Meaning, purpose, identity – all of these are wrapped up in our work and career. So it's no surprise that when we step away from work we can feel a bit unmoored. In the second half of our two-part special on the 'unretirement' movement, we look at what's underpinning this return to work in retirement years. It can come down to rediscovering purpose and meaning in both life and work. But how can we do that?

While you might be dreaming about the day you can clock off work forever — why are we instead seeing so many people leaving the green and re-opening the laptop? It's all part of a trend being dubbed the 'great unretirement', in which 40% of the nearly half a million people who entered the labour force in the last three years were over the age of 55. Which has led to Australian workers now retiring at the oldest age since the early 1970s. So, what's driving it? And who are the people getting back into work when they're meant to have their feet up?

We’ve all had to work with ‘that’ difficult person that we just clash with. It’s tense. It’s stressful. And it’s exhausting. So, do we have to get along to do our best work? Or is it in our best interests to make peace and move on? And how can we best do that? The solutions might surprise you.

We’ve seen the Great Resignation, Lying Flat in China and Quiet Quitting. And now we’re hearing murmurings of another movement that some are calling ‘Anti-Striving’. So what exactly is it? And what will making peace with feeling less ambitious bring us in the long-term?

How inclusive are workplaces for the rainbow community? What is working and what needs improving? We hear how small things like conversation starters can help LGBTIQ+ people feel more welcome and safe at work, and how larger things like equitable design in physical and virtual spaces can improve belonging and job satisfaction.

Our image and expectation of a good leader is changing, and increasingly we’re needing them to use both their head and their heart in making decisions. Dr Kirstin Ferguson argues that the art of this type of leadership is knowing what is needed when. So what does this balancing act really look like? 

Our image and expectation of a good leader is changing, and increasingly we’re needing them to use both their head and their heart in making decisions. Dr Kirstin Ferguson argues that the art of this type of leadership is knowing what is needed when. So what does this balancing act really look like? 

Saying "yes" too often can leave you feeling overwhelmed and perhaps a bit resentful. You might hear yourself saying "yes of course I can" when your inner voice is screaming "no!" So here's how you can say "no" more often at work, without feeling rude. 

We've learned about intrinsic and extrinsic motivation, and how they can influence each other. But if we go deeper into the heart of motivation, we find its kernel: engagement. So how can we be truly engaged in our work?

Forget what you think you know about motivation. We’ve done the work for you and found some science-based motivation hacks, so you can get the job done and actually enjoy it. We bust some myths and find out what really motivates us - from incentives, to mindsets and increased empathy.