In leadership, respect is about understanding, not agreeing

By David Pich CMgr FIML

 

Respect is undeniably complex. This complexity is only increasing as the world – and the world of work – become simultaneously more polarised and more open. It’s interesting that these two global trends seem to be in such conflict.

Countries and workforces are becoming increasingly diverse, while public opinion about all aspects of diversity seems to be ever more polarised. We seem to be metaphorically pulling down walls, but leaders are appealing to millions with notions of building physical walls. Barriers to trade and those that restrict the freedom of people to move and work across borders seem to be becoming mainstream policy in many nations.

 

DIFFERENCE AND DIVERSITY

These macro trends and developments have made the concept of respect a fraught and complex matter. The typical workplace contains incredible diversity. A relatively small team of, say, 10 people in Australia or New Zealand can be made up of any combination of females, males, and those who identify as either or neither. It may also include people in same-sex relationships, people with or without kids; and it may include Christians, Jews, Muslims, Hindus and atheists. There may be people with a physical or mental disability (or both) and people from quite literally any cultural background you can mention. In fact, it’s safe to say that I have missed more ‘categories’ (and yes, I detest that word) than I have listed.

When all of these people – our workmates – arrive at work each morning, afternoon or evening, they do so against a social and political environment that is increasingly polarised and opinionated. Stereotypes abound, and the impact of these shouldn’t be underestimated.

The best example I can give is from the UK following the Brexit vote in 2016, when Polish and other mainland European nationals living and working in London and other cities reported feeling an overwhelming sense of fear and uncertainty in the workplace.

Similar feelings were reported in Australia among the gay community during the same-sex marriage debate.

The seemingly constant attack on, and airing of, ‘differences’ in lifestyle choices, religious beliefs, cultural backgrounds, nationalities and other aspects of the rich tapestry of individuals’ lives means that showing respect is increasingly portrayed as unnecessary and, even worse, a sign of weakness.

 

RESPECT IS ABOUT UNDERSTANDING, NOT AGREEING

Showing respect as a leader isn’t about agreeing. It’s simply not possible to agree with everyone about everything. Trying to do that is the quickest way to tie yourself up in knots and lose the respect of the team. It’s also disingenuous.

When I joined CanTeen in 2002 as the Head of Fundraising and Marketing I met Carolyne, the Head of HR. We became and remain close friends. Carolyne is a committed and practising Christian, while I’m a committed and practising atheist. We freely talked about – and laughed about – our very different life views and belief systems, and we frequently explained to each other why we had come to our own separate and diametrically different conclusions.

That’s life! As I once said during a conference keynote, “If the workplace was full of middle-aged blokes from Manchester with a love of eighties music it would be a very dull place indeed!” Difference and diversity is interesting, enriching and rewarding.

Respect is about understanding why people believe what they believe, do what they do and are who they are. Despite what we read and hear from a vocal section of today’s media, and read on the more extreme reaches of the internet and social media sites, it’s perfectly possible – and perfectly acceptable – to understand without agreeing. Showing respect as a leader is about accepting that you don’t always need to be right, that there isn’t necessarily only a right and wrong or just a black and white. Respect is about accepting and embracing the idea that other people’s life experiences are different to yours and that that’s OK.

As a leader, respect is about encouraging and embracing the view that difference and diversity bring strength to a team because they open the way to new thinking, new approaches and new ways of solving problems. Once this view is accepted it can be implemented in any number of ways within the workplace or team. For example, in recruitment, leaders should ensure that they do not fall into the trap of allowing personal bias to creep into the formal and informal recruitment process. In the same way, leaders need to guard against allowing their own views to cloud the way they deal with any number of issues and situations that arise each day in the workplace.


Leading Well book
This is an edited extract from IML ANZ’s latest book, Leading Well: 7 attributes of very successful leaders (Major Street Publishing, A$34.95).

The book highlights seven attributes that ignite inspiring leadership. It focuses squarely on the personal attributes that can transform managers into leaders and good leaders into great leaders.

Order your copy here.

 


This article originally appeared in the September 2019 print edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

The Info: Best books for ethical leadership

Booktopia’s Sarah McDuling reflects upon ethical leadership – and cherry-picks the best books for further reading.

 

At a glance ethical leadership may seem simple enough. By any interpretation, an ethical leader is a good leader. Integrity, justice, compassion and respect are values that must logically lie at the core of any conversation about leadership and ethics. Ethics are, after all, the moral principles that govern a person’s behaviour. To behave ethically is essentially to know and to do what is right.

However, authentic ethical leadership involves more than simply identifying and pursuing a list of core values. It requires a framework based on communication, action and trust.

Values-based leadership creates a working environment where employees feel secure. It fosters a sense of pride among colleagues – which boosts staff performance, retention and morale. Put simply, people who trust their leaders are happier, more productive and more successful.

While transparency and clear communication are core elements of ethical leadership, perhaps the most important is action – or ‘leading by example’. This can be done by aligning systems and processes to promote ethical reasoning, independence of thought, listening, flexibility and resilience. Without these processes in place, a leader may fail to walk the talk. Inspirational speeches are worthless if they aren’t backed up by action.

