report writing 
•  Managed SEN audit 
•  Auditing costs of department
•  Managed budget

SEN Manager

Coaching To Happiness

Coaching To Happiness is here for one reason.  To solve problems that keep people from being as happy as they should be.  And to then share the insights and wisdom gained from all of our experiences.

We live in a screwed up crazy world.  And all of us at some point crash off our paths and lose sight of the way back.  That’s generally when we need other people who we can share our hopes and fears with, when we could do with a second opinion and a word of encouragement.  But so often our everyday world makes us feel that no-one cares or that we’ll look weak or stupid if we say how we really feel.

Coaching to Happiness is a process and an environment that helps people get back on track to a happier future.

Author of First Face North.  Happiness Coach and Trainer

Simply Fit Health Club

● Started business from idea to fully operating club with 500 paying members.
● Runner Up in Livewire Young Entrepreneur Of The Year 1994.
● Arranged financing.  Found and renovated premises.
● Devised philosophy and translated into operating systems manual that could be used to train new staff to be fully competent within 6 weeks.
● Customer Service - both pro-actively ensuring satisfaction and in dealing with conflicts, misunderstanding and general problems.
● Recruited, trained and managed staff to take over day to day running

Owner/General Manager Health Club

Unifying teams for action and change by improving trust, communication, commitment and unified action. Removing friction so teams get into flow.

Leadership failure is avoidable — but common.

40–60% of new managers struggle or fail in their first two years. The result? Disengaged teams, cultural erosion, and significant costs in productivity and turnover.

Most leadership programs focus on skills.
The Unifier’s Way focuses on transformation.

It’s a structured, psychology-backed system that develops Unifiers: emotionally intelligent leaders who bring people together, strengthen culture, and drive team performance.

✔ Navigate conflict with clarity and composure
✔ Build trust through real, human communication
✔ Align teams around shared values and direction
✔ Create psychologically safe, high-accountability environments

This isn’t a quick workshop or abstract theory.
It’s a scalable roadmap — from white belt to black belt — that equips your managers with the people leadership capabilities they actually need.

With a background in therapy, psychology, conflict mediation, and relationship coaching, I’ve spent over three decades helping people communicate better, build trust faster, and lead through complexity.

Because in knowledge work, culture is performance.
Unifiers know how to shape it.

▶️ Explore the free email course (link in Featured)

Rob McPhillips

Becoming a manager feels like entering a game where everyone knows the rules except you.

You used to win by being the smartest person in the room. 
Now you're supposed to make other people smart.

You used to succeed by solving problems fast. 
Now when you jump in to fix things, people get annoyed.

You used to control your own work. 
Now you're responsible for results you can't control.

Welcome to the Corporate Hunger Games.

You didn't get promoted. 
You got transferred to a completely different job.

Your ability to execute, analyze, and deliver made you successful.

But these skills don't help when: 

• Someone's crying in your 1:1 
• No one speaks in meetings you're leading
• Two team members refuse to work together 
• Your boss wants results but won't give you resources

The cruel irony is the harder you try to apply your old skills, the worse things get.

You start working late to "pick up the slack." 

You redo work because "it's faster." 

You avoid difficult conversations because "you don't want to upset people."

Every coping strategy that worked before now undermines your team's growth.

Nobody tells you, but management and individual contribution are different sports entirely.

It's like being an amazing basketball player.
Suddenly asked to coach football. 
Your old skills don't transfer.

The question isn't whether you're good enough. 

The question is whether you're playing the right game.

Promoted for skill, stuck on people? White-to-Black Belt path for new managers: master conflict, relationships and lead with confidence.

Sarah did everything right.

She'd interviewed meticulously.  She checked every box on the job spec. 

Three months into her first management role, she had five people who looked perfect on paper.

Yet deadlines kept slipping. Emails sounded passive-aggressive. One of her best hires just resigned.

"I don't understand," she told her mentor. "I hired good people. I give clear instructions. I set reasonable deadlines. Why won't they just do their jobs?"

Her mentor asked a simple question that changed everything.

"What exactly did you hire?"

Sarah looked confused. "I hired a senior developer, a designer, a product manager..."

"No," her mentor interrupted. "You hired people who have those skills. But you're managing them as if you hired the skills themselves. As if you own direct access to their talents, their effort, their creativity. You don't."

Most new managers misunderstand the human side of employment.

They think they hired: 

Resources. 
Skills. 
Capacity.

They actually hired someone who possesses those skills, resources and capacity.

Whether they give you access to them depends on how they feel about you.

How connected and aligned you are.

Your relationship is the bridge between you and the potential they bring. Without that bridge, you're on one side of the river, wondering why they're on the other.

The managers who build exceptional teams understand this.

They don't see their job as extracting value from resources. They see it as creating the conditions where people choose to bring their best.

What bridges do you need to build?

Every year, millions of people get promoted into management roles.

Within 18 months, 60% are struggling or fail.

Not because they lack intelligence. Not because they don't care. Not because they weren't excellent at their previous jobs.

Because they've been given an impossible transition without a map.

The skills that made you excel as a Doer work against you as a manager.

You were the expert who solving problems and delivering results.
Now you help others solve problems.  You build systems for the team to succeed without you.

This isn't a skill upgrade. It's an identity transformation.

The stats reveal how broken the current system is.

Only 39% of new managers receive any formal training. Six out of ten managers are learning through trial and error.   That's real people's careers and wellbeing as the testing ground.

The failure isn't individual. It's systemic.

The system sets new Managers up to fail.   Assuming leadership is something "they'll pick up"

It's not.

What's your experience? 

Did you receive training when you became a manager, or were you left to figure it out alone?

If so, how?

Most managers miss the foundations of conflict.

And that's where the clues to resolution lie.  It's all about bringing the full dimensions of conflict into the discussion.

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The Battle

Paul Chen

Rob McPhillips

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