The strength to lift up Special Olympics athletes

By Anthony O’Brien

 

Jo Tarlton MIML is an extremely busy member of IML ANZ. For starters, Jo is the general manager of Eco Maintenance, one of Auckland’s few mid-sized companies dedicated exclusively to the provision of amenities maintenance services.

Away from the office, the indefatigable executive and mother is a successful powerlifter and a dedicated volunteer who supports Special Olympics athletes seeking to participate in powerlifting either recreationally or competitively.

 

POWERING INTO FITNESS

Powerlifting is a sporting activity many of us may associate with eastern European Goliaths or a workout used by the hulking All Blacks to help them mercilessly maul the Wallabies. Yet representative New Zealand powerlifter Tarlton claims she didn’t have a particularly strong pedigree in sports or athletics until five years ago. “I played netball through college, and on and off socially for some years after that,” she says.

The Eco Maintenance GM also dabbled in gym workouts to stay healthy. However, it wasn’t until 2014 Tarlton dived into fitness, boots and all. “I started CrossFit in 2012 after having my second child the previous year and wanting to get back in shape.”

While getting in shape, Tarlton somehow found the time to start volunteering with Adaptive Athletes, a program run by Michael Hynard, founder of Functional Adaptive Movement (FAM). Adaptive Athletes uses functional exercise regimes such as CrossFit, according to Tarlton. “My fitness journey then evolved from CrossFit into powerlifting in 2016 and, as I love the sport so much, I now volunteer with Special Olympics athletes.”

 

THE MOTIVATION TO VOLUNTEER

The compassionate Tarlton says the motivation and inspiration for volunteering stem from the challenges faced by the Adaptive Athletes and Special Olympic weightlifters. “These athletes have a can-do attitude that is a breath of fresh air, and they sometimes think they can do absolutely anything! It can sometimes be a mission to hold them back from going heavier with weights when we are still trying to work on form.”

Tarlton tells of one athlete who is terrified of using a gym bench when undertaking the arduous bench press. Some weeks it takes multiple attempts to encourage this athlete to use the bench, Tarlton explains. “But he never gives up, and I never give up, and every week he does it. Then, the next week he comes back and faces the same fear again.

“A lot of able-bodied athletes would give up and just not do that exercise anymore because it was too hard.”

The massive achievements clocked up by the athletes who face myriad daily challenges motivate Tarlton to help. “Powerlifting is a marathon sport, and it takes much time to improve mobility, build muscle and make strength gains that translate into increased totals on the bar,” she says. “Watching these athletes build on all these aspects and then looking back to compare them from when they first walked in the door is amazing.”

Likewise, Adaptive Athletes demonstrate the same level of determination to improve. Tarlton explains, “From walking in the door with a lot of physical and mental limitations and having little in the way of a sporting or physical activity background, to being able to compete in a CrossFit competition is a massive achievement.”

 

THE VALUE FOR MANAGERS AND LEADERS

Many managers and leaders are accustomed to being in charge and taking the reins, insists Tarlton. “Leading an organisation of 120 staff I am used to directing, creating the vision and making the calls so to speak.

“At the top, you often need to be the one that has all the answers and who drives the business forward while simultaneously dealing with different obstacles and setbacks that all businesses face, which can be mentally very tiring.”

In contrast, volunteering puts Tarlton into a situation where she is working with “someone else’s vision or program”. She adds, “You are just a cog in the machine, albeit a necessary one. This experience enables you, and at times forces you, to step back from a position of being the key decision maker for everything and gives you the opportunity to relax and enjoy being part of the process. It gives you a mental break which is invaluable when dealing with high-powered or pressured day-to-day business roles.”

Tarlton believes volunteering has improved her patience and self-awareness. “I am a pretty empathetic person, but in business, you sometimes need to be quite hard-nosed and take a ‘business is business’ approach, primarily as a woman leader in my industry. “Working with these athletes, you need to take an approach to see life through their eyes to be better connected and give them what they need, which is your reason for being there.”

Finally, for managers and leaders considering volunteering, Tarlton urges, “Just do it! Don’t make excuses, get out there and volunteer and give something back. What you get back from giving is tenfold.”


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.

The Conversation: Speaking the international language of leadership

Photo by Sabrina Hyde

 

Now based in her adopted home of Wellington, Jane Diplock AO FIML is a professional director of some renown. The Australian has chaired and been a member of many boards and committees in the public, private and not-for-profit sectors.

As a leader, Diplock’s influence extends far beyond the shores of New Zealand. She is currently Chair of the Regulatory Committee of the Abu Dhabi Global Market, a director of the Singapore Exchange, a director of Australian Financial Services Group, a member of the Public Interest Oversight Board, a member of the International Advisory Committee to the China Securities Regulatory Commission and a member of the International Advisory Board to the Securities and Exchange Board of India.

As if all that weren’t enough, she has also previously chaired the Executive Committee of International Organisation of Securities Commissions and chaired the New Zealand Securities Commission, following an executive career in banking and public service. She was awarded the honour of Officer of the Order of Australia in 2003. Diplock recently found time in her hectic schedule to pause and reflect on management and leadership with IML ANZ chief executive David Pich CMgr FIML.

DAVID PICH: You’ve worked closely with senior business leaders in several countries including Australia, New Zealand, the UK, Spain, the United Arab Emirates (UAE), Singapore, China and India. Do leadership styles vary in these different nations?

JANE DIPLOCK: Actually, I think the globalisation of business has given many countries a shared understanding of leadership norms. The exceptional leaders I’ve encountered around the world have all had characteristics that they share. They include talent development, inclusiveness and being able to both lead from ahead and from behind. In other words, in some instances being able to inspire people who work with them and, in other instances, being able to encourage and mentor the people who work with them.


DP:
I’m glad you said that because the ability of a leader to inspire people is often overlooked. You’ve been a director and committee member of the Singapore Exchange, the SGX. Singapore is often lauded as a hot spot for innovation. What do you think Australia and New Zealand leaders can learn from places like Singapore?

JD: When I look around the Singapore Exchange, we have board members and staff who come from other countries as well as from Singapore. But the culture there is one of high professionalism and, as you say, entrepreneurship – there’s a great capacity to think outside of the box. I think that those qualities are very important in the business model of Singapore’s Exchange.

But I would be reluctant to somehow say that one nation should be the teacher and another the student. There are plenty of different approaches to innovation out there. Some of those different approaches have to do with culture and history and context. One is not necessarily better than the other.

I often meet New Zealanders and Australians in leadership positions in Singapore, not to mention the UAE, the UK, and the US. Those people bring their own nation’s entrepreneurial flair to bear on their leadership, and they often do it extraordinarily well.