Ethical leaders are very rarely born, ready-made. They develop via a combination of training, learning and innovative thinking. With that in mind, I have chosen the books in this reading list to guide and inspire you to be the most ethical (and therefore most effective) leader you can be.

 

Recommended reading: Ethics and leadership

ETHICAL LEADERSHIP:

CONSCIOUS BUSINESS: HOW TO BUILD VALUE THROUGH VALUES

By Fred Kofman

 

TREATING PEOPLE WELL: HOW TO MASTER SOCIAL SKILLS TO THRIVE IN EVERYTHING YOU DO

By Lea Berman, Jeremy Bernard and Laura Bush

 

ETHICAL LEADERSHIP: CREATING AND SUSTAINING AN ETHICAL BUSINESS CULTURE

By Andrew Leigh

 

THE THOUGHTFUL LEADER: HOW TO USE YOUR HEAD AND YOUR HEART TO INSPIRE OTHERS

By Mindy Gibbins-Klein

 

THE POWER OF ETHICS: THE THOUGHTFUL LEADER’S MODEL FOR SUSTAINABLE COMPETITIVE ADVANTAGE

By Pete Geissler and Bill O’Rourke

 

THE ETHICAL LEADER: WHY DOING THE RIGHT THING CAN BE THE KEY TO COMPETITIVE ADVANTAGE

By Morgen Witzel

 

SOCIAL RESPONSIBILITY

FORCES FOR GOOD: CREATING A BETTER WORLD THROUGH PURPOSE-DRIVEN BUSINESSES

By Paul Hargreaves

 

HUMANE CAPITAL: HOW TO CREATE A MANAGEMENT SHIFT TO TRANSFORM PERFORMANCE AND PROFIT

By Vlatka Hlupic

 

LEAN IMPACT: HOW TO INNOVATE FOR RADICALLY GREATER SOCIAL GOOD

By Ann Mei Chang

 

PURPOSEFUL PROFITS: INSIDE SUCCESSFUL BUSINESSES MAKING A POSITIVE GLOBAL IMPACT

By Joanne Sonenshine

 

SOCIAL MOVEMENTS FOR GOOD: HOW COMPANIES AND CAUSES CREATE VIRAL CHANGE

By Derrick Feldmann

 

THE ETHICAL CAPITALIST: HOW TO MAKE BUSINESS WORK BETTER FOR SOCIETY

By Julian Richer

 

AVAILABLE FROM BOOKTOPIA | Find out more about all these books, and order them online at booktopia.com.au.

 


This article originally appeared in the September 2019 print edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

How to future-proof your leadership career

Forward: To move in front, make progress and head towards the future. Nothing about this definition suggests standing still or lagging.

It’s that forward focus that has defined many great leaders. They sought a clear vision of the future they wanted and made it a reality.

Aspiring leaders, change-makers and influencers must have that same focus. Regardless if you aim to launch a business, take the next step up in your organisation or make it into the C-suite, envisioning where you want to be is essential. It’s imperative to back that vision with the skills to achieve it.

Of course, skills can only propel you so far. What sets apart leaders who stand the test of time are their leadership qualities. Why? Driving your team into achieving a vision requires more than the mastery of processes.

So, are you a leader who is looking to stand out? Have you got the qualities to succeed now and in the future?

To know for sure, ask yourself the following questions:


Am I competent?

Defined as the ability to do something successfully or efficiently, competence is a must for any leader – particularly for business owners and professional consultants. To determine competence, one study recommends the use of objective measures of performance. Rather than relying on confidence, speaking ability or persuasiveness, which are difficult to quantify, you want to stand out for your proven ability to lead successfully.

For Dr Travis Kemp, an organisational psychologist, independent company director and adjunct professor at the University of South Australia’s Business School, his profound appreciation for the importance of competent leaders led him to seek out a globally recognised accreditation. Kemp observes that “management is one of the emerging professions that need standards and barriers to entry put in place.

Gaining an internationally recognised designation, built on industry-leading standards, is one way for leaders to display evidence of their competence. The result of having truly competent leaders, according to Kemp is that “people working in organisations get access to growth-centred leaders and managers.”

Similarly, Head of Customer Service and APAC Professional Services at Intelledox, Sue Ann Mckenzie-Smith, wanted to quantify her competence. She looked to accreditation for “industry recognition of my skills as a manager and effectively leading people.”

So, are you competent? How can you improve your leadership competence? And what can you do to showcase this?

  • Assess the level of your leadership skills and compare this with industry standards
  • Develop any skills or competencies that you might feel you lack or need to improve
  • Accredit your leadership skills against an internationally-recognised standard


Am I impactful?

Making a meaningful impact on your future and that of your organisation requires the ability to drive people. Your skills and experience can mean very little if you are unable to empower yourself and others to achieve results.

Kemp, who is an academic specialising in leadership, agrees. After researching the topic and becoming a business leader himself, he points out where his passion for leadership stems – being impactful. “I think leaders’ impact can be incredibly positive when it is directed in the right way, to the right people in the right time,” Kemp said.

