THE SIX LAYERS OF INTENTIONAL LEADERSHIP

BY David Pich FIML and photo by roy scott

  

One of the real privileges of leading the Institute is that I’m frequently asked to present at conferences and events. Of course, I do my very best – diary permitting – to say yes.

 

I have to say that the most enjoyable aspect of any presentation I deliver is almost always the Q&A session that follows. It’s an absolute pleasure to hear the views of the many and varied audiences (from association members, to teachers, to public sector workers, to MBA students) on management and leadership practice. Of course, like all presenters, I’m always a little nervous about the “curly questions” that might be thrown my way. These are usually those questions that reference specific companies or leaders with the ongoing Royal Commission into the financial services sector a very good case in point.

 

But the question that I always enjoy answering – and the one that I am invariably asked, albeit in a variety of slightly different guises – is “what can managers and leaders do to improve their management and leadership competence?”.

 

It was all the way back in late 2017, when I was asked this question at a conference in Brisbane, that I first used the term “intentional leader”. I used the word intentional to illustrate that managers really need to commit to being better and doing better. I wanted to emphasise that, in the vast majority of cases, good management practice doesn’t happen by accident. Of course, it can “just happen”. Some managers and leaders are fantastic at what they do because it comes naturally to them. For them (the lucky ones!) management is an effortless breeze.

 

Unfortunately, the reality is that the lucky ones are not the norm. They are the tiny minority. Just as the athlete who breezes effortlessly into the first team or who runs a sub-three-hour marathon with next to no training are the tiny minority, so the leader who leads well from day one is a very rare occurrence. For the rest of us – mere mortals – competence and good performance are a result of hours, days, weeks, months and years of practice. Improvement only occurs because we commit to being better. And that commitment is about intent.

 

Just as organisations need a vision and a strategy to head towards that vision, managers and leaders need a vision of who they want to be and how they want to manage and lead – and they need a strategy that will take them there.

 

So, when I get asked what leaders can do to be better, I refer to what IML calls “the six layers of intentional leadership”.
These are six practical things that managers and leaders
can do to improve.

 

The six layers of intentional leadership

1. Listen and ask questions. Leaders speak last

2. Find a mentor

3. Commit to self-awareness

4. Think before you act. Find time to make decisions

5. Commit to professional development

6. Reflect

 

And finally, the all-important (and yet so often forgotten) seventh layer; good leaders learn to say “thank-you”.  

 

BY David Pich FIML, chief executive of the Institute
of Managers and Leaders

 

 

 

 

Curious about how IML Membership works, and what it costs? Visit managersandleaders.com.au/join-iml/ to find out more

 

chief executive of the Institute
of Managers and Leaders

Thrown in the deep end of management

What happens when you find yourself managing people… by accident?

Not all managers start out with aspirations to become a leader. For many, it’s a role they find themselves in by accident; one for which they’ve never been adequately prepared. It can happen if you stay at a company for a long time, and rise up through the ranks ‘by default’ as your superiors move on. It can happen if you start a solo enterprise that suddenly morphs into a bigger business. It can even happen when you’re assigned new duties during a company re-structure – and no one bothers to ask if you’re able or willing to perform them.

All the scenarios above can place a person in the uncomfortable position of being an ‘accidental manager’. While some rise to the challenge and quickly find their feet, others are quite conscious that there are things they ‘could’ or ‘should’ be doing to manage people better – yet they have no idea what those things are. In Australia, management has previously been a somewhat invisible skill; something people assume we can all do naturally (much like raising a baby that’s been suddenly thrust into your arms).

Unfortunately, this couldn’t be further from the truth. Good managers aren’t born, they’re made. It’s not enough to rely on the learning by ‘just doing it’ – leadership calls for skills that must be taught. Things like developing skills in others, performance management and conflict resolution. Skills to cope with situations that, outside management, you’re unlikely to encounter.

It’s easy to see why accidental managers are costing their employers money and lost productivity. Managers have the greatest single impact on staff retention and engagement. Gallup recently identified that managers account for at least 70% of the variance in employee engagement. It’s no wonder that 91% of Australian CEO’s believe leadership skills are the number one priority for learning and development.

The issues with Australia’s laid-back attitude to management is that legions of accidental managers are going about their business, with a creeping uncertainty that they’re actually ‘doing it right’. It was this key insight that inspired (IML) to re-brand last year with such a pointed focus on intentional leadership – and it’s this issue that we’re working hard to address.

So how do you avoid becoming an accidental manager?

For those who are on the brink of management (or hope to be soon), it’s worth taking a look at our Foundations of Intentional Leadership Program. This is a practical program where emerging leaders come together and learn the core fundamentals to get them off on the right foot. Over 12 weeks, including six face-to-face sessions, the program offers greater self-awareness through diagnostic tools, one-on-one coaching and mentoring, as well as access to IML’s impressive online Learning Management System – plus, the cost includes the annual IML Membership fee, making it easier to stay in the leadership loop once the program finishes.

“We know that people are being thrust into management roles, often because they’re great individual contributors – but this is not the same as managing a team,” says Sam Bell FIML General Manager, Corporate Services & Research chat IML. “These people really need support, especially if they’re suddenly having to manage people who were previously peers or friends. Through the program, we look at all sorts of challenges that can crop up, such as having difficult conversations, and provide practical ways to approach them. It’s a great way for emerging leaders to get the type of support they won’t automatically receive at work.”

And what if you already are an accidental manager?