DP:
IML ANZ recently collaborated on research called Match Fit, which concluded that many Australian businesses still aren’t ready and able to do business in Asia. You’ve worked in several nations across Asia. What advice would you have for Australian business leaders?

JD: I’d say: be very careful not to generalise. There are so many countries and regions in Asia with unique histories and unique cultures. Each one provides unique challenges and opportunities too. For example, if you’re dealing with a company based in Western China, you will face different issues to those you might come across with a company in Shanghai. You have to go back to what business model you’re working in and what you are trying to achieve there – then align that with the people in the particular country, region or city you are working in.


DP:
You have enjoyed a long and distinguished career. Have you had any mentors along the way who were instrumental in your success?

JD: A number of people have been generous enough to take an interest in my professional career. Early on, I worked in the public service for a truly great public servant, the late Gerald Gleeson AC, who headed up the Premier’s Department of New South Wales. He was very constructively critical and positive about my work and gave me highly professional advice about how to refine my leadership skillset. Later, when I worked at Westpac, there were a number of senior women who I looked up to who role modelled what a successful, modern businesswoman could be.

Role models can be very influential. I worked with Dame Quentin Bryce AD CVO who I think most Australians would agree is a fantastic individual. I looked at her career and the leadership she showed. She was a great role model for me. I also admire NZ Prime Minister Helen Clarke who led the country with great ability and took outstanding female Kiwi leadership to the world when she led the UN Development Programme.


DP:
You’ve worked extensively in regulatory roles in the financial sector, and as you know in Australia we’ve just had a royal commission into banking. The report was critical of regulators such as ASIC and APRA, suggesting they weren’t strong enough in dealing with misconduct. What did you make of it?

JD: I’ve been both a banker and a regulator so I have seen it from both sides. Unless you’ve been involved in regulation, it’s hard to appreciate the complexities of regulation. There is a balance to be struck between the punitive side and also trying to guide the right behaviour. That said, the misconduct revealed in the royal commission has been quite shocking and was rightly condemned. The client or customer must always come first in banking and financial services.


DP:
The royal commission appeared to say that personal greed was overriding any concerns for the customer. It found that workplace culture was an important contributor to that. Now the banks have to put things right. As a leader, what can one do to change a culture like that?

JD: I’d start with the remuneration policy, because fundamentally if greed is driving out customer consideration, then you start with the greed. So I would focus on the remuneration structure of the bonuses and salary increases. That’s one element.

I think the second element has to be training and the leaders themselves. Because if a person came through a culture for, let’s say, a decade of their career, where the primary motivation was the bottom line – the return for the bank – which is then reflected in their personal remuneration, then it’s very hard to turn that around. There can be a situation where some people have had that culture so ingrained that they find it hard to switch to a more appropriate way of doing business.


DP:
Many IML ANZ Members aspire to be board directors in all kinds of sectors and industries. Many moons ago, you made that step from management to board level. What advice do you have for Members seeking to make that same transition?

JD: While in a management role, I recommend getting some exposure to governance in a supportive environment where you can learn from people around the board table. I worked with a number of very senior people in those kinds of roles and I learned an enormous amount about how a board director operates and behaves; including the difference between operational involvement and looking from a more strategic perspective. Watching someone who is a master at that was incredibly helpful for me. The other thing I recommend is to get some formal training. IML ANZ, for instance, does a great job in providing Members with an intellectual framework to operate at a leadership level. I think continuing professional education helps to inform your thinking about what practical approaches you might apply in leadership situations. So I’d encourage Members to seek relevant professional development activities to prepare them for directorships.


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.

Cahoots reveal the keys to success in a turbulent environment

By Anthony O’Brien

 

By any estimate, a camping organisation that increases its annual number of camping experiences from 20 in 2015 to 50 three years later has enjoyed phenomenal business growth. IML ANZ Corporate Member organisation Cahoots achieved this stunning business growth and for its achievements earned the 2018 Sir John Storey Catalyst Award for Business Innovation.

The mission-driven, profit-for-purpose organisation Cahoots, and its team of 20 carers, manage a variety of weekly programs, training, and camps throughout the year, catering to children and young people of all abilities. However, in truth, Cahoots’ achievements extend beyond camp numbers. In 2016, Cahoots, formerly known as Kids Camps Incorporated supported 150 families in Western Australia. Today, the registered NDIS provider assists 600 families annually. It also provides disability consultancy and training services to the corporate and government sectors.

Moreover, Cahoots has been able to evolve and thrive in an environment where large numbers of NDIS providers are struggling to remain solvent. Almost one in three (28%) of organisations reported operating at a loss, according to the latest State of the Disability Sector Report from the National Disability Services (NDS), Australia’s peak body for non-government disability service organisations. Of the 44% who made a profit, many said this wasn’t meaningful in relation to CPI.

Cahoots, says CEO Jess Karlsson, has achieved its success by developing new and purpose-aligned revenue streams to create income through fees for services. This income is reinvested in the children, young people and families supported by Cahoots.

“Our mission is to provide opportunities for children and young people with disability and other exceptional challenges, with friendship, skills, and confidence. Moreover, our tagline is ‘connect, learn, celebrate’. So, we break down everything we do into those three words and connect people by bringing them together in camps and programs,” explains Karlsson.

Cahoots also caters to people without disabilities. “We consider ourselves an inclusive recreation and camping organisation, as opposed to a disability service provider. We run some family and carer camps as well.”

Karlsson continues, “We spent much time working on our strategy and realised that disability doesn’t have the same definition. So, a person with a disability isn’t just a person sitting in a wheelchair or isn’t just a person who’s got autism. It’s a lot of people – there’s learning difficulties, social anxiety, or depression. Mental health concerns. People who have trouble socialising.

“We also came to the point where anybody who would experience a challenge accessing the community, or has got some social barrier, those are the people we want to support. This also includes siblings of people with disability. It does include carers and yes, many, many people.”

 

INNOVATING FOR CHANGE

While Cahoots is ramping up its camp and program activities, the Perth-based NDIS provider wasn’t always such an award-winning success. When Karlsson, who has a Bachelor of Applied Science from Central Queensland University and various business diplomas from the UNSW Business School, arrived at the organisation in 2015, it only had two staff members and was offering a fraction of the camps it organises today. Karlsson, also a former CEO of the YMCA of Central Australia based in the Northern Territory, says, “The board recruited me specifically because of my background and commercial knowledge of the broader nonprofit sector and possible funding models.”

Following Karlsson’s appointment, she spent a year with the board on strategic planning, figuring out what Kids Camp Incorporated wanted to be. This process included much consultation with members, staff and volunteers, and the collaboration resulted in the name change to Cahoots, announced in February 2017.