For the Director of CatholicCare Social Services in Toowoomba, Kate Venables, making an impact is the main factor in becoming a stand-out leader. Venables explains, “I think everyone has the capacity to be a leader, but leadership is a real privilege. And the importance is that you empower and engage others to do the best in their job.”

Does your leadership make a positive impact on your career, team and organisation? Here’s how you can ensure that it does:

  • Focus on delivering results that make the most significant impact on the business
  • Empower your teams to achieve goals through effective and inspiring leadership
  • Reflect on your skills to lead others and deliver results to determine where you can improve

 

Am I connected? 

Whether you aim to start your own business, offer services and expertise as a consultant, or simply want to move up in your leadership journey, undeniably, your professional network contributes to your success.

Venables knows that an excellent professional network is an essential resource for leaders. She believes that there’s much value in connecting with people with “a lot of wisdom and knowledge”. Venables also recommends seeking out other networks where you can find other leaders who can mentor you.

In thinking of the type of professionals you need to network with, quality is critical. Mckenzie-Smith advises those looking for support in becoming better leaders to, “connect with like-minded managers,” through strong professional networks.

Leadership success sometimes comes down to who you know, not just what you know. That’s why you should examine the quality of your professional network. Remember, an effective network should:

  • Connect you with professionals from a variety of industries – not just your specialty
  • Allow you to engage with forward-thinking professionals – leaders who represent the gold standard
  • Identify you as a leader who is committed to maintaining good leadership practice

Great leadership starts with you

If your vision includes making an impact on the future of business – as a leader, a business owner or professional consultant – you need to equip yourself with the skills and qualities to future-proof that goal.

The Chartered Manager accreditation involves an in-depth self-reflection process. Your skills and experience will be assessed against 34 leadership competencies, ensuring you are equipped to manage yourself, others and the organisation successfully.

You’ll also become part of a community a diverse network of professionals from various industries and sectors via the Institute of Managers and Leaders Australia and New Zealand (IML ANZ).

By becoming a Chartered Manager – like Travis Kemp, Sue Ann Mckenzie-Smith and Kate Venables – you’ll ensure your leadership success now and in the future. In fact, the Chartered Management Institute in the UK (CMI), found that among Chartered Managers:

  • Are competent: 96% of Chartered Managers use their designation as proof of experience
  • Are impactful: 91% of Chartered Managers see their designation as proof of their ability to deliver results
  • Are connected: 70% of Chartered Managers use their designation to increase their visibility

Change the future of management and leadership – become a Chartered Manager.

To find out more or to apply, visit managersandleaders.com.au/chartered-manager.

Three Points of View: How to keep your rising stars

How can managers and leaders keep top millennial talent from leaving the organisation? Leadership Matters Editorial Director Andy McLean MIML asks experts for their advice.

 

Sinead Hourigan FIML

Queensland Director, Robert Walters

Sinead HouriganCandidates want to join and remain in businesses that invest in their people, so there are huge benefits if employers can attract millennials.

It is important to train millennials in management and leadership now so that they are ready to fill gaps left by baby boomers who will exit the workforce over the next 10–20 years. Upskilling is essential for millennials and is crucial to their continuous development and lifelong learning. Millennials are keen to access training and development to support their personal and professional growth, so organisations should factor this into their candidate attraction and engagement strategies. In fact, if the company’s values match those of millennial workers – its ethics and coaching, clear progression, flexibility, and feedback – employees are likely to show even more loyalty.

Millennials don’t need to be in a classroom or structured group training session – they’re happy to learn in front of their computers or work with mentors and coaches on the job. However, it’s key for employers to provide a clear roadmap of training opportunities to motivate millennials.

 

Wendy Thompson MIML

CEO and Founder, Start Social NZ, Auckland

Wendy ThompsonA millennial colleague is an awesome asset: proactive, a global thinker and a tech native. But I don’t necessarily think keeping them should be your primary aim.

Millennials often look elsewhere after two or three years so employers need to play a long game and not take it personally when they leave. If handled correctly, you may one day welcome them back wiser and more experienced! One way I do this is by inviting all our ex-Socialites to our annual Valentine’s Party; it’s a great night out and keeps everyone in touch.

Something else I do to help my millennials on their chosen career paths (and get the best out of them for my company) is one-on-one structured mentoring. At the beginning of the year we set personal and career SMART goals (Specific, Measurable, Achievable, Relevant, Timebound) then have monthly progress catch-ups, before celebrating success at the end of the year. Heading into that festive season, where people often reassess their job, my team has a very fresh reminder of how much Socialites has helped them achieve over the past year.

 

Sally Roebuck MIML

Operations Manager, Bulimba Outside School Hours Care, Queensland

Sally RoebuckAs a millennial myself, I understand our generation’s desire to be heard, respected and valued in the workplace. I’m the leader of an almost exclusively millennial team and believe the most important part of attracting and holding on to talented millennials is to create a team culture of mutual respect, where each individual feels their contribution is meaningful and valuable.

Collaboration is vital when managing and leading millennials, as we have been living and breathing collaborative practices since kindergarten. We were taught in school not to accept the status quo, but to question, hypothesise and brainstorm.