“It’s never too late to get some formal training,” says Sam Bell.” Even if you’re a seasoned manager who’s confident in your skills, it can help to have some external support and recognition. We introduced the Chartered Manager  professional accreditation in Australia for this very reason – it’s an internationally recognised designation that gives experienced managers the chance to demonstrate competence and professionalise their skills.”

Wherever you are in the leadership journey, it’s important to know you’re not alone. Managing a team can be tough – but it doesn’t have to be an isolating experience. By connecting with networks like IML, you can get the learning through innovative leadership programs and meet people who get what you’re going through. And by getting your leadership foundations right from the start, you can enjoy a career that’s full of intent and purpose – and success that’s far from accidental.

To find out more about the Foundations of Intentional Leadership join us on July 17th for a free webinar. Register today!

There are limited places available in IML’s Foundations of Intentional Leadership Development Program. Register today: https://managersandleaders.alphasys.com.au/foundations-intentional-leadership/

CAREER DOCTOR: AN IML SPECIALIST TAKES A PROBLEM TO TASK.

BY PETER CULLEN MIML

Stepping out of your comfort zone and into the unknown

It is quite normal to have our thoughts and emotions hijacked by anxiousness when preparing to take on a new role, project or team. We can become overwhelmed with these thoughts and emotions to the point where we are not thinking clearly or perhaps even rationally. And we haven’t actually done anything yet.

Let’s take a step back in time. The people who made the decision to place this higher level of responsibility on you did so because they believe you are the best person for the role. They believe you are capable of achieving their desired outcomes. They believe you have the capacity to learn and grow in this new role and to be the person they need to grow the company in the future. They should also understand that learning and growing takes time, commitment and support from both sides.

 

There are some essential building blocks that will help you move forward with confidence. 

 Clarity: Seek as much clarity and truth about your role, responsibilities and reporting lines as possible. There is a need for discussions on expectations of those you will be reporting to, those who report to you and vice versa. Research the teams’ history to understand previous concerns and successes. When you have this clarity, you are better able to ascertain your own strengths that will support you in your new role and more clearly identify your development needs. Having this knowledge removes the unknowns and diminishes your potential to be anxious from over thinking the reality of the role.

 

Action: We will often need courage to make decisions and take action in areas which are new to us. Having personal one-on-ones with team members is a great way to create a mutual understanding of each other as people and respective capabilities. Exploring each other’s thinking typically results in better ideas while making it easier to assign tasks, delegate and to build a collaborative environment which often leads to more substantial outcomes. Your team and manager will expect you to be decisive and take action when necessary.

 

Practice: Remember, taking action also means we make mistakes. How we react to a mistake makes an enormous difference to establishing self confidence in our role. Knowing it is an inherent component of the learning process means we take the opportunity to be open and honest about our mistakes, seek advice or greater understanding from the person we report to, a peer or colleague and then implement it. Through consistent practice, focus and determination we will learn to get it right and continue to progress in our role. Honest self-reflection and feedback from others will help to continuously improve our current and newly learned capabilities whilst identifying new opportunities for personal and professional development.

 

Authenticity: Knowing and living your personal values goes a very long way in establishing yourself as the person you really are rather the person you believe other people want you to be. Being open, honest and transparent in your dealings with others in an appropriate and respectful way helps others to see you as a person more worthy of their trust. And that is the foundation stone for people believing in you as a role model.

 

Be true to yourself and move forward quietly, calmly confident

 

 

 

Peter Cullen is an education and training facilitator who teaches IML Education and training courses.

Each three-day program engages participants in developing and implementing their capabilities as managers and leaders.

 

 

 

MAKE YOUR MARK. GO CHARTERED 

Chartered Manager (CMgr) is the internationally-recognised professional designation accrediting management and leadership excellence.
The highest status that can be achieved as a manager and leader, it allows managers to professionalise their leadership skills and stand out in a competitive global market.
Focused on Continuing Professional Development (CPD), Chartered Manager is awarded on experience, expertise and a commitment to management and leadership.

For more details visit Chartered Manager

The courage to lead

IN 2007, LORNA WORTHINGTON PUT HER HAND UP TO BE A CANDIDATE FOR ELECTION TO THE CITY OF BUNBURY COUNCIL IN WESTERN AUSTRALIA. THAT WAS WHEN SHE REALISED INVESTING IN HERSELF — AND HER LEADERSHIP SKILLS — WAS A LOGICAL STEP IN SELF-DEVELOPMENT.

STORY NICOLA FIELD | PHOTOGRAPHY CAMERON RAMSAY

Lorna Worthington CMgr FIML is Managing Director and Principal Strategist of management consultancy Baker Worthington. Her interest in developing management and leadership skills began many years ago when she was elected to the City of Bunbury Council in Western Australia. At that point Worthington enrolled in a Master of Leadership and Management because “I felt I owed it to the community to be the best leader I could be”.

Worthington admits the investment in herself paid off. And her leadership journey has continued to this day. She recently become a Chartered Manager (CMgr) through IML, a process Worthington describes as “amazing”. She takes up the story saying, “Despite having a number of other professional qualifications I’m sure I didn’t get off any more lightly than others in relation to the questions the assessors asked and the thought I had to put into answering each question.”

“That process enabled me to reflect quite considerably on the business and on the people that work with me – and what it is I really do.”

Along with the global recognition and portability of the qualification, Worthington says a key benefit of becoming a Chartered Manager through IML was reflecting on pivotal issues such as “am I saying or am I doing? And if I am doing, what impact is it having?” She explains, “This was very much the essence of the questions that were put forward.”