“The traditional meaning of cahoots is about collaboration and working together,” explains Karlsson. “Our mission is about bringing people together. Whether it’s people with disability, or children, or Aboriginal families, or corporate groups, it’s all about just that kind of sense of teamwork, and cahoots is a word that goes with anything. So, it could be Cahoots Consultancy, Cahoots Camps, Cahoots Childcare. Using Cahoots just gave us more commercial opportunities.”

 

SURVIVING AND THRIVING

As mentioned earlier, many NDIS providers are struggling to remain solvent at present. Karlsson believes Cahoots is blossoming in the post-NDIS environment for several reasons. “The fact that we are small has given us the opportunity to build an organisation from the ground up, as opposed to tearing one down.”

The NDS State of the Disability Sector Report 2018 found significant merger activity in the disability sector, with almost three out of 10 organisations saying they had held merger discussions over the past 12 months, mainly to improve efficiency and broaden services. Thirteen per cent discussed winding up in 2018.

Karlsson continues, “Many organisations in the disability sector are known for having reasonably high overheads, and quite a lot of middle management. We’re really lean. As the CEO for example, I was doing things like creating Facebook pages and updating social media. For at least the first year it was me, with only two staff members, who did everything in the organisation.” In other words, the early days of Cahoots mirrored a small business start-up. Karlsson also relied heavily on the theories of management and business guru, Michael Porter.

“Porter talks about strategy being either everything for a very small target market or doing one thing for a large target market,” says Karlsson. “Camping is our core business. We do a few things around it, but camping is what we do. Moreover, we can do that for a large target market whereas most disability organisations tend to go for the opposite strategy, which is to do everything for a small target market. So, all of their revenue is dependent on NDIS funding.”

In contrast, Cahoots has a diversified revenue stream, separate from camping experiences, which includes training and consultancy services to businesses, other non-profits and government organisations. “We show businesses how they can become more accessible and inclusive. Moreover, we’ve had some big wins doing that. We’re expanding that area.” Some of Cahoots clients include Bankwest, the City of Perth, WA’s most significant local government area, as well as other local councils.

If like me, you’re wondering what consultancy and training services Cahoots would offer Bankwest or the City of Perth, Karlsson good-naturedly explains it doesn’t involve instructing bank tellers or council workers about ways to assemble camp tents. “We talk about disability standards and building codes and so on. However, it’s more about giving people hands-on experience about what it feels like to be excluded or have a disability. So, putting people in wheelchairs, or giving people visual glasses that replicate having vision impairment. It gives people the opportunity to know what it feels like to have an impairment, and build their empathy, resulting in a more inclusive business.”

Cahoots also partners with several organisations wanting to offer occasional camps for their clients, which are known as coordinated or ‘contracted camps’. “This is a significant part of our business model and allows for activities and outcomes to be directed by a client organisation, with Cahoots managing logistics, staffing and risks associated with camp delivery,” explains Karlsson.

 

RECOGNITION AND AFFIRMATION

Winning the Sir John Storey Catalyst Award for Business Innovation has proven to be very positive for the team at Cahoots. Karlsson, who recently began studying for IML ANZ’s Chartered Manager (CMgr) designation says the award is a very positive acknowledgment. “It’s good to receive a recognition that we are doing well from an external, accredited peak body such as IML ANZ.

“It’s also good to receive recognition from someone else because we think, internally, we’re doing pretty well. However, it’s good to receive that affirmation, and it also is a great opportunity to continue to develop our staff. There is a handful of our staff who are going to do the professional development that’s available through IML ANZ.”

Karlsson believes Cahoots won the Sir John Storey Catalyst Award for Business Innovation for “its ability to innovate its way through the NDIS, where others are having to go through acquisitions and shutting down”.

“Many organisations are making big, big groups of people redundant. However, we can’t even keep up with recruitment. We’re constantly hiring,” she confirms.

At the same time, Cahoots is heavily focused on staff retention and development, which in combination are major contributors to the NDIS provider’s business success. Karlsson explains, “We’ve done much development with the staff, and we’re generous. We spend about 5% of our overall expense budget on staff development when many companies would spend closer to 1%.”

Cahoots staff are offered interstate exchanges and an annual leadership camp focused on skills development. There are internal workshops for business planning, communication, and sessions devoted to organisational culture. “We did much work on our culture in 2018 and fixed a few problems. A key part of the strategy when it comes to culture and cultivating business acumen has been our decision to recruit from outside the disability sector.

“We’ve got people with backgrounds in early education, recreation, business management, government and who have a diverse range of qualifications,” says Karlsson. “We’ve got a librarian as our office manager, who is very organised, and a fantastically inclusive teacher as a volunteer coordinator. We look for those personal qualities and always consider what type of person we need for a role, and then employ or recruit accordingly.”

 

A LOT MORE THAN MONEY

Working with IML ANZ provides Cahoots with the opportunity to increase the profile of the organisation and the profile of the disability sector. “In community services, whether the organisation is working with a disability or young people, it’s essential that businesses and larger organisations understand what we’re doing, and there are opportunities by working with us and things that we can learn from each other,” contends Karlsson.

“Sometimes large organisations or corporates might think charities don’t know what they’re doing, and that’s why they never have any money. However, it’s not that at all. There’s a lot of brilliant people working in charities because they believe in the purpose.”

Finally, Karlsson advises a manager or leader considering a career in community services to “let go of your salary expectations”.

“Rather, think about the richness that can be added to your life as opposed to how rich you can become financially.” She continues, “I know there’s no reward financially that would take me out of Cahoots right now. I am surrounded by amazing people who share my commitment to our mission, and I don’t think that you can pay for that.”


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.

Steadying the ship: How to lift team performance when morale is low

By Nicola Field

 

The mark of any great leader is to continue delivering the goods during times of uncertainty, pressure and flux. Leadership Matters caught up with three award-winning IML ANZ Members, who each lifted their teams’ spirits when the going got tough.

 

FACTORS THAT IMPACT MORALE

Plain sailing never lasts indefinitely, but the factors that can impact team morale are not always clear cut.

Cindy Welsh MIML, General Manager, Health and Wellbeing at St John Ambulance Victoria, says, “Morale can be impacted by things like corporate downsizing or gearing up for a new contract. Or poor morale may simply have been allowed to fester for some time.”

Paul Hughes FIML points to another way that morale can be sapped. Reflecting on his experience with the Australian Air Force Cadets, he explains, “One of the key reasons people join an organisation is because of its vision and its values. Any deviation from those values can impact morale.”

