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Albo's massive call on GST tax change

Albo's massive call on GST tax change

Yahoo2 days ago
Anthony Albanese has ruled out increasing to the goods and services tax (GST), as Labor says it will champion small business and the private sector to boost productivity and encourage economic growth
Outlining his economic vision for his second term of government at Australia's Economic Outlook in Sydney, which was co-hosted by The Australian and Sky News, the Prime Minister said consumption taxes like GST did not fit in with Labor's agenda.
The 10 per cent tax is applied to most goods and services and has been set at 10 per cent since it was introduced in 2000.
'It's not something that we have given any consideration to,' he told Sky's Andrew Clennell.
'I'm a supporter of progressive taxation. Consumption taxes, by definition, are regressive in their nature. So that's something that you know doesn't fit with the agenda.'
While he didn't commit to specific changes on income tax, Mr Albanese said it would also be his preference that 'income taxes (are) as low as possible, and wages (are) as high as possible'.
Mr Albanese also said tax reform would play an 'important part' in ensuring the private sector and small business was equipped to drive economic growth and jobs, with the Labor acknowledging that 'government should be a driver of growth – but not the driver of growth'.
Adapting and developing new technologies like AI, 'eliminating frustrating overlap' between local, state and federal regulations, strengthening domestic supply chains and ensuring female participation in the workforce were other key priorities.
'Our government wants you to be able to resume your rightful place as the primary source of growth in our economy,' he said.
The renewed commitment follows criticisms from the business community that Labor's first-term industrial relations policies like Same Job Same Pay had hampered businesses growth.
However Mr Albanese called on business leaders, civil society and union chiefs, to work together at Labor's upcoming productivity round table in August in order to 'build broad agreement for action'.
'Because very often the public debate about change in our economy is conducted only in terms of dire warnings about what the consequences for Australia will be if we get it wrong,' he said.
'In order to build the broadest possible support for substantive economic reform, we should focus on what we can achieve by getting it right.'
In response to the speech, Coalition spokesman for small business Tim Wilson was critical of the commitment and called on Labor to scrap Labor's flagged super tax.
When asked during the event, Mr Albanese continued to back the super tax, stating Labor had put the tax forward in its last term, and that the tax would impact just 'half a per cent of people'.
'The only way he is going to be able to deliver for small business is to actually address the root cause of the problems,' he said, naming issues like over-regulation, and reducing taxes,' he told Sky.
'A really simple good way to do it is to stop his plan for a family savings tax on unrealised capital gains, which explicitly hits unsold assets in superannuation, particularly for small businesses.'
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Police investigate two anti-Semitic attacks in Australia
Police investigate two anti-Semitic attacks in Australia

UPI

timean hour ago

  • UPI

Police investigate two anti-Semitic attacks in Australia

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Congregation flees after arsonist sets fire to an Australian synagogue door
Congregation flees after arsonist sets fire to an Australian synagogue door

Los Angeles Times

time2 hours ago

  • Los Angeles Times

Congregation flees after arsonist sets fire to an Australian synagogue door

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How To Destroy Motivation And Initiative: Your Boss Fails To See You
How To Destroy Motivation And Initiative: Your Boss Fails To See You

Forbes

time3 hours ago

  • Forbes

How To Destroy Motivation And Initiative: Your Boss Fails To See You

Not being seen by your boss saps morale, intiative and wellbeing. Marcus walked into his creative director's office with a buzz of energy. As a designer for a large food company, he'd spent the past two weeks orchestrating a bold visual rebrand. It wasn't just surface polish — he'd run informal user testing, collaborated with marketing, and even brought in a consumer psychologist to sharpen the narrative. The concepts were sharp. He knew it would push the brand into more premium territory. But as he clicked through the mock-ups, his manager, Helen, said little. She nodded once or twice, then scrolled back to one slide and asked: 'Isn't this too highbrow for our core audience? Have you costed this yet? I don't remember signing off on a complete rebrand!' Marcus felt the room dim. His mood, once high, shifted to confusion and frustration. He'd worked weekends, chased insights, and taken a creative leap. Why was Helen stuck in procedural scrutiny and scepticism. Would she acknowledge his efforts, recognise the risk he'd taken? Their interaction wasn't a confrontation. No voices were raised. But it was a moment. And moments like this, over time, add up — often in ways leaders never see. We often talk about emotional labor in service roles. But creative and knowledge workers perform a different kind: the emotional investment of offering an idea that might not land. Neal Ashkanasy, Professor of management at the University of Queensland and a leading scholar on emotions in organizations, puts it this way: Marcus felt exposed, angry and let down but his wasn't an overreaction. It was information. It was his emotional system registering a breakdown in trust, a rupture in effort–reward alignment. When leaders fail to acknowledge effort, they're not just missing an opportunity for praise — they're missing the ignition point for future motivation. This is definitively not coddling staff. It's what negotiating organizational psychologist Denise Rousseau calls the psychological contract — the implicit, unspoken expectations between employer and employee. Chief among them: that effort will be recognized. For Marcus what hurt the most wasn't the critique but that the critique came first, and with no acknowledgment of either his labor, nor his intent. And while Helen may have thought she was being rigorous, she was, in effect, demoralizing a real contributor. Research bears this out. Amy Edmondson's work on psychological safety shows that teams thrive when members feel safe to take interpersonal risks. That safety is built not just by avoiding blame — but by leaders explicitly affirming contribution. Without it, people will play isn't flattery, it's fuel. Dismissing creative work, especially in its early stages, carries outsized impact. That's because design work — like most innovation — is fragile in its infancy. It hasn't yet proven itself. It needs belief before it gets results. When leaders habitually respond with critique-before-curiosity, three things happen: This is particularly acute in domains where ideas must be tested, iterated, and challenged. But challenge without validation isn't rigor. It's discouragement. Now, imagine Helen had paused before the critiques: Then: That kind of leadership activates what psychologist Barbara Fredrickson calls the broaden-and-build effect — where positive emotions expand thinking, build trust, and create momentum. It's the opposite of defensiveness. So how can leaders lead better in moments like these? Here are three small but high-impact moves: 1. Validate Before You Criticize Start by recognizing effort, ambition, or insight. Then move to critique. This sequencing matters. It changes how feedback is received. 2. Name the Emotion Behind the Effort Instead of just reacting to output, acknowledge the investment. 'I can see you really poured yourself into this.' That line, when authentic, goes a long way. 3. Frame Critique as Co-Creation Avoid adversarial framing ('I don't like…' or 'This won't work'). Try: 'Let's build on this' or 'What if we added…' Co-creation keeps people isn't about being nice. It's about being effective. If you want bold ideas, you have to create an environment where it's safe to bring them. That doesn't mean saying yes to everything. It means seeing the effort before you judge the execution. Leadership is more than what you decide, it's how you respond when someone takes a risk in front of you. It's what you say and do in those tiny moment that determines whether the next idea is put on the table or left in someone's drafts leaders, every response is a message. The question is: What message are you sending?

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