For Worthington, gaining formal recognition of her skills as a manager and leader was a critical driver. “Management and leadership is not recognised as a profession in its own right,” she notes. “I think the Chartered Manager designation is at least an attempt to rectify that. The landscape is changing and it’s important that individuals can validate their experience, so the designation is definitely helping to carve out a profession in its own right.”

From here, Worthington is focused on continuing her professional development as a Chartered Manager. She says, “Professional development is about using, developing and expanding on what it is that we are learning. That’s a real shift; not just doing it, but holding each other to account for doing it.”

Recently, Margot Smith, IML’s General Manager Membership — Strategy & Engagement, caught up with Lorna Worthington to discuss her views about leading, managing and inspiring both her team and her clients.

Margot Smith:   Lorna, in business you’re effectively selling the talents of your team. How do you get your people to buy into the values of the organisation?

Lorna Worthington:   I built the organisation based on what I have learnt over many years. Selling your organisation is easy if you really believe in your values, and people can see the values transpiring. Qualities such as honesty, integrity, courage, valuing people and creativity – these are all things that people will readily buy into. As long as you espouse these values, people can see that you operate by them.

My team, the people who work with me, are fabulous and they’re all unique with lots to contribute. They absolutely live and breathe our values. It’s pretty easy to get engaged with us, because you feel it, you don’t just see it.

MS:   Do you recruit based on these values or do you believe top talent can be encouraged to take on an organisation’s values?

LW:   I have a unique way of having people come and work with us. I like to understand what really motivates a person, what they’re passionate about, and what it is they think that they have to offer. Based on that I dare to ask, “what is it you think that Worthington could offer if you came on board?” Job candidates get quite excited about that. So, I often recruit people based on what it is that they’re passionate about and what it is the “Bank of Worthington” can sell to them.

MS:   How do you live up to valuing the individual on a practical level?

LW:   Everybody has their own way of working; everyone has their own habits and idiosyncrasies. We encourage each other to be who we are and to be valued for that. When you get to know people you end up in a great place because people are a lot more giving and it creates some resilience.

The other aspect around valuing individuals is in relation to how you operate. It doesn’t matter what level a person is if we’re labelling people, what matters is that they have the freedom to speak and to create and to have a voice. We try to flatten the organisation in relation to brainstorming because it doesn’t matter who you are, you can contribute to making the organisation successful.

MS:   It sounds like you create an environment where everyone can bounce off each other and thrive on each other’s individuality, thoughts and ideas. Could you describe how it feels to walk into that culture and environment?

LW:   The feeling is one of ease. When you come into the organisation you see people engaging with each other, people are spontaneous, they are respectful, and they encourage each other. The atmosphere is quite energetic, electric and there’s passion around. You can feel the camaraderie, the creativity and you can feel the willingness and the want to be there.

I’m privileged having people like that around me. They go above and beyond on a regular basis. It’s just amazing, that essence, that sense of engagement.

MS:   Not everyone is comfortable with change, yet you encourage individuals to contribute to the future. How do you develop and encourage the spirit of innovation among your team, and also among your clients?

LW:   We don’t talk about “change”. There’s a western way of talking about change and it’s very linear, with a beginning and an end. But most people feel that the end never actually comes, so don’t worry about it because someone else will change their mind shortly, and so on.

I’m very cautious about this notion of change. We talk about the evolution whereby, in fact, as things evolve they grow into whatever that new end point might be. People aren’t then pressured with the stress of change, they embrace it. They embrace the feeling of continually contributing to whatever the end point is.

MS:   I like that because there’s often a negative connotation with change. People talk about change fatigue. What about that spirit of innovation in general? How do you foster an environment of innovation?

LW:   First of all by valuing your staff. Valuing people at all levels, all walks of life. Grand innovations come from conversation, from an environment of safety, an environment of non-competitiveness and certainly non-ego.

MS:   The pitfall of being a micro-manager can be hard to avoid for those coming up through leadership ranks. How can leaders break away from this and take a big picture view?

LW:   It’s important for leaders and managers to know themselves really well and to be accountable for how people develop around them. Micro managing tends to come from a personality trait – and sometimes, insecurities. I find it particularly useful when you know you have a particular trait to call it out. That way, if you’re micro managing then your staff would know it, and secondly, someone would have the courage to say “Could you give me a little bit of extra leeway on this”, or “I don’t need quite that much supervision”.

I think it’s important for leaders and managers to be reflective and to understand their impact on others.

MS:   Negotiation is obviously a key skill. What do you believe are some of the key aspects of being a good negotiator?

LW:   Honesty, integrity, respect, don’t win at all costs. Negotiation is an art. There’s a fine line between negotiation and selling. If you’re genuinely negotiating, then you’re looking for a good outcome for all parties.

MS:   For emerging leaders thinking about moving into strategy or management consultancy, what should they consider on their career path?

LW:   Definitely consider organisational behaviour, but more than just the theory side of it. When you are going into an organisation and coming in as the assumed expert, you don’t actually have to be the expert, but you have to be good at hearing what people are saying. You have to understand the dynamics of the organisation, what’s really going on. If you’re going to be responsible for assisting people who develop strategy you must get in deep and understand what it is they’re trying to achieve.

MS:   What kind of skills does a strategy management consultant need? We talked about an open mind, and active listening skills. What else do you think there is?