In Hughes’ case, the challenge of declining morale was the result of stagnation. He recalls, “When I came to 3 Wing (NSW and ACT) Australian Air Force Cadets, nothing had really happened for 10 years. People had lost their way and lost their sense of wanting to deliver an experience that our cadets deserved. There had been no growth, no innovation, and no real sense of direction and purpose.”

 

WATCH FOR WARNING SIGNS

In order to manage flagging morale, it’s necessary to recognise the warning signs.

Welsh explains, “A drop in morale can manifest itself through an increase in sick leave, higher staff turnover or poor performance. Or human resources personnel may be noting an increase in behavioural issues – perhaps more employees treating each other or their managers inappropriately. This can be a sign of underlying frustrations.”

She cautions that leaders and managers may ignore the warning signs because the company or department is performing well. Welsh notes, “This can be a sign of the ‘A-team’ syndrome, where competence and results are high. But they are not sustainable over the long term because people are unhappy.”

 

Welsh adds that business leaders don’t always pick up on how low morale has sunk. “They may ignore the warnings that their senior people have highlighted, or may base their opinion of staff morale purely on their own interactions within the workforce,” she says. “But not all staff are comfortable giving direct and frank feedback to the CEO or business leaders. It’s important to listen to your managers and, if you’ve been given consistent feedback, it needs to be explored.”

 

BE THERE. BE IN THE MOMENT

Leadership during challenging periods hinges on being visible. Welsh says there can be a “propensity to retreat from people during times of change”. But she adds, “Transparency with your employees is incredibly powerful. Don’t hide things from your staff.”

Welsh recommends, “Sit in the lunch room with your people and talk to them. Just listen. Hear people out. And do not underestimate the power of peer-to-peer influence. It can see low morale quickly spread throughout an organisation – even across different geographical locations.

“Think about how you can tap into influencers,” advises Welsh. “Use their powers for positivity, encouraging them to champion your change or cultural initiatives.”

Hughes suggests a similar approach, saying, “A lot of building morale as a leader involves being prepared to listen and see what you can do about the situation. Be prepared to take action on what people say – it’s not a matter of paying lip service.” He too recommends identifying ‘champions’, who will actively support your cause. “They will help to dispel the cynics,” says Hughes. “After all, peer pressure is the best pressure of all.”

BEING COMFORTABLE WITH FAILURE

There is no one-size-fits-all solution to lifting team spirit, and the approaches of the different leaders interviewed for this article proves the importance of a tailored strategy.

Professor Scott Bowman FIML, recently retired Vice-Chancellor of Central Queensland University, believes the social element of workplace teams can have a significant impact. He says, “It’s all about pulling together a group of people, who really get along well so that you have a team that celebrates shared successes and commiserates when things don’t go so well.”

He adds, “Leaders can organise events that allow everyone to take time out for reflection sessions. It’s important to look at what went right, and what went wrong. These are not just planning sessions, they are true reflection sessions.”

Professor Bowman notes, “It’s critical for these sessions to have a social element. I quickly worked out for example, that my team were all incredibly bad karaoke singers but they were all prepared to have a go.”

Perhaps surprisingly, Professor Bowman also highlights the importance of making mistakes. He explains, “It’s important for the team to be comfortable with failure. I’m a believer in the 70:30 rule, which says you can expect success 70% of the time and failure 30% of the time. If you have a failure rate below 30% you’re doing something wrong – you’re not trying enough new steps or strategies.”

Of course, the 70% of successes have to compensate for the 30% of failures but Professor Bowman notes, “The key is to pass this appetite for risk-taking down the line through your team. I was always open with my team about the 30% failure rate, and yes, it is unnerving for some people. However, it pays off when you achieve that 70% success rate.”

Welsh holds a similar view. “Foster a ‘no blame’ culture in the workplace,” she advises. “If people think they’ll lose their job because of a mistake, they will never speak up. Employees need to feel psychologically safe and comfortable about admitting to a mistake. Just as importantly, they need to understand what they could have done better and what they have learned from mistakes. Organisations that embrace continuous improvement and adaptive leadership will be the future game changers.”

The ability to accept mistakes extends to leaders also. Hughes notes, “You can collaborate until the cows come home, but ultimately decisions have to be taken. As a leader it’s about not being frightened to make tough decisions.”

Moreover, Hughes says it is important to be able to say, ‘You know what, we didn’t get it right, so what do we need to do now to change this to get the right result?’

 

HARNESS THE POWER OF PEER REWARDS

For Cindy Welsh, a simple recognition program was instrumental in lifting engagement and workplace morale. She says, “Managers can recognise individual staff, but at St John Ambulance Victoria we introduced the FISH! methodology, which sees peers recognise the efforts of each other.”

As Welsh tells it, prior to the introduction of the FISH! program, St John Ambulance Victoria had peer-to-peer engagement of 52%. Three years later, the program has boosted employee engagement to 95%.

Welsh says, “Thanking and acknowledging peers has now become part of our culture but it has taken time for this behaviour to resonate across the organisation. Increasing peer engagement is a slow burn.”

 

CREATE A BRAND OR LOGO FOR BONDING

For Paul Hughes, leading a volunteer organisation called for a different response. “We set about identifying how people were really feeling, digging deep into the issues at heart.”

He says, “We found there was no visual identity for the Wing – no branding or logo. So we developed a new logo as a visual identifier, one that best reflected the geographical area we served, which was NSW and the ACT.”

From here, Hughes helped to create a sense of purpose with the mantra ‘Setting the standard, leading the way’.

Hughes was mindful of including all stakeholders wherever possible. “By involving various stakeholders throughout the change process we were able to win over the hearts and minds of our people. This in itself became an integral part of boosting morale.” He adds, “It was about getting everyone on board the journey”.

The reward for Hughes has been a steady increase in the retention rates of cadets and staff over the past four years as well as increasing numbers of people wanting to join Australian Air Force Cadets.

With a keen eye for how your people are feeling, and some tailored strategies, it is possible to steer your team through challenging times.


This article originally appeared in the June 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine.

The Info: Books on resilient leadership

By Sarah McDuling

 

When it comes to resilience in business, the simple truth is that it isn’t all that different from resilience outside business.

Resilience is defined by the ability to recover after a setback, to adapt quickly to change and persevere when faced with adversity. Learning how to view failures as opportunities, to remain calm in stressful situations, to build a supportive social network and take the time to clarify your goals… these are all important life skills that everyone should have both in their professional and personal lives.

The components that help make a person happy and successful in their personal life (self-assurance, life goals, friends) are the exact same components that help make people successful in business. For example, most strategies to build resilience in business tend to revolve around four key elements: Confidence, Purpose, Social Support and Adaptability.