We were immersed in the digital revolution, and were educated in resourcing and synthesising differences of opinion and facts for a broader world view. Allowing opportunities for collaboration among team members, especially between colleagues of varied experience and job roles, will ensure millennials feel able to make valued contributions to the organisation’s goals.

Developing this sort of positive growth mindset among your team also gives millennials the opportunity to develop their skills and knowledge while giving them clear pathways for advancement and success.


This article originally appeared in the September 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

Five tips for young leaders stepping into their first management role

By Emma Mulholland

 

Watching some of the most inspirational business leaders in action, it’s easy to forget that even they had to start somewhere. When they were younger, beginning their first-ever management role, they felt the same mixture of trepidation and excitement that every fledgling manager feels on their first day.

So how can first-time managers make their mark? And what can young people do to compensate for their lack of experience? Start as you mean to go on and be upfront, suggests Sydney-based executive coach Stacey Ashley FIML, who helps top-tier managers hone their leadership skills.

“It starts with having really clear conversations,” says Ashley. “You want the people who report to you to know what your expectations are – and you need to know what they expect of you.”

Ashley is the author of ­The New Leader: From Team Member to People Leader – a Practical Guide. “When I was writing the book, I asked a number of leaders a similar question: knowing what you know now, what is the one thing you’d tell your younger self on becoming a leader? They said things like ‘Trust yourself more’ and ‘You don’t have to be like the person who was in the role before you.’”

Leadership Matters asked Ashley to share her five tips for young people who want to nail their first management role.

 

1. GET YOUR BOSS ON SIDE

The first week is going to be all about the sit-down: you need to get to know your new manager and every person on your team (remember: it’s all about being upfront). “If you don’t enrol your boss in your processes, you’re not necessarily going to get the level of support you need,” says Ashley. “Equally, if you don’t understand what their agenda is, you’re not going to be able to deliver against it.”

Ashley recalls a job early in her career when she spent hours compiling detailed weekly reports for her new manager, only to discover – six months later – that he didn’t even read them. “He just wanted a few traffic lights, half a page,” she says. “The problem is, I’d assumed I knew what he wanted and he’d assumed I’d be upset if he told me it wasn’t right. What a complete waste of time for both of us!”

Avoid this by asking your new boss what they need from you in the role. And before the meeting winds up, be sure to arrange a follow-up one-to-three months down the track to review how things are going.

 

2. RALLY THE TEAM

In the first five days, you also need to let your staff know what you expect from them over the next few months. This is especially important if you’re managing changes in working relationships (say you’ve gone from being a member of the team to leading it). “It gives your colleagues the opportunity to ask questions, to understand what it means for them and how you’re going to work with each other,” says Ashley.

And while it may not happen in the first week, it’s important to get to know the people who work for you. This advice came up again and again when Ashley quizzed business leaders for her book. “It makes it a lot easier to understand the decisions your staff make and how to get the best out of them,” she says.

New manager Duncan Toole MIML spent a year learning the ropes on the warehouse floor at Pirtek Fluid Systems, a company that repairs hydraulic hoses for heavy machinery, before being promoted to supervisor last September. Though Toole, 25, was well versed in the company’s day-to-day operations, taking on 22 staff members – almost all of them decades older than him – was no small feat.

To help him make the transition, he signed up to the IML ANZ’s Intentional Leadership Foundations program, joining 10 professionals from a range of industries in the same phase of their career. Toole says that one of the most valuable skills he picked up was learning to apply the DiSC model, a behaviour-assessment tool that’s used to identify a person’s motivators and stressors.

“It’s helped me understand what drives my workers, which is especially important in a culturally diverse workplace,” he says. “With the DiSC model, I can put everyone into categories and know how to speak to them. Some people ask questions because they want to have input and they like to find the easiest – most efficient – way to do things. Others just want to know how to fix it; they don’t want to beat around the bush.”

 

3. NAIL THE DRESS CODE

For Toole, one of the most challenging aspects of the new role was going from being ‘one of the guys’ to being the guy that tells everyone what to do. Switching hi-vis for office attire helps him make the distinction and stay on task. “It just shows that I am actually the boss who needs to do in-house work to improve processes and things like that,” he says.

And yet, by afternoon he’s often back in the hi-vis, helping out on the warehouse floor. “That’s probably one of my biggest problems,” he says. “Sometimes people call in sick and there’s no other way to get the work done. But it’s also because I know how I want a job done so when I see something that needs doing, I think, ‘Oh, I’ll just do it.’”

It’s a trap new leaders often fall into, says Ashley. “While it’s always tempting to muck in and help out, your role is to provide direction, which means enabling others to grow and perform. You need to take a step back and think strategically. Ask yourself: ‘What do I have to deliver?’ ‘What am I here to do?’ ‘And how can I have the greatest impact?’ Focus on the things that make a difference and schedule them into your day.”

 

4. GIVE YOURSELF A HEAD START

Of course, this also includes long-term planning. Ashley recommends blocking out time on your calendar each week – be it an hour, or half a day – to plan for the future. Sure, it may feel indulgent when there are immediate tasks to get on top of, but adopting a managerial timeframe means thinking beyond the day-to-day.