LW:   That’s an interesting question for me, who generally recruits based on a person’s passion and whatever skill set they bring to an organisation at any point in time. I often talk about leadership management being a skill in its own right. It’s the same as being an engineer or a nurse, it’s just not recognised that way. If you do leadership management well, you can do anything. You can learn the subject matter.

What I look for are people who have the ability to lead and to manage, and get the best out of different teams.

You’re also leading and managing organisations because people look up to you, and people try to have a voice through you. So managing the voice in a really appropriate way that benefits the organisation and keeps the person or people sharing that information safe is quite an art.

Leadership in 60 seconds

Facebook, Twitter, Instagram or Snapchat?
Facebook.

Phone, Email, or face-to-face?
Definitely face-to-face.

Which leader do you admire and why?
Julia Gillard. She’s done amazing things and she’s been so courageous. She has absolutely put herself out there and has copped a lot for it but is still resilient and is still motivating to people that aspire, women especially.

Sum up your view of leadership in just three words.
Courage, integrity, and resilience.

Complete the sentence, leadership matters because…
You impact people’s lives, every day.

Which three guests would you invite to dinner to discuss leadership?
Napoleon, Albert Einstein, and Martin Luther King. I think that you would learn a whole lot in your living room.

MAKE YOUR MARK. GO CHARTERED 

Chartered Manager (CMgr) is the internationally-recognised professional designation accrediting management and leadership excellence.
The highest status that can be achieved as a manager and leader, it allows managers to professionalise their leadership skills and stand out in a competitive global market.
Focused on Continuing Professional Development (CPD), Chartered Manager is awarded on experience, expertise and a commitment to management and leadership.

For more details visit Chartered Manager

The magic of Mimi

Photo: Dr Donna Odegaard and her mother, Edith LeFrancois Bessen.

Dr Donna Odegaard AM was silenced as a child but has since dedicated her life to ensuring the voices of Indigenous Australians don’t suffer the same fate.

Story by Tracey Porter.

Dr Donna Odegaard is an unlikely business leader.

Birthed into a large but impoverished family in 1953, her early years in the outback were spent living in a tent before the consequences of the hardship the family endured saw her torn from the familial bosom and placed in an institution, thousands of kilometres away.

Despite her humble beginnings, Dr Odegaard has risen to become one of Darwin’s most respected business women with interests across everything from fashion and interior design to primary production and property development.

Yet it is her work with the Indigenous community – rather than her commercial acumen – that continues to afford her the greatest satisfaction.

And it is inspiring leaders such as Dr Odegaard who have contributed to the celebration of the role women play in the community.

Having dedicated the past three decades to increasing Indigenous opportunities across a broad spectrum of sectors including native title, media, education, training and employment, Dr Odegaard is an Indigenous Alumni Award winner, an Australian of the Year nominee and a Member in the General Division of the Order of Australia for significant service to Indigenous cultural heritage.

The woman her grandchildren fondly refer to as “Mimi” possesses a Masters in Law and Aboriginal Land Claims and also holds a PhD on Treaty – a background which saw her play an instrumental role in securing the Larrakia Kenbi Land Claim.

A twice-published author, the respected Larrakia elder is the founder and CEO of Aboriginal Broadcasting Australia but also sits on numerous business and community boards including the Indigenous Land Corporation, the Indigenous Business Trans-Tasman Delegation and the government driven Indigenous Reference Group Developing the North, headed by federal minister Matt Canavan.

When pushed to define the driver for her success, Dr Odegaard credits her austere upbringing with offering her a perspective not normally enjoyed by others in leadership positions.

“For me it was about being in survival mode. It was tough juggling motherhood, rent, sewing but I worked hard. I had to… but what that has given me is a great appreciation of, and priority for, family and hard work. I’m more concerned about what I can do than what I can’t, what I have than what I don’t.”

Aged under two when she was sent to the girl’s home and seven when she was released, Dr Odegaard says despite the fact some of her sisters were also present, at the time she felt forced to build her own support network.

“No one tells you what a family is. It was a difficult time particularly for my parents. I had a black man who would visit me and cry and I didn’t know who he was. Then I had my mother who was trying to remain close to all four of her daughters until such time as she could take us all out. But because I was institutionalised, I became a very good listener because that’s how I was groomed, I couldn’t speak and had to remain silent.”

In 1970 Donna, by then a 17-year-old mother-of-one, found history repeating when she found herself alone once again following her husband’s conscription into the Vietnam War. Deprived of income, the teenager was forced to think on her feet in order to provide for herself and her child.

In possession of little else but an extraordinary amount of determination and an old sewing machine – given to her by her mother who through necessity had provided everything from bedding to food for her family – Donna set about sewing, making clothes for her baby and the extended family.

Within 12 months her remit extended to making collections of children’s clothes to sell to her local community for a small profit. It was the start of a career for the enterprising young mother that would help her and her family endure for at least the next 25 years.

“It was a valuable lesson, to perfect a craft to ensure that if I identified a need I could actually have a better quality of life for myself and my babies,” she says.

Dr Odegaard says her experiences have equipped her with many skills useful in her day-to-day role managing others – not least of which is the ability to observe, to listen and to do things with what she terms “a good heart”.

Motivated by a sense of obligation to honour the efforts of her mother, her daughter, her sisters and the countless other women who have assisted on her journey, Dr Odegaard says she is neither a ruthless leader nor a walkover.

Instead her approach is one based on mutual respect.

“In terms of my legacy, I want my children to be proud of who I am and what I do. I have learnt that you have do right by yourself first, your family, community and society to get what you want. You need to be able to build your staff and encourage those with whom you come into contact with to be the best that they can without judgement.

