This presentation to a Tasmanian Digital Services organisation challenges the narrative of an “unwinnable salary war” and proposes a strategic pivot towards a unique, place based sensemaking leadership approach. Are we losing talent to mainland hubs because of salary, or because of the stories we tell ourselves? In the competitive landscape of the Australian tech industry, the narrative is often the same. Mainland firms offer higher salaries, making staff departures inevitable. But what if this story is actually a self fulfilling prophecy?
Place Based Sensemaking
In a recent presentation to Tasmania Digital Services organisation, a compelling case was made that the root of the retention challenge is not the market, but how leaders make sense of the market. By shifting from transactional “WEIRD” leadership models to a relational, place based approach, organisations can build a sense of belonging that money simply cannot buy.
Presentation Place Based Sensemaking
Here is how reframing sensemaking can transform attraction and retention strategies.
The “WEIRD” Blind Spot
Modern global business models are dominated by what is known as WEIRD leadership: Western, Educated, Industrialised, Rich, and Democratic. While pervasive, this perspective represents a small fraction of the global population and creates unconscious biases.
WEIRD leadership prioritises individualism, hierarchical control, and transactional efficiency. When applied to complex problems like retention, it leads leaders to retrospective sensemaking, telling themselves comforting stories like “staff are leaving for better pay” to justify a lack of action on internal culture. This transactional mindset overlooks evidence that creative talent prioritises meaningful work, community, and flexibility over salary alone.
Leveraging the Power of Place
A key solution lies in Place Based Leadership. Rather than viewing an office in Hobart as a disadvantage compared to mainland hubs, organisations should view their location as a strategic asset.
Place is not just a backdrop; it is an active participant in the leadership process. By embedding the organisation deeply within the Tasmanian context drawing on local community connections and the Tasmanian landscape, leaders can create an “inalienable sense of belonging”.
This approach aligns with non-Western and Indigenous paradigms, such as whanaungatanga (kinship) and manaakitanga (care), which emphasise deep personal relationships and collective responsibility over individual competition.
3 Strategic Pillars for Cultural Change
To move from a transactional space to a relational community, the presentation outlined three evidence-based recommendations:
1. Re-engineer Sensemaking through Deep Listening
- Organisations must break the cycle of flawed narratives. Instead of relying solely on quantitative turnover data, leaders should implement Story Circles and team retrospectives.
- The Goal: Move from siloed, top-down justifications to proactive, collective observation.
- The Method: Facilitate non-judgemental forums where employees share personal experiences of connection and belonging.
2. Cultivate a Relational, Place Based Culture
- Retention improves when employees feel a genuine connection to their identity and location.
- Values Co-creation: Collaboratively define values that reflect the unique character of Tasmania, such as resilience and authenticity, rather than generic corporate jargon.
- Placemaking: Establish a staff-led committee to transform physical and virtual workspaces. Initiatives could include displaying local art, naming collaboration zones after local landmarks, or hosting shared afternoon teas with Tasmanian produce.
3. Empower Collective & Ensemble Leadership
- To reduce dependency on top-down hierarchies, leadership should be distributed.
- Rotating Project Leads: Appoint different team members to lead client projects based on skills rather than rank, supported by the wider ensemble.
- Peer Mentoring: Create cross-disciplinary circles for horizontal knowledge sharing (e.g., AI integration or sustainable web practices).
The Path Forward: Co-Creation, Not Command
- Implementing these changes requires a humble approach. A top-down rollout would contradict the very relational models being proposed.
- The successful transition relies on a phased strategy:
- Foundational Sensemaking: Leaders participate as learners in story circles and cultural humility training.
- Co-creative Architecture: Staff groups co-design the mechanics of the new initiatives, building buy-in through kinship.
- Supported Enactment: The board shifts from designers to stewards, removing obstacles and actively participating in new rituals.
An Opportunity Trough Place Based Sensemaking
By challenging our own sensemaking and embracing the wisdom of place, we can turn the “unwinnable” salary war into an opportunity for deep, sustainable growth.
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