“We’ve all got the same amount of time, don’t we?” says Ashley. “Making decisions about how you invest yourself across all those different demands is one of the most critical skills a new leader needs to develop.”

For Toole and his boss, the best approach is an informal catch-up over coffee at 7 am before the warehouse staff arrive. They talk about the day ahead, but they also mull over less immediate concerns, like boosting morale and designing a new staff incentive scheme.

You might think that you have quite enough on your plate but there’s also long-term career planning to consider. You’ve worked hard to land this position, don’t let it be your last. Are you attending conferences, networking events, training days and checking in with your mentor?

As Ashley warns, you could wind up being so effective in your new role that the company will want to leave you there – forever. Plus, says Ashley, “You’ve got to have something to other: as a leader, you have a responsibility to always bring something new to the company”.

 

5. FORGET ANNUAL PERFORMANCE REVIEWS

Okay, so you can’t do away with performance reviews altogether. But as a new leader, you have a chance to rethink that once-a-year formal sit-down that everyone (including the boss!) dreads. Annual reviews are scary – and often useless. Instead, Ashley recommends you coach your staff every single day.

“We need to get much more comfortable with talking about performance,” she says. “It’s not about having a conversation once a quarter or once a year; you should be having it all day, every day. Because if I’m in your team and you don’t tell me that there’s something you’re not happy with, I can’t do anything about it.” Of course, the same goes for praise – if someone’s performing well, don’t wait 12 months to tell them.

And what if you’re tasked with performance management for the first time? Ashley says that a successful outcome – and a happy team player – depends on many things, including your attitude. “It’s not about having a big vent because it will make you feel better,” says Ashley. “You need to go into those conversations with the intention of getting a really great outcome. You want something good for that person.”

Ask yourself: ‘What is it that I want for them?’ The answer, suggests Ashley, might be that you want them to step up and be able to really perform in their role. “Now have a conversation that helps them do that. If they say, ‘Look, I don’t understand how to do the task’, then there’s something you can do to help them.” As always, it’s about being upfront.


Learn the foundations of leadership

IML ANZ’s Intentional Leadership Foundations program is designed to help ‘accidental managers’ become intentional leaders – helping them transition from individual contribution to succeeding through their team. The 12-week program blends facilitated learning with online study, leadership coaching, one-on-one mentoring, diagnostic tools and workplace-based projects. Participants will gain key learnings on how to manage themselves, communicate effectively, manage teams and individuals, and how to lead with the bigger picture in mind.

For more information, go to managersandleaders.com.au/foundations-intentional-leadership.


This article originally appeared in the September 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

Use your imagination: Why Russel Howcroft prescribes creativity for business growth

By Andy McLean MIML

 

When most people are asked to name today’s greatest innovators, their answers are predictable. If I were given a dollar every time I heard the names “Richard Branson”, “Sheryl Sandberg” and “Larry Page” I would probably have seed funding for my own Silicon Valley startup.

But one name that has never cropped up, until now, is: Baz Luhrmann. On the face of it, the man behind blockbuster movies like The Great Gatsby, Moulin Rouge and Romeo + Juliet is an unlikely poster boy for business innovation. But that’s who PwC’s Chief Creative Officer, Russel Howcroft, believes business leaders should seek to emulate.

“We all need to find our inner Baz,” says Howcroft. “Here’s someone who is highly creative and equally highly commercial. He’s also brave enough to put it out there.”

What Howcroft admires is the movie director’s blend of innovation and business nous. Luhrmann’s kaleidoscopic films have rewritten the creative rule book in Hollywood, while simultaneously breaking box office records. Four of the top 10 highest-grossing Australian movies of all time were directed by Luhrmann.

“I’m not talking about creativity just for the fun of it,” says Howcroft. “I believe in the power of commercial creativity. If leaders want their organisations to go beyond net market growth, then they have to apply creativity. It’s the number one tool for brand development, generating demand, increasing your margin, and selling more.

“The alternative is to keep doing the same thing every day and expecting something different to happen – and that’s the definition of insanity. Australian and New Zealand businesses need to step outside their comfort zone if they want to achieve meaningful growth.”

As a panellist on the ABC’s Gruen television series, Howcroft is one of Australia’s best-known authorities on marketing and advertising. He argues that creativity is not only a macroeconomic concern or a strategic business priority – but also the key to safeguarding the future careers of managers and leaders.

“There’s a lot of talk about jobs being replaced by artificial intelligence, and you know what? Our creative capacity is what can keep humans gainfully employed. That’s why the Chinese are putting creativity front and centre in their education system. That’s why the Indonesians held the first global conference on the creative economy last year. And that’s why Australia and New Zealand have to prioritise creativity too.”

 

START AT THE TOP

So how can organisations identify the latent creativity that exists within the workforce?

“We’ve got to start at the top and as leaders say, ‘Yes, creativity matters and it’s a strategic priority for us’,” suggests Howcroft. “I recommend appointing someone in the executive team to champion ideas and seek them out. If that’s the CEO or CMO, then that’s great. If not, appoint someone who is highly energised by creativity in all its forms. Get them to focus on improving performance and finding new innovations.”