“I think you have to instil a sense of hope, to let them know that ‘it doesn’t matter what you don’t know, it’s what you’re willing to learn’. Be persistent and keep going until you find out what it is you want to do. Be a leader and a role model and things will come your way – expect hard work and it will happen.”

* NAIDOC Week, is a celebration designed to commemorate the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. Celebrated by both Indigenous and non-Indigenous Australia’s, festivities are held across all corners of the country. For more: www.naidoc.org.au

Mrs Mac’s recipe for retention Test

And why IML’s National Salary Survey is a key ingredient

Founded in the 1950s, Mrs Mac’s has grown from being a humble bakery to become a household name – now producing over 100 million pies, sausage rolls and other pastry products each year. While the quality of Mrs Mac’s product hasn’t changed over the years, the business itself definitely has. Today, Mrs Mac’s has a team of over 300 working across Australia and New Zealand – a far cry from the small family-run shop it once was. What’s impressive about this evolution is that so many of Mrs Mac’s people have stayed loyal throughout the process – a testament to the strength and consistency of the company’s culture.

 

Mrs Mac’s has been using and contributing to IML’s National Salary Survey for many years now, so we took the opportunity to chat to them about the survey – and the role it plays in their retention strategy. Here’s what Mrs Mac’s HR Manager, Toni Gray, had to say.

 

As Mrs Mac’s HR Manager, you’re responsible for all things HR – quite a broad job! What aspects do you find most challenging?

“At this point in time, I think staff engagement. We know that a number of factors feed into this – there’s pay, but then there’s also the general feel and culture of the business, and the way in which it evolves. As we seek to do things smarter, we make changes that we feel will add value or enhance the employee experience – but when you have a workforce with great retention and tenure, they’re sometimes not as used to change so we have to manage that effectively.”

 

Your average staff tenure is around seven years, and your pastry chef John Miller has been with the company for over 40 years. How do you explain this great retention?

“At Mrs Mac’s we’ve always worked hard to maintain an open culture with family values, and make it a great workplace for everyone – whether they’re working in the office or the factory. People are here for many hours each week, and we want those hours to be enjoyable. To achieve this, we run staff events once or twice a month that are accessible to everyone – from ‘bring your kids to work’ days, to talks from super or healthcare providers, to pizza lunches. Our products are freely available in our staff kitchens.

 

At Mrs Mac’s we promote a culture where people are allowed to learn from their mistakes, rather than getting in trouble for them. People are encouraged to ask questions, and have a bit of fun! We also like to give our people the chance to weigh in on decisions we make, so we run polls and surveys a few times a year. To keep people connected, we have a bi-monthly newsletter that includes things like a staff spotlight, recognising people and teams who are doing a great job. Our annual employee engagement survey also gives people a good opportunity to provide feedback – and we’re always conscious to report back to employees on how this has been actioned. There’s no point asking if people feel that their feedback has gone into a vacuum.”

 

What role has the National Salary Survey played in your retention strategy? What inspires you to keep using it?

“Mrs Mac’s was using the NSS even before I came on board – but I’ve always seen the value in these resources. I particularly like the NSS because we contributed to the survey, so I know our pay structure has been taken into account. We use the NSS as a key part of our annual review process to make adjustments to salaries, ensuring that we’re market competitive but also internally aligned. If there have been job changes we use it to see what a job is worth; if we’re recruiting for a new position, we use it to determine what someone will be paid. We’ve also used the NSS to make sure there are no discrepancies in salaries, giving our Management team and Board the peace of mind that we’re an equal opportunity employer.

I find that the survey also helps during conversations with employees who may be requesting a raise. Salary is someone’s livelihood and linked to their self-worth – so employees really need to feel like they’ve been listened to, and given an answer that has a credible basis. With the NSS, I feel confidence in the recommendations I make. Compared to other surveys, it’s also a cost-effective solution (plus it’s updated twice a year), so we can afford to access reliable salary information that’s always current. The fact the Staff Retention Report comes as part of the package is an added bonus; it’s always interesting to see how we stack up and whether there’s anything we can learn.

 

My job is really about getting the balance between what the company needs, and what our people need. At the end of the day, we can’t be a great brand without great people. From the Board to Senior Management down to everyone on the floor, we really do have a great culture and a great team – one I’m proud to support and be part of.”

 

Curious to see what else the NSS can tell you? Why not order your copy now, or download a free sample.

How to achieve change through influence

By Clara McCormack, Facilitator, Leading Teams

In my role as a facilitator, I regularly discuss with clients the need to influence behavioural change to positively impact on organisational culture. Sometimes it’s talking with leaders who have authority to direct change, but mostly it’s enlightening team members on how they can influence change.

So, what’s the difference between authority and influence?

Authority is about exerting a formal right to direct others to do something.

Influence is about compelling someone to make a change – in behaviour, in their decisions, or about their thoughts on someone or something. Influence is nothing to do with the organisational chart – anyone can have influence, including those not in a position of authority.

If you want to influence change in your business, consider these key steps

1. Know your audience

Understanding people’s behavioural preferences is a great way to learn how to influence them. One way that we do this is through the use of the DiSC®* behavioural preference tool. This tool helps individuals to decode both their own and others’ behaviour in the workplace and how they prefer to be communicated with.

As individuals, we all interpret situations, behaviour and communication differently. Having this extra degree of self-awareness, and understanding of the people around us, can help us to ensure we treat others how they would like to be treated, not how we like to be treated.