When you consider those four key elements, it starts to become clear that in many ways, a ‘resilient’ person is really just an optimistic and emotionally stable person. Or in other words, a happy person. If you want to build your resilience, you need to work towards increasing your self-confidence and maintaining a positive outlook.

The reading list on this page contains an inspiring selection of books about resilience. Here you will find some of the best ‘how to’ guides, full of useful tips and strategies to help you build the skills you need to improve your business life, as well as your personal life.

Reading these books will help you develop skills to cope with a stressful work environment, manage time effectively, deal with sudden upheavals and adapt to change. Most importantly, these books will teach you the importance of looking after yourself so that you are better equipped to deal with whatever problems and setbacks may come your way.

When we hear the word ‘resilience’ we so often associate it with being strong, tough and determined. The books on this list will help you to understand that ‘resilience’ isn’t really about strength. It’s about emotional intelligence, positive thinking and self-care.

A resilient person is a happy person… so happy reading!

 

Books to inspire resilience

RESILIENCE BY HARVARD BUSINESS REVIEW

This book reveals the traits of those who emerge stronger from challenges. It also provides advice on training your brain to withstand the stresses of daily life and presents an approach to an effective career reboot.

 

DIGITAL RESILIENCE BY RAY ROTHROCK

This powerful guide provides the digital resilience-building strategies you need to prevail – no matter what strikes.

 

RESILIENCE AT WORK BY DEBORAH M KHOSHABA, SALVATORE R MADDI

Why do some people remain so calm and collected in the face of looming deadlines, combative meetings, impending layoffs, and turbulent changes? And why are these seemingly unflappable people the ones who consistently get ahead in their lives and their careers? This book provides the answers.

 

HOW TO BE HAPPY BY LIGGY WEBB

You can make the decision right now to be happier if you really want to be, says author Liggy Webb. Life is what you make it, she says, so learn how to be happy, effective and energetic.

 

OPTION B BY SHERYL SANDBERG, ADAM GRANT

From Facebook’s COO and Wharton’s top-rated professor, this powerful, inspiring, and practical book is about building resilience and moving forward after life’s inevitable setbacks.

 

FLY! BY RICHARD DE CRESPIGNY

In Fly!, Richard de Crespigny shares the insights and techniques he built up over decades in the high-pressure world of military and civilian aviation. Covering leadership, teamwork, risk assessment, decision-making, crisis management, lifelong resilience and more.

 

POSITIVE THINKING BY GILL HASSON

This book gives readers the tools to view life with a positive outlook and charge ahead in achieving goals that once seemed out of reach.

 

TRAIN THE BRAVE BY MARGIE WARRELL

Train the Brave is a handbook for being more courageous. Written for busy people on the go, its short, focused chapters provide practical tools and empowering perspectives to help you build your ‘courage muscles’ in work, relationships and life.

 

THE PURSUIT OF HAPPYNESS BY CHRIS GARDNER, QUINCY TROUPE

The astounding yet true rags-to-riches saga of a homeless father who raised and cared for his son on the mean streets of San Francisco and went on to become a crown prince of Wall Street.

 


Sarah McDuling is the Senior Content Producer for Booktopia and the Editor of the Booktopian Blog.

This article originally appeared in the June 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine.

Career Doctor: Why is coaching and mentoring so important?

By Peter Cullen FIML

One of the greatest privileges and sources of satisfaction for a manager is to become a coach or mentor. It’s always a privilege to have someone demonstrate their trust in you and there’s nothing more satisfying than witnessing someone achieve a desired outcome. It can have a profound impact on the individual, the manager and the organisation.

Often coaching and mentoring are mistaken for being the same thing with a different name. They are in fact, very different.

 

COACHING

When is it coaching?

Coaching is typically provided by an immediate manager to help people develop competencies, new skills and self-awareness. It also assists in improving performance and equips the coachee for new responsibilities and professional development. Importantly, it is 100% coachee-focused, open and honest. When coaching, the coachee must think of potential alternatives, determine solutions, confirm goals and take ownership, responsibility and accountability for outcomes. On the coach’s side, you spend around 80% of the time listening and 20% asking open, probing and expansive questions to stimulate the coachee to develop and confirm their next steps.

What is a good coaching model?

A very simple and popular model for coaching is GROW: goal, reality, options and wrap up. Goal is the agreement on the specific objective of the conversation. Reality is the discussion around your past and current state. Options involves creatively thinking about potential solutions. Finally, wrap up confirms the best solution set against a plan that includes follow-ups and timing of completion stages. Although GROW appears linear, you may find the need to move backwards and forwards between the steps as more information is provided.

Can coaching be informal?

While coaching can be formal or informal, following a structure leads to lasting results. For instance, if a direct report often comes to you with a problem and you happily provide a solution, that’s informal coaching. Being time poor, you might feel satisfied that you were able to provide a quick solution. Unfortunately, you are also teaching this person to come to you for answers instead of thinking for themselves. This is an ideal situation for the quick and effective use of GROW. You may also use GROW formally during performance discussions, professional development or when helping team members consider potential career aspirations.

 

MENTORING

When is it mentoring?

One difference between coaching and mentoring relates to who mentors you. Unlike coaching, a mentor is typically someone you do not report to or know, is several positions more senior and has broader experiences and knowledge in your field. It is important to have a safe, trusting and confidential environment knowing you can speak openly about your concerns and desires. Many companies also provide mentoring programs that give you access to mentors in other organisations or you can source one through colleagues, networks and business associations. Details of IML ANZ’s mentoring program can be found at managersandleaders.com.au/mentoring-program

What makes a good mentor?

Good mentors ensure the relationship is goal-oriented, focused on you and have your best interest at heart. They will happily share wisdom gained from their personal and professional experiences and guide you to build capability in areas that match your goals. The very best mentors will invite you to reshape your thinking and consider the bigger picture as part of their commitment to help you.

Coaching and mentoring are vital and valuable skills that add a great deal of depth to your role as manager. It allows you to develop individual and team capability while nurturing an open and honest environment built on a foundation of trust. Importantly, acquiring and using these skills not only benefits the coachee but increases your value as an asset to the business.


Peter Cullen is an education and training facilitator. He conducts three-day programs that engage participants in developing and implementing their capabilities as managers and leaders.

This article originally appeared in the February 2019 edition of Leadership Matters, IML ANZ’s quarterly magazine.

Step into the public speaking spotlight with confidence

By Nicola Field

 

Comedian Jerry Seinfeld nailed our phobia of public speaking when he said, “According to most studies, people’s number one fear is public speaking. Number two is death. This means to the average person, if you go to a funeral, you’re better off in the casket than doing the eulogy.”