When asked to describe what a creative organisation looks and feels like, Howcroft ’s eyes light up. “I think the number one behaviour you see is respect for ideas and respect for the individual’s desire to put ideas on the table. It’s really important that everyone in the organisation feels comfortable having a conversation about their ideas. They won’t always be great ideas but you need to celebrate having the conversation because it might lead to something that is powerful and really good for the business.”

Howcroft ’s advice is resoundingly supported by a 2017 McKinsey study, which found that creative companies are far more likely to achieve better financial performance than other industry peers. McKinsey said creative companies were distinguishable from others because they made creativity and innovation a priority during business-as-usual activities. It also said creative organisations were “customer fanatics” who got products to market faster, tracked progress, and adapted to early market signals.

Howcroft adds that a culture of creativity requires leaders to recruit and retain people with an aptitude for innovation and ideas. To illustrate this, he recalls his time working in advertising agencies: “I used to say, ‘You’ve got two choices. You can look at the mirror or you can look out the window. I’m only interested in people who are looking out the window’.

“What leaders should be careful of is a culture where people are inward looking. You can’t just rely on algorithms and your newsfeed for inspiration – you’ll end up taking your business down a narrow rabbit hole. Instead, I look for people who are voracious consumers of all things cultural.”

 

COMMERCIALISING CREATIVITY FOR CLIENTS

Howcroft’s belief in commercial creativity is what guides much of his work at PwC. The focus is on developing strategies with clients to derive maximum value from marketing and communications activity.

“What we’re doing is helping clients with the significant problem of how marketing drives growth,” he explains. “The market has never been more complex in terms of working out where to spend your marketing dollars to extract the best return. We help clients understand whether or not they are spending enough in the right places.”

PwC also advises marketing leaders on their internal and external structures, to ensure they are set up and equipped to fulfil their ambitions. “We are involved as strategic consultants, rather than at the execution stage of marketing,” says Howcroft. “It’s all about establishing the best platform for growth.”

 

HOW TO FIND YOUR INNER BAZ

While Howcroft does not advise individual leaders on how to find their inner Baz Luhrmann, he has worked with enough creative people down the years to offer a few pointers. “You need to have confidence. Many leaders are cautious and feel reticent to express their ideas. There’s a temptation to say, ‘I’m not sure about this idea…’ Instead, I think you have to back yourself and also get behind other people’s ideas too.

“My final piece of advice would be: Don’t doubt the power of creativity. There’s enough case studies and research out there – stretching to the moon and back – proving the commercial potential of creativity. Let’s just acknowledge it’s powerful and get on with it.”


This article originally appeared in the September 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

A former Wing Commander heeds a creative calling

By Nicola Field

 

When Chris Huet AFIML promises to help his clients speak with the precision of a fighter pilot and the passion of a poet, he’s not joking. This former Royal Australian Air Force (RAAF) pilot, award-winning poet, and now communications coach, has a career path that can rightly be summed up as ‘Top Gun meets the Bard’.

Huet kickstarted his career in the RAAF, completing a Bachelor of Arts through the Australian Defence Force Academy. It wasn’t long before Huet found his wings, climbing through the ranks to become a fighter pilot. It’s a role Huet describes as “lots of fun and very rewarding – it was an opportunity to fly and visit different places around the world.”

In a near-20-year career with the RAAF, Huet reached the distinguished rank of Wing Commander. In his final role, as a squadron Commanding Officer, he was responsible for a fighter training school, overseeing 200 personnel and 14 F/A-18 Hornet jets. Under Huet’s leadership, the squadron was officially recognised as the RAAF’s first Learning Centred Organisation.

Huet’s experience in the RAAF reinforced two critical leadership skills: the ability to galvanise a team, and the need for outstanding communication. He explains, “You may be flying alone in a single seater F/A-18 but you’re always part of a team. And across the Air Force you deal with a multitude of diverse people, each responsible for different roles. It makes good communication skills essential.”

Fast forward to 2006, and Huet was ready to hang up his wings. Having completed a Master of Management, he was keen to use his management skills in a broader sphere.

Huet gradually transitioned out of the military, initially consulting to the defence forces and later taking on the role of Business Development Manager at Lockheed Martin. It was here that he harnessed his communication skills to negotiate a A$1.2 billion contract for the Project AIR 5428 Pilot Training System.

 

FROM THE SKY TO THE STAGE

Behind the scenes, the right side of Huet’s brain was bubbling away. He had always been interested in poetry and creative writing, and a little over 10 years ago Huet’s alter ego, CJ Bowerbird, took to the stage.

Under the moniker of CJ Bowerbird, Huet has performed poetry at folk and writer’s festivals across Australia, Asia and the United States. He is a former Australian Poetry Slam champion (slams are competitive poetry readings), and a member of Canberra’s Sound and Fury Ensemble as well as a two-time TEDx presenter.

 

THE COMMUNICATIONS COACH TAKES OFF

Several years ago, Huet had a moment of epiphany – one that would see him fuse his management experience with his talent for the spoken word.