Identifying who you are trying to influence and what their style is (and how it differs from your own) is beneficial when working out the best way to have an effect on their behaviour or a course of action. Imagine a situation where you like lots of detail and process around a solution to a problem, but you’re trying to influence someone who likes a brief summary and is outcomes-focused. You would need to use their preferred style, rather than your own natural preference, to get the best possible outcome with that person.

2. Understand the organisational culture

Take the time to work out the current culture and how this might impact the changes you want to make. Find out who makes things happen in your organisation (we call these people ‘centres of influence’) and who are the blockers that might stop change from happening. If there is an accepted process for change already, look at what opportunities for influence that process affords you. If you work with the existing culture, rather than against it, your ideas will be seen as more congruent with the current ways of working and therefore less frightening.

3. Understand values and language

Making an effort to gain information on what an individual’s values and priorities are, and what benefits your ideas for change will have on their role, is important. By tailoring the language you use with them to effectively represent their values – putting it in a way they value and understand – and by helping them to understand what’s in it for them, you will positively impact your level of influence with that individual.

4. Build relationships

Building strong workplace relationships is integral to influence. Strong relationships typically lead to trust, and if people trust you, they will be more likely to listen to your ideas and what you have to say. I have seen many examples in the workplace where people have great ideas but cannot influence others due to a lack of trust or a solid relationship.

And it’s good to remember that having strong professional relationships is vital not just for influencing, but for high performance in the workplace as well.

5. How to approach influencing change

People have said to me, “Isn’t influence sort of like manipulation?”

It’s a valid question but the answer is no. You should view influence as constructive negotiation; as helpful in gaining traction with your ideas for change. If it feels manipulative maybe consider whether your motives are ethical and if the change you’d like to effect is really going to positively impact the organisation?

People need to buy in to your ideas. There are lots of ways to achieve this: consulting with the relevant people or decision-makers, asking for their ideas and getting feedback from them on what you’re proposing.

It’s important that you identify the people whose support you need to get your idea for change over the line – who is going to be affected by the change and who will advocate on your behalf? It’s human nature for there to be ‘safety in numbers’, or what we call the ‘weight of numbers’, and if you gather a coalition of advocates, others are most likely to be positively influenced by the majority.

Lastly, use your authenticity to make your point. If you have expertise in your field and passion for the changes you’re proposing, let these show! Your enthusiasm for your ideas will be contagious. And remember to be thick-skinned – the change you want may take some time to achieve (but that’s nothing personal) and a strong level of persistence and patience might be required.

 Clara McCormack

Clara McCormack joined Leading Teams in 2012, coming from the sports industry. She originally worked in a marketing role at Leading Teams before becoming a facilitator. Clara’s in-depth understanding of people and psychology means she can work in a wide range of industries with people from all backgrounds. She is particularly passionate about maximising individuals’ potential which results in a greater contribution to the team. A great strength of Clara’s is her deep passion for the Leading Teams model which she uses as a blueprint for both her professional and personal lives.

 

5 Reasons Why Salary Data Is Worth Investing In

Think all salary surveys are pretty much the same? Think again.

If you’re managing a business or working in Human Resources, it’s your responsibility to keep up with remuneration trends across your industry. After all, there are many factors that influence how employees are paid – from changing customer demands to broader economic trends. If you’re not on the ball, you risk over-paying or under-paying your people, neither of which is great for business.

Chances are you’ve already come across (and utilised) salary data, especially when review time rolls around. But while there are plenty of resources out there, it’s worth taking a close look at the numbers you’re using to make your decisions. Not all research is done with quite the same diligence – and it’s risky to take statistics at face value.

Australia’s longest-running survey, the Institute of Managers & Leaders’ National Salary Survey (NSS) is one of the most respected resources out there. Partly this is down to the fact that IML has been leading the way in remuneration research for over fifty years, so they’ve learned what questions to ask (and how to ask them). IML haven’t rested on their laurels either – over the years the number of HR professionals surveyed has grown, giving data into 250,000 employees gaining data into more than 25,000 employees, from hundreds of businesses and locations across the country.

If you’re on the fence about investing in the NSS, rather than relying on free resources, here are a few reasons to take the leap.

See what people are being paid in your specific industry, right now.

Salaries vary greatly between different industries – and what’s happening in one sector isn’t necessarily happening across the board. Whether you’re in Government, Social Services, Manufacturing, Construction or Business Services, it’s important to know what people are doing in your specific industry – and not all salary surveys can tell you this. We know that these days, Australians are embracing a wider variety of job types than ever before, which is why the NSS surveys over 250 positions across a broad range of industries. The more organisations you survey, the more robust your data, and more insight you have into the nuances between specific jobs. All of which is very valuable to those developing salary strategies.

Another factor to keep in mind is timeliness. Salary trends can shift extremely quickly, and data can become outdated within the space of a year. Unlike some other resources, which are annual, the NSS is updated every six months, so it always contains recent, reliable information.

Get an accurate picture of what’s happening across Australia.

Variations between industries aren’t the only differences to be mindful of – in Australia, employers also need to know what’s happening in different geographical areas too. With any survey, it’s important that enough people have been surveyed in your city or region – otherwise you risk be giving an employee in Perth a raise based on Sydney-skewed information. Again, this is where the number of people surveyed in the NSS plays a big part in its accuracy, and usefulness.

View historical trends and analysis.