Our dislike of public speaking can come down to fear of rejection, according to Tim Bevan AFIML, Chairman of the IML Speaker’s Forum in Brisbane. He explains, “Suddenly we are separated from the herd and we have innate concerns about ‘will the audience be hostile?’ Or ‘will I bore them?’”.

Rather than avoid public speaking altogether, taking steps to improve your skills can boost your confidence – and your career.

 

REPEAT, REPEAT, REPEAT

Emma_Bannister_Presentation_Studio
Emma Bannister, CEO, Presentation Studio

Emma Bannister is the founder and CEO of Presentation Studio, specialising in presentation writing, design and training. She says, “Preparation is so important, and nerves should encourage better presentation.” Bannister believes content is critical. “This is your foundation,” she says. “If your content is good you can be confident in your own message. It can be a massive game changer when you know the information you provide is helping your audience achieve something.”

The clincher is to deliver content in a way that is clear. “Keep the message simple, and repeat your most important points so that people can understand them, remember them, and act on them,” advises Bannister.

Technology has changed the way we deliver presentations, and PowerPoint in particular is widely used, though not always to best effect.

“PowerPoint slides should never be used as a script to read from,” Bannister cautions. “Having a lengthy essay appear on a slide is the equivalent of using a crutch or autocue.” Moreover, she notes that when an audience is focused on reading the screen, they can’t listen to what’s being said, and that makes the speaker irrelevant. Bevan adds, “PowerPoint slides should only feature three or four bullet points, this way the speaker can talk around those points.”

 

FEEL THE ENERGY

When it comes to managing nerves, there’s a lot to be said for the old maxim ‘take a few deep breaths’. Bannister explains, “Deep breathing is critical to ensuring oxygen flows to your brain so you don’t forget what you are saying.”

While it may sound counter-intuitive, the quality of your delivery will improve if you regard your audience as friend rather than foe. “Instead of being afraid of your audience, make eye contact with audience members and use their energy,” suggests Bannister.

“If you’re speaking in a darkened auditorium, ask for the stage lights to be dimmed so that you can see members of the audience.”

Nerves can be the catalyst for rapid-fire speech, and this can seriously downgrade the quality of what you say and the image you project. As Bannister explains, “We often speak rapidly, or talk a lot just to fill in space. Slowing down your pace and allowing for pauses is vital. Have a sip of water if necessary but pause long enough to allow a message to sink in with your audience.”

According to Bevan, a pace of around 120 words a minute is ideal: “When we speak quickly we lose the power of pause, gesture and intonation.”

Speaking slowly also improves clarity. This matters because as Bannister points out you may have audience members who are not native English speakers. This further highlights why simple icons rather than lengthy essays are a must for PowerPoint slides.

 

PRACTICE MAKES PERMANENT

 

Tim_Bevan
Tim Bevan AFIML, IML Speaker’s Forum Chairman

Sitting through a monotone speech can be tortuous, and good speakers contrast their pace, volume and modulation. Bannister notes, “As human beings we like change – a bit of variety helps to keep everyone actively listening.” It may sound like a tall order but it can all come with practice. “Don’t just read through your speaking notes on your screen,” says Bannister. “Say them out loud to your team, your kids, the family pet – anyone who will listen. Get someone to video you – or video yourself.”

Bevan emphasises the need to rehearse, saying, “Practice makes permanent, and practising using the wrong techniques can become habit forming.” In his involvement with the IML Speaker’s Forum, Bevan has seen the benefits of practice combined with constructive criticism. Ryan McKergow MIML, for instance, is a current member of the IML Speaker’s Forum and was recently awarded an IML ANZ Sir John Storey Leadership Award in the Emerging Leader category. McKergow joined the group in early 2018, and says, “I’ve noticed a dramatic improvement in my public speaking ability, and also in my day-to-day communications, which is vitally important in my role as a leader.”

 

DANGER ZONES

For nervous speakers, a lectern can seem like a safe harbour. However, Bannister cautions “Audience members often don’t like it when a speaker stands behind a lectern.” She recommends enquiring about the availability of a remote system for the microphone, so that you can move around a little.

The key word is ‘little’. Going overboard with gestures – or repeat gestures like pointing and waving, can be distracting for the audience. Bannister suggests: “If you’re not sure what to do with your hands, follow the likes of Barrack Obama, whose resting position was often one hand on top of the other just below his watch. When speaking, his hands were expressive and animated but not repetitive.”

When all else fails, smile. According to Bannister, “As a general rule, when the speaker smiles, the audience smiles back.”

The thought of fielding questions from an audience can be especially daunting as this is one area where curve balls can be thrown. Bannister says it is possible to control at least part of this by explaining at the outset that you will be speaking for 10 or 20 minutes and taking questions at the end of your presentation. “This discourages interjections and maintains the flow of your presentation,” she notes.

At some stage, you will need to respond to questions, and even Bannister admits “this can be tough”. She advises, “Always start by repeating the question so that everyone else knows what was asked. Make eye contact with the person, and even if you don’t have a ready answer, explain how you are addressing the issue moving forward.”

 

THE NO-GO AREAS

When it comes to workplace presentations, humour can be risky business. “What is funny to you can be offensive to some of your audience members,” cautions Bannister. Play it safe by skipping the jokes altogether.

Bannister also believes metaphors can be equally hazardous: “I’ve seen US-based speakers consistently using baseball analogies, talking about home runs. Audiences outside of the US can become quite upset about this.” She says this highlights the need to “Respect your environment and use analogies that are relevant to your audience – if you must use them at all.”

Few things can be more uncomfortable than the sinking feeling that your audience has lost interest, and unfortunately, these days, people may even start checking their phones during a presentation. That may seem impolite, but the onus is on the speaker to prevent this happening. “Mixing up your content, visuals, and tone of voice and volume keeps the energy and engagement of your audience,” says Bannister. “People notice when things change so keep a good mix.”

Ultimately, a good presentation is relevant to your audience. As Tim Bevan points out, “Don’t focus on yourself, focus on the audience. Your aim is to be a person of influence over your audience.


This article first appeared in the February 2019 print edition of Leadership Matters magazine. 

7 leadership lessons from Indra Nooyi

Few people in the corporate world command the respect that Indra Nooyi receives. Consistently listed as one of Time’s 100 Most Influential People and Fortune’s Most Powerful Women, she is praised largely as a forward-thinking leader. Her adaptive response during her 12-year tenure as CEO of PepsiCo helped revenues grow from US$35 billion to US$63.5 billion while at the helm.

Beyond aiming for financial success, Nooyi was also the chief architect of Performance with Purpose. This saw PepsiCo step up their growth efforts while making a positive impact on the environment and society.