“I was writing my CV and trying to find the real story behind who I am,” explains Huet. “I realised that what I really enjoy most is communicating with others, and I wanted to combine my creative pursuits with my technical and business work.”

Although uncertain about the market for a communications coach, in 2017 Huet opened the doors of Understood Consulting Services. He reports being “pleasantly surprised” by the level of demand for his services.

Describing his role, Huet says, “It’s not solely public speaking that I teach. Often it’s one-on-one verbal communication skills that my clients are looking for.” Huet says his services are in particular demand among professionals such as engineers, whose career strength to date has centred on technical rather than communication skills.

Huet’s passion for poetry has proven a tremendous asset in teaching the art of communication: “Effective communication has energy and emotion. This lets you connect with the people you’re talking to. And poetry connects emotion with concrete images, motivating and exciting us.”

 

THE POWER OF FACE TO FACE

While Huet claims he hasn’t yet met anyone who couldn’t improve their communication skills, he has observed “the bland language used by some leaders – be it in politics or business.” Despite the growth of digital communication, Huet is a firm believer that there is no substitute for face-to-face contact.

“Communicating face to face is extremely powerful,” he explains. We communicate through tone, volume, pacing – and our entire body. Anything other than face to face is less effective and is more likely to be ignored.

“If you really want to motivate and inspire people to change, you have to do it face to face. Sending an ‘all-stations’ email is nowhere near as effective.”

Huet acknowledges that speaking, especially in front of large groups, is a common fear. “It’s perfectly normal to be nervous about speaking in front of others. I think it’s probably an innate thing – a fear of being rejected by the tribe. Even the best public speakers get nervous. The difference is that they direct that energy outwards, towards their audience and into the way they’re speaking.”

 

FINDING A PURPOSE

Whether it’s piloting military hardware at 30,000 feet or helping professionals find their inner voice, Huet has certainly notched up a high-flying career as a manager and leader. “I’ve been lucky to bring everything I enjoy into the work I do,” he acknowledges.

But luck has played only a small role in Huet’s career path. It’s been more a case of harnessing all of his skills and talents, and he encourages other managers and leaders to tap into their creative side.

“It’s important to find a purpose in the work you do,” he says. “Creativity isn’t just about poetry. It’s about solving problems and being able to see things from a fresh perspective. Being able to channel my creative side has been very beneficial in my work and in my life.”


This article originally appeared in the September 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

Career Doctor: How can personal resilience help with stress management?

By Peter Cullen FIML

Resilience has become increasingly important in the workplace due to the positive impact it can have on an individual’s wellbeing and performance. The Oxford English Dictionary definition of resilience is “the capacity to recover quickly from difficulties”.

Although some of us are more resilient than others, all of us become more susceptible to pressure and stress when our resilience is low. Everyone can benefit from activities that promote physiological, mental and emotional wellbeing.

 

STRESS ERODES RESILIENCE

Stress is the body’s natural response to pressure or alarming situations – those that make us uncertain whether or not we can cope. The factor or situation causing our stress either positively or negatively is called a stressor. Unfamiliar situations challenge or threaten us and increase our level of stress. A stress response may require higher energy levels to help us cope.

Occupational stress can be defined as the physiological, mental and emotional responses that occur when workers perceive an imbalance between their work demands, their capability, their access to resources and their level of control. Importantly, stress responses occur when the imbalance is such that the employee perceives they are not coping in crucial situations.

On the other hand, positive stress is beneficial and can improve performance. A natural and automatic function of the body is to provide extra energy to help us tackle a stressful situation. It will then naturally return to its former balanced state. This return to balance ensures ongoing health and wellbeing. Some of the body’s beneficial reactions to a stressful situation include: mental alertness, sugar release for energy, increased muscle responsiveness, faster heart rate, increased adrenaline and cortisol, increased blood pressure and faster breathing.

All these reactions occur automatically as the mind and body react to a stressful situation. It is necessary to remember that everybody copes differently with stress and everybody’s stress barrier is different.

 

BE SELF-AWARE, IMPROVE RESILIENCE

To improve how we manage our stress and be more resilient, we need to build our self-awareness to better understand where we are physiologically, mentally and emotionally at any point in time. A simple method to use when you are in the moment is:

  • Identify how you are feeling and what you are thinking.
  • Ask yourself what effect these feelings and thoughts are having upon you.
  • Consider whether these feelings and thoughts are helpful or not.
  • Take action to address these feelings and thoughts if they are unhelpful, or simply continue as is, if they are helpful.

 

Reflect upon a previous stressful event that tested your resilience and follow the above method in your mind. This will help you gain a greater understanding of how this may be useful for you the next time a stressful situation arises.

We can also build and strengthen our resilience by engaging in a variety of activities as part of our normal way of life. Here are some suggestions:

PHYSIOLOGICAL: Aerobic exercise, strength and conditioning, yoga or stretching, healthy nutritious eating, hydration, breath work, appropriate sleep.

MENTAL: Meditation, self-reflection to build self-awareness, relaxation techniques, reframe your thinking, establish boundaries, set achievable goals.