Of course, it’s essential to have your finger on the pulse about the status of salaries now – but it’s also very useful to see this in the context of what has happened in the past. With over five decades of insights to draw from, the NSS is in a unique position to pinpoint historical trends that can prove very useful to HR managers. Which types of employees are gradually commanding higher salaries, and which are becoming less valuable? When forecasting for the future, what job roles can you expect to pay more for in the next few years? Answering these questions now can help prevent unpleasant surprises down the track, and help you anticipate how your remuneration approach may need to change over time.

Find out why employees choose to leave (from the horse’s mouth).

Retention is a huge issue for business and HR managers. Replacing staff is not only time-consuming, it’s also costly – on average it takes a massive $23,753 to find, hire and train a new staff member! With this in mind, it’s incredibly useful to understand the reasons why employees choose to leave – and it’s certainly a topic IML explores in the NSS. While salary is a factor, it’s not the only thing that drives employees to seek work elsewhere – the 2018 NSS found that many are seeking opportunities or personal development that they feel their current workplace isn’t providing. Armed with knowledge like this, you can put yourself in a better position to cater to your employees’ true needs, and stop them from looking elsewhere in the first place. Who knows, paying a bit more attention to training or career path planning could make all the difference to your turnover.

Curious to see what else the NSS can tell you?

Whether you’re looking to develop competitive salary packages for new staff, or hold onto your existing talent, the NSS is a tool that can make an enormous difference. Download the information pack below.

 

For the latest data on everything from bonuses to benefits, pre-order the IML National Salary Survey, or contact the IML team to find out more.

A Rich Palette of Success

Investment banker, philanthropist, art collector and self-made millionaire Simon Mordant AM discusses his views on leadership, management and the valuable role art plays in the mix. Story by Anthony O’Brien and photo by Daniel Boud.

SIMON MORDANT needs little by way of introduction. Renowned as one of Australia’s most successful investment bankers, he has a powerful reputation in business advisory, having co-founded Caliburn Partnership – the firm that successfully navigated some of Australia’s biggest mergers including Westpac’s $18 billion move on St George Bank in 2008, a merger that many thought would never pass muster with the Australian Competition and Consumer Commission.

In 2010, Mordant and his partners sold Caliburn to Greenhill & Co in a deal valued at about $200 million. But just five years later, hungry to repeat his success, he teamed up with former business partners Ron Malek and Jamie Garis to launch Luminis Partners.

Despite his undoubted mastery of the deal, Mordant is perhaps best known for his passion for the creative arts. A visit to Luminis is a visual feast, providing an opportunity to view the impressive collection of artworks Mordant has acquired over the past four decades.

Indeed, it was their philanthropic support of the arts community that thrust Mordant and his wife Catriona into the public eye. In 2010, the couple donated an incredibly generous $15 million to Sydney’s Museum of Contemporary Art (MCA), to help to fund a new wing. As a leader of the funding campaign Mordant couldn’t make the donation anonymously, yet he admits
to being wary of the scrutiny that would inevitably follow.

Mordant recalls, “We were incredibly nervous about what the community would say. I was nervous about what my team would think. I was nervous about what my clients would think.”

The donation was critical to garnering government support and getting the project over the line. “It was a game of poker,” says Mordant. “We were both so invested in that project that we thought we’d roll the dice.”

Mordant had the winning hand. His donation sparked a $26 million contribution from the federal and NSW governments, and the new wing – the aptly named Mordant Wing — was completed in 2012, extending the size of the MCA by 50 per cent and leading to over a million visitors each year. In that same year, Mordant was made a Member of the Order of Australia for his service to the arts and cultural community.

It’s a far cry from the young man who arrived in Australia “with nothing”. Nothing material perhaps, but Mordant had plenty to offer the business community. He started his career in accounting – and to a large extent still works in a numbers game. However, he doesn’t see a head for figures as critical to success. Indeed, Mordant believes good leadership comes down to three key attributes.

First and foremost is the ability to distil information quickly. “There is so much information thrown at you,” he says. “Understanding what that information is, what is important and being able to interpret it is key.”

Mordant’s most critical skill is his ability to listen. “Being able to listen is very important,” he explains. “I’ve often thought that an advisor is like a corporate psychiatrist. We can’t claim to be experts in our clients’ industries, and when a client comes to us to help them through a problem, they invariably already have the answer. They may not have confidence that they have the answer, or evidence that it’s the solution they’re looking for, but they often have an intuitive sense of what will work because it’s their business.

“Where the advisor comes in is to listen, probe intelligently, ask the right questions to draw out the client in explaining what the issue is, and then brainstorm. You can’t do that if you talk all the time.”

For Mordant, the third valuable attribute is having the confidence to make decisions. He notes, “I’ve seen people who are very strong at the first and second qualities but fall at the third. And at the end of the day you’ve got to be able to make a decision. Not all your decisions are going to be perfect in hindsight, but a leader has to be able to make a decision.”
Describing his leadership style, Mordant says, “I’m a very caring person; I’ve learnt to be empathetic. I wasn’t when I first started out, but I’ve learnt that that’s very important.” He may fine-tune his style according to the situation but he believes the same skills apply.

“When I run the business I obviously have to make decisions. When I sit on the board of a not-for-profit, I’m there to challenge and support the chief executive.
So my style is a little bit different but the skills I employ are very similar. I listen, I draw out, I probe.”