Nooyi has accumulated a treasure trove of leadership lessons. Here we share just seven gems from this business powerhouse:

 

1. THANK PEOPLE

One of the most unusual things Nooyi did as CEO of PepsiCo was to write more than 400 letters each year to the parents of her senior executives. She was inspired after a family visit to India. She watched her mother bathing in praise from visitors who congratulated her for her daughter’s stellar career. Moved, Nooyi went back to PepsiCo and penned the letters to the executives’ parents. “I wrote a paragraph about what their child was doing at PepsiCo,” she told CNBC. “I said, ‘Thank you for the gift of your child to our company.’”

 

2. KEEP LEARNING

As CEO, Nooyi made the tough decision to overhaul PepsiCo’s IT system. To understand the technologies required, CNBC reports she read 10 textbooks cover to cover and had professors on call to answer her questions. This legwork didn’t just inform her and help her clearly identify the right solution, it also empowered her to face sceptics hesitant to make a change.

 

3. LEAD BY PRINCIPLE

Indra’s legacy is evident in PepsiCo’s guiding principles. These inform every action and message from the global giant. These six principles are:

  1. Care for our customers and the world we live in.
  2. Speak with truth and candour at all times.
  3. Respect others and succeed together.
  4. Sell only products we can be proud of.
  5. Win with diversity and engagement.
  6. Balance short term and long term.

 

4. STAY TRUE

Never one to imply a veneer of perfection, Nooyi is refreshingly honest. She is candid about the relentless hours required to be an effective CEO, and the toll that takes on her personal time as a result. Nooyi was known to work as many as 20 hours a day, often seven days a week. When asked if that made her a good role model, she answered, “Probably not.”

 

5. BRAVE CHANGE

Nooyi recognised the need to accept change as part of the course large companies take. She started putting key elements in place at PepsiCo that are now considered normal by most companies. Today, PepsiCo is no longer just synonymous with soft drink, but now has a new strong ethos of healthy product choices and a socially responsible mission.

 

6. FOLLOW YOUR MORAL COMPASS

In the 12 years with Nooyi as CEO, the beverage giant continued to be guided by Performance with Purpose. As a result, PepsiCo made the Ethisphere’s list of the world’s most ethical companies during each of those years.  ey also made a commitment to improving access to clean water in developing communities, winning PepsiCo the Stockholm Industry Water Award.

 

7. ENCOURAGE INNOVATION

Not one to leave her company standing still, Nooyi believed in innovation. She gave her management team cameras and photo albums to visit retailers and discover innovative opportunities. Additionally, Nooyi brought in an innovation expert from 3M to spark creativity within PepsiCo. The company also runs the Nutrition Greenhouse, a collaborative accelerator of emerging and innovative businesses using healthy ingredients, or waste from the food industry.

 

This list only just scratches the surface of leadership lessons from Indra Nooyi. She’s a leader like no other who excels in everything from financial literacy, employee empathy, having a strong vision, moral leadership, embracing change and remaining true to herself. Her example can help any leader become someone people want to follow.


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

 

Using plastics to save the environment

By Nicola Field | Photo by Anna Rogers

 

FNQ Plastics is a custom fabrication specialist with an environmental focus and an end goal of reducing waste into landfills. Lesley Van Staveren is quick to point out that the products they sell are either made from recycled plastic or can themselves be recycled.

“We’re educating people that plastic is a good material if it’s used in the right way,” she says, noting that the HDPE tanks sold by the business can be recycled into surprisingly diverse products such as decking or privacy screens.

 

ECO-FRIENDLY OFFICE

As the 2017 Cairns Businesswoman of the Year, Van Staveren brings her eco-friendly approach to the workplace. “We don’t have any single-use products in the office,” she explains. Even employee bonuses are handed out in re-usable keep-cups and, not surprisingly, the entire FNQ Plastics team shares Van Staverens’ passion.

“We have a very strong team, with a pro-active culture where opinions are shared, and everyone gets involved,” she says.

 

BECOMING WASTE WISE

Living on the doorstep of Australia’s iconic Great Barrier Reef has played a role in Van Staveren’s commitment to recycling and waste reduction. “When people see the devastating impact of waste on this pristine environment, they want to have a voice,” she notes.

It’s this voice that Van Staveren is bringing to her community.

A little more than two years ago, she set up the Cairns Committee for Waste Reduction, galvanising locals to get involved. “I picked up the phone and contacted different interest groups, businesses, and people to gather a broad cross-section of ideas,” Van Staveren recalls.

A year later, the Committee is having a big impact at a grassroots level. “We provide workshops, help businesses become waste wise, and later this year we’ll host an awards ceremony to recognise waste wise enterprises.”

 

AN EQUAL PARTNERSHIP

With three children aged under five, Van Staveren admits she couldn’t manage her hectic schedule alone, and it’s the strong, equal partnership she shares with her husband that makes it all possible. But Van Staveren isn’t content to rest on her laurels.

The couple are hoping to open a plastics recycling plant. With an estimated cost of A$4 million it’s an ambitious project, however initial funding under the federal Regional Jobs Investment Package has allowed some early research to go ahead, and now it’s a case of watch this space.

A commitment to sustainability has allowed Van Staveren to build a strong team and a healthy business while also giving back to the community she loves. But what of those raised eyebrows when she mentions she owns a plastics business? “It’s certainly a conversation starter,” Van Staveren laughs. “But it also brings the human element back to the issue of recycling – and that’s a good thing.”

Step-by-step guide to mentoring

By Nicola Field

 

Lleyton Hewitt and Pat Rafter; Mark Zuckerberg and Steve Jobs; the Teenage Mutant Ninja Turtles and Splinter the rat. Look behind many household names, and chances are you’ll find a successful mentorship.

That’s because leadership is not about being the best. It’s about bringing out the best in others. And this lies at the heart of what mentoring is all about – allowing up-and-comers to tap into the knowledge and experience of someone who’s been there before them.

What’s particularly special about mentoring is that it benefits both people in the relationship. But it’s a partnership that calls for careful management to deliver maximum results.

 

TWO-WAY REWARDS

A wealth of studies confirm the power of mentoring. Mentees typically enjoy increased compensation, a greater number of promotions and enhanced career satisfaction. They are more engaged in their workplace and feel more positive about the organisation they work for.

On the other side of the partnership, mentors can also enjoy greater career success and personal fulfilment.

Mobile Learning Business Manager at the University of Melbourne, Edwina Coller AFIML, has extensive experience as a mentor both through local government initiatives and, more recently, through the formal mentoring program – Member Exchange – run by IML ANZ. Coller’s personal experiences confirm research findings.