EMOTIONAL: Strengthen constructive relationships, be appropriately honest with yourself and others, respect yourself, talk openly with trusted friends, know and live your personal values, seek support when necessary, learn techniques to manage your emotions.

 

We all can improve our level of resilience and maintain a strong physiological, mental and emotional state. When are you going to start improving your resilience and be the role model for others to follow?


This article originally appeared in the June 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

Other Life: Volunteering as a willing sounding board

By Lisa Calautti

 

Volunteering for less fortunate people is important to Barbara Brown, the general manager of people and culture at St.Lukes Health Insurance.

An IML ANZ Corporate Member, Brown has dedicated much of her life to volunteering, offering a helping hand to various organisations including menopause clinics, cancer support services and youth mentoring programs. As a result of her husband’s encouragement and his belief that her compassionate nature would benefit clients at Missiondale Recovery Centre, Brown has most recently pushed herself out of her comfort zone to come alongside drug and alcohol rehabilitation patients.

“I knew from volunteering in the past that most people just want someone to listen to them, and in that environment, people are there because they have already made the decision to change and are quite happy to talk about where they are and where they want to get to,” she explains. “The basis of anything I put my hand up for is looking beyond myself and my circumstances and seeing what I can do to help someone else.

“It’s always about what word of encouragement can I share, what cup of tea can I get? What hug can I give to make a person feel better about what they are going through? The motivation is never about me and I say to my family it’s about what you can do for others.”

Helping those less fortunate has given Brown an innate ability as a manager to relate to people and be more tolerant of their circumstances. Most of all, it has taught her not to take people at face value. “You realise there is a story behind every person. I absolutely believe that everyone has some sort of shadow. It is different for every single person,” she explains.

Helping people from all walks of life has helped Brown read and understand people’s behaviour. It has given her the ability to step back and have a ‘helicopter view’ of a situation rather than jump right into the problem. “It can just be having the wisdom to direct people in the right way, influencing them or helping them to be confident,” she says.

Trust is something inherent to Brown’s volunteering work and this has translated through to her role as a manager by building trust with staff through listening and allowing them to be free to explore their own ideas and express themselves. “Everyone wants to be heard, that’s what I have found. Everyone wants to have a voice,” she says. For Brown, the person she is as a leader and volunteer are consistent. “Whatever I am in my outside life, I am exactly that at work. I think it’s just about being real and not pretending to be something that you are not,” she reflects.


This article originally appeared in the June 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.

Meet the Innovator: Christina Delay’s mindful mixology

By Anthony O’Brien

 

Most of us have been there. The dusty feeling that a couple of seemingly harmless alcoholic bevies can leave us with the morning after.

Dr Christina Delay MIML is no different. However, the innovative biotechnology whiz with a Bachelor of Biotechnology from the University of Queensland and a PhD in Plant Biology from the Australian National University decided to address the loathsome issue of hangovers. Along with business partner Alan Tse, Delay officially launched the already successful Altina Drinks on 1 December 2018.

Canberra-based Altina Drinks produces zero-alcohol cocktails that pack a punch. The now teetotal Delay, who joined IML ANZ as a member in January 2019, explains Altina sprouted from her experience of social drinking as a technology consultant. “I’d gone from academia to the consulting industry and soon found myself caught up in the socialising culture where drinking was prominent.”

While Delay enjoyed her new environment, the culture caught up with her health. The curious Delay started talking to her colleagues about their experiences. “I realised there is much pressure around drinking. If you don’t drink, it’s tough and not very inclusive, and it’s quite hard to feel like you’re part of a social occasion.” From this early market research, Delay hatched the idea for Altina, and the value of ‘mindful drinking’ in February 2018. Coincidentally, Altina cofounder and finance expert, Tse, was questioning his drinking habits and ditched the booze.

In May 2018, Delay and Tse sought help for Altina through a social enterprise accelerator program. “We wanted to build the business as a social enterprise. Our North Star, our guiding light, is that we want to have an impact on the Aussie drinking culture.” At the same time, Delay started with IML ANZ’s mentoring program and worked with mentor Amanda Knol MIML. “We had monthly breakfasts, and she was a great sounding board particularly in relation to honing my management style.”

Delay mixed her earliest concoctions in her kitchen using a very structured approach. The PhD reviewed different methods for distilling spirits, brewing beer and wine-making. “Then I tried to understand and tinker with similar methods without using or producing alcohol.” Delay used botanicals, herbs, and spices to replace alcohol. As a result, Altina’s cocktails don’t rely on sugar-heavy fruit juices to create heavy hitting flavours.

Once Delay and Tse settled on some cocktails, they took their ideas to the Canberra community and used a crowdfunding campaign to raise significant finance for the start-up and to get their brews into bottles.

For now, Altina is using several different channels to market its non-alcoholic beverages including workplace functions and online. Delay explains, “We’re passionate about the concept of mindful drinking and helping workplaces introduce healthier drinking cultures.

“We’ve purposely held off getting our product into retailers and venues right now until we can scale up production.”


This article originally appeared in the June 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine. For editorial suggestions and enquiries, please contact karyl.estrella@managersandleaders.com.au.