And are you able to clearly state it – in Melbourne and elsewhere in major cities?
Also do you truly believe it directly affects your bottom line – and is measurable and able to be benchmarked?
As they say “Trust me – because it does!”
These are all crucial questions – challenges, indeed pain points – for many in C-Suite.
Respect, integrity, communication and excellence: these were Enron’s self-professed values, before accounting fraud brought down the firm. So you’d be justified in thinking that the values listed on corporate websites don’t really matter. Wrong! Read the rest of this entry »
Therefore an Introduction to what your Organisation stands for
Today’s key challenge as I see it throughout the national leadership and business community – is to show effective leadership behaviours to instil values in organisations with large national and/or global teams – in this case based on a major Melbourne based global market leader.
This should happen in my view from the ‘top down’ and owned from the ‘bottom up’. Read the rest of this entry »
There are things that we as leaders and senior executives want to happen in the work place, but we are disappointed, at times annoyed and even angry when it doesn’t. Why does this happen, and what do we do about it?
We probably have three choices – do nothing and hope things get better; become dictatorial, authoritarian and demand what we want; or believe in our managers and expect them to deliver what we want. Read the rest of this entry »
We’re all familiar with the promise of remote – global – operations. It’s not just about accessing big new markets — the bigger payoff, most people agree, comes from expanding the firm’s talent pool and bringing together a diversity of perspectives that will combine to make the firm more productive and innovative.
Well, that’s the idea, but as many people who’ve actually worked on a global team know, the reality often feels very different. The team from head office feels like it’s carrying the folks working remotely, while the latter feel they’re ignored and undervalued. Read the rest of this entry »
At a time when companies are looking for every source of competitive advantage, the workforce itself represents the largest reservoir of untapped potential. When extensive research in Australia and overseas constantly show that only 1 in 4 employees are engaged while 1 in 5 are totally disengaged, how can companies address this issue and be more profitable? Read the rest of this entry »
“Great results I hear you say. Fantastic! But what I do not hear you say is how you got them!”
In recent years, investors have learned that defining the market value of a firm cannot just be based on finances. Another challenge is that this financial information has become widely known and shared, meaning that the investor insights it affords are hardly unique. Read the rest of this entry »
How to Be a Changemaker
The leadership skills that worked in the past are quickly becoming irrelevant in today’s fast-paced, change-is-the-name-of-the-game world. To be effective, you need to know how to adapt to and drive change. Here are the six core skills that can turn key decision-makers into change makers: Read the rest of this entry »
There are a great many characteristics that people often attribute to success, but none is more necessary than tenacity. Without determination and the ability to commit to the task with hard work when passion is quiet, most brilliant ideas would lay dormant and forgotten. Read the rest of this entry »
How do the stars at a firm manage to shine brightly together, while those at another merely twinkle on their own?
For years, I puzzled over the huge performance gaps I often saw between teams that, on paper, looked as if they would be equally effective. You see it in business, in sports, in creative endeavours from movies to magazines. What made the difference? And what was the secret to both evaluating and enhancing team, rather than individual or organizational, dynamics?
My questions were answered with more experience – and applying wisdom and maturity (mixed with a dash of intelligence) in the late 1990s – when I did a review of a top 10 ASX conglomerate, culminating in an effectiveness review I called the ‘Power of One’.
My model analyses six critical team competencies: Read the rest of this entry »
Ever tried to change anyone’s behaviour at work? It can be extremely frustrating. So often the effort produces an opposite result: rupturing the relationship, diminishing job performance or causing the person to dig in their heels. Still, some approaches clearly work better than others.
In our work with senior executives, we have specific assessed the leaders on their effectiveness at leading change – specifically, the managers’ ability to influence others to move in the direction the organisation wanted to go. We also note a client’s ability to lead change and compared that with other behaviours we have assessed – through our Leadership Enhancement Assessment the client completed form and then benchmarked.
We found that some behaviours were less helpful in changing others. We found two that had little to no impact, thereby providing useful guidance on what not to do: Read the rest of this entry »