“I really enjoy watching people expand, grow and move forward,” she says. “I’ve seen mentees make extraordinary leaps and bounds – to new jobs and new titles – it’s very exciting!”

Onno Van Es FIML, Manager HR Strategy and Engagement, Mackay Hospital and Health Service, has been a mentor for nine years. He agrees that the pluses flow both ways: “Mentoring is extremely good for my own self-development through the sharing of experiences and the self-reflection it brings.”

Van Es cites the example of a mentee he worked with, who was highly qualified but quite introverted and keen to learn about self-promotion. Together, they set out to build the mentee’s confidence. Van Es observes, “It made me realise that I can have similar people on my own workplace team, and I could use the same techniques to help them reach their full potential.”

 

CONNECTING THE MENTEE WITH THE RIGHT MENTOR

Emily Allen-Rose MIML, who oversees IML ANZ’s mentoring program, says, “The beauty of mentoring is that it provides a very individual perspective – an ability to focus on exactly where the mentee wants to improve, and that gives mentoring an intensity that you just don’t get through group training sessions.”

For mentees however, it can be challenging to find an appropriate mentor. As Coller points out, seeking out a more experienced colleague within their workplace is not always the best solution.

She explains, “There are often areas that mentees don’t want to discuss with their manager because it’s about them personally and not relevant to their role.” The sorts of issues Coller is referring to can range from job interview tips to the career impact of starting a family. Topics that understandably may be off limits with a workplace manager.

Coller notes that other areas of mentoring such as learning how to conduct a meeting or how to get a team to listen to you, can be difficult to raise with a manager. “The mentee may be concerned it will reflect poorly on their skill and abilities,” she explains.

It can make outside mentors a sensible option though this can be a costly process. As the value of mentoring becomes widely understood, the number of organisations offering a user-pays mentoring service has mushroomed. Some industry bodies offer programs for as little as A$300 though mentoring programs available through the private sector can cost upwards of A$10,000.

That’s where IML ANZ’s program fills the gap. Not only is it free to IML ANZ Members, Allen-Rose explains that their mentoring program uses a professional matching service that ensures a strong correlation between the mentee’s goals and objectives, and the mentor’s experience and industry background. This matching can be especially helpful when mentees are looking for guidance on niche issues such as working in a particular overseas location.

 

SETTING THE PARAMETERS

Allen-Rose is quick to point out that mentoring is by no means an easy shortcut to career success, and the first meeting is essential to set some ground rules. She says mentors and mentees are encouraged to discuss expectations and boundaries – the latter being instrumental in establishing confidentiality and building trust.

For Coller, the number one factor to be bedded down is the mentee’s motivation. “As I’m giving up my time for the mentee, I want a commitment from them, and it’s critical that the desire to be mentored comes from the individual not from their boss,” she explains. “The mentee has got to want it for themselves – be prepared to invest in themselves, make change in their own life, and they’ve got to be prepared to put the work in.”

In fact, gauging the mentee’s level of commitment is critical. A US study found successful mentoring relationships were characterised by mutual respect, clear expectations, personal connection, and shared values. Failed mentoring relationships, on the other hand, were characterised by poor communication and lack of commitment.

 

 

ESTABLISHING GOALS, BOUNDARIES AND FREQUENCY

Research by recruitment firm Robert Walters found that mentoring can be most effective when a clear set of goals is in place backed by calendar dates that confirm the frequency of meetings.

In terms of goal setting, Van Es says, “Different mentees all have different reasons and motivations for seeking a mentor. That’s why I always start out by asking, ‘What do you want to get out of mentoring?’”

He notes, “For some mentees it can be a single issue goal such as building their LinkedIn presence. Others are making a transition in their career; some want to improve their networking skills.”

Coller also onboards mentees by discovering what they hope to achieve: “This helps to formulate a direction, and from there a strategy.”

In terms of a timetable, IML ANZ’s mentoring program spans four months with a recommended six to eight meetings though Allen-Rose notes this is flexible. “We suggest the initial meeting lasts 1.5 to 2 hours,” she says. “From there, meetings are generally held every two to three weeks.”

As a guide to the degree of flexibility, Coller says she generally meets mentees for two hours in the first meeting, with one-hour monthly meetings thereafter.

IML ANZ’s mentoring program formalises the relationship by asking mentors and mentees to sign off on set terms and conditions. “It’s our way of establishing boundaries but it also represents their commitment to the mentoring partnership,” explains Allen-Rose.

 

mentoring experts

THE MENTORING METHOD

Exactly how the mentor helps the mentee achieve their goals varies widely. Van Es explains, “My style of mentoring is based around adult learning principles. It’s not a lecture style of learning, where I provide all the answers. Rather, I focus on the mentee taking ownership of their learning by being internally motivated and self-directed. At the end of the day the mentee has to drive the learning process.”

Coller uses a similar approach, saying, “My belief is that the mentee often has the resources they need within themselves – sometimes they just can’t see how to draw upon their own abilities.”

Reflecting this, Coller focuses on the mentee’s strengths and how they can tap into these. “It’s about leveraging what’s working well. We tend to lose sight of this within ourselves. But when you foster this, a person can truly develop.”

Flexibility is the key according to Van Es. “The strength of mentoring lies in developing a program unique to the individual mentee. It’s a bit like sports coaching: you customise your approach to the mentee’s level of skills and experience.”

Allen-Rose says that, in most cases, mentees work hard to be accountable to themselves and to get the most out of the experience.

That said, mentors are encouraged to push mentees to apply their learnings in the workplace. “It’s about mentees getting out of their comfort zone and exploring new ideas,” says Allen-Rose.

 

AN ONGOING RELATIONSHIP

While IML ANZ’s mentoring program typically spans four months, in many cases the mentoring relationship continues for much longer though at a less intense level than in the early stages.

Van Es says, “I still maintain casual contact with mentees that I worked with years ago. Even though I may only hear from them a few times a year once the formal process of mentoring is completed, my mentees all know I’m still there to help them if they need it.”

 

PASSION – THE KEY INGREDIENT

It’s worth noting that mentoring isn’t always about the young harnessing the experience of older peers. IML ANZ has received enquiries from octogenarians seeking a mentor.

What matters, says Van Es, is that mentors have a passion and a real willingness to help others. He adds, “I get a real kick out of seeing people grow and become better managers and better people.”

Coller sums up the rewards when recalling how a colleague, moving to the next stage of his career, recently remarked to her, “You saw something in me that I didn’t see myself ”. And that, she believes, is the essence of good mentoring. “It’s incredibly worthwhile and rewarding watching people grow and rise to new challenges.”