NOURISHING THE RIGHT SIDE OF THE BRAIN

For Mordant, engagement with the creative arts goes beyond a personal interest: it plays a noteworthy role in his business success. “Creativity and leadership are very intertwined,” he says. “In a business like ours, every problem is new and different and can’t be cookie cut. We need to provide bespoke solutions, and creativity is vital.”
This need for creativity goes a long way to explaining the pageant of artworks on display at Luminis’s offices. “I want the team to be challenged by works of art, and I want our clients to be challenged.”

Clearly, Mordant is delighted when the artworks have their desired effect. He recalls how a client waiting to speak with Mordant went missing. “I came in to welcome him and he wasn’t in the meeting room,” explains Mordant. “The door was open, and I couldn’t work out whether he’d gone to the bathroom or whatever. In fact, he was wandering around the office, just immersed in the paintings. It was fantastic.”

The ability for art and business to feed both sides of the brain matters to Mordant. “Emotional intelligence and empathy are deeply connected with leadership.” He adds, “I’ve seen incredibly smart leaders who have no emotional intelligence. And invariably those businesses are impacted by that.”

Mordant believes “all business leaders should engage with something creative outside of their business.” He says, “At the MCA, we now run a corporate program, and we’ve had a number of leadership teams hold part of their planning days in one of the creative spaces. It just takes you into a different place.”

RESILIENCE IS VITAL

Mordant’s diverse interests, and his unwavering commitment to each of them, could exact a high personal toll. It’s an area where he says resilience plays a valuable role. “The demands on leaders today are 24/7,” notes Mordant. “The way technology works, you’re accessible the whole time and that does require a high degree of resilience.”

His personal resilience is also vital to the success of his team. “In our business, transactions have a very long lead time,” explains Mordant. “If you get a project completed in nine months, that’s fast. Projects can come on and off the boil over many years, and at the end of the day, sometimes they’re not successful, they just peter out.”

“The ability to hang in there and motivate your team, who are doing the work through the ups and downs of a transaction, is really key.”

Resilience has served Mordant well in the arts community also. In late 2017 he pulled out of funding Australia’s next exhibition at the Venice Biennale when the Australia Council failed to consult major donors about changes to the arts commissioning model.

It was a very public stoush, but Mordant felt compelled to speak out.

“When you are used to being forthright in the advice you give, you need to have the same values in your personal life,” he says. “If I didn’t say something publicly, everyone would assume I was comfortable with the arrangements. I felt I had a duty to the people who had partnered with us to make my views known.”

COMMITTED TO PERSONAL WELLBEING

Mordant may have just left the board of the Australian Broadcasting Corporation but his schedule hasn’t eased. He’s chair of the MCA and on the board of numerous not-for-profit organisations including the Garvan Research Foundation, MoMA PS1 in New York and the American Academy in Rome, to name a few. He also chairs the Barangaroo Lend Lease Public Art Program, with a $40 million budget to put public art at Barangaroo.

Such commitments can often involve a smorgasbord of social engagement. Down the years, that caught up with Mordant.

“Sitting down at 9pm at a function, if there were bread rolls there, I’d eat them,” he recalls. “If there was bad wine there, I’d drink it.”

With his weight topping 120 kilograms, Mordant admits, “I couldn’t buy any clothes from a shop; everything had to be made.”

The lightbulb moment came when he left Caliburn, and headed to Italy for a year. “When I was in Sydney, I was out every night. I couldn’t control my environment, whereas sitting on the top of a mountain in Italy, I was in a completely controlled environment and I thought I’d try and lose 20 kilos.”

The basis of Mordant’s weight loss success was simple.

He explains, “I just reprogrammed my brain. I cut out carbs, bread, rice, sugar, potatoes and pasta. It didn’t mean I didn’t put bad things in my mouth occasionally, but it became a conscious decision. I cut out wine too, and as a partner in a winery that was pretty challenging.”

Mordant didn’t just lose 20 kilos: he lost 60 – half his original body weight. And his best tip for managing well-being as a business professional is: “Think about what you put in your mouth. It’s a pretty simple thing to do, but for 55 years of my life, I never thought about it.”

Leadership in 60 seconds

EARLY IN YOUR CAREER WHAT IS THE BEST PIECE OF LEADERSHIP ADVICE YOU WERE GIVEN?

Listen, don’t talk.

WHICH LEADER HAVE YOU LEARNT FROM MOST DURING YOUR CAREER?

Let me answer that in two ways. The leader I learnt the most from during my career would have to be Giles Kryger, who was the Managing Partner of Ord Minnett, when I was there in the early 1980s. The business leader I have admired most during my career is Alan Joyce, CEO of Qantas.

NAME THREE LEADERS IN THE ARTS AND CREATIVE INDUSTRIES WHO YOU ADMIRE?

The first one has to be Liz Ann Macgregor, Director of the Museum of Contemporary Art Australia. The second would be Justin Milne, Chair of the ABC. Third would be Glyn Davis, outgoing Vice Chancellor of the University of Melbourne.

WHICH LEADERSHIP BOOK DO YOU MOST RECOMMEND?

That’s a no-brainer for me, Good to Great by Jim Collins. The way Collins contrasted the best performing companies in their sectors with the worst performing companies, to draw out a set of characteristics around leadership in the successful companies versus leadership in the unsuccessful companies was fascinating. I’ve applied some of those learnings to Australian companies, and it’s very illuminating.

NAME THREE QUALITIES THAT A LEADER CAN’T SUCCEED WITHOUT?

Empathy. Listening skills. Decisiveness.

COMPLETE THE SENTENCE. LEADERSHIP MATTERS BECAUSE…

Everything is changing rapidly and you must be able to lead your organisation through change, in order to meet its ambitions.