EUROPEAN SKILLS TO AUSTRALIAN SHORES

after Swiss IT expert Gunnar Habitz became a self-described “accidental manager” he chose to undertake professional development in management and leadership.  

story lachlan colquhoun // photograph Girish Verma

 

 the first time Gunnar Habitz CMgr FIML experienced Australia was a picture postcard arrival in Sydney’s Circular Quay on a cruise ship.

“It is one of the most amazing ways to arrive in any city, anywhere in the world,” says the Swiss IT Manager. “I fell in love with the city and from that moment I started to think that it might be somewhere I could consider as my new home. So I decided to give it a try at 40-odd years old, and start this adventure.”

 

That was two years ago, and since then Habitz has acquired permanent residency and a role as a Channel Sales Manager with the IT provider KeepItSafe, a cloud storage and disaster recovery solutions provider.

“I am passionate about the transformation of modern workplaces to embrace new ways of collaboration,” he says.

“I am convinced that cloud-based tools, mobility and artificial intelligence enable these trends, so I consult and guide my audience as a trusted advisor along the change journey, to prepare them for a connected tomorrow.”

 

He sees the Australian ICT industry as an ideal test market for innovative technologies and services.

“One of the reasons I moved to Sydney in 2016 was to apply my European experience in the cloud to sunny Australia,” he says.

The move came after two decades working in various roles in the IT industry, and more than a decade at Hewlett-Packard in Switzerland, from where he managed sales teams covering Central Eastern Europe.

 

“It was not my initial intention to become a leader, it happened after I became an IT expert, so I am what you would call an accidental manager,” says Habitz.

“I also led the team remotely. My team included 32 people but they were spread over 29 countries, and although I spent 90 days a year staying in hotels on the road, most of the communication happened using virtual communication.

“I found I needed a variable skill set to make that happen and use my visionary and participative leadership styles. I never said to people they had to do things the same way we do things in Switzerland, because I realised the market developments were quite different.”

 

One of Habitz’s goals on moving to Australia was to attend formal management and leadership training, especially as Australia has a reputation for outstanding education programs.

While he had acquired Advanced Business Studies in Zürich on top of his Master of Computer Science and had done in-house leadership trainings at Hewlett-Packard, he felt he lacked formal education in leadership.

Upon his arrival in Australia he finished an Advanced Diploma of Leadership and Management at the Australian Institute of Management and has become a Chartered Manager and Fellow via IML as a commitment to further develop and improve his skills.

 

In approaching his leadership journey, Habitz is guided by a belief that “the world needs more leaders who are not just managers.”

“At the moment I am in a small team and while I am not the manager from an official point of view, I do try to lead with experience and [by] example,” he says.

“This is something that we don’t see enough of in the world — but we need more of it.

“Companies are reducing management layers and smaller start-ups have very flat structures, so the individuals need leadership skills as well to develop towards sustainable success.”

 

Habitz is also driven by a personal credo of management which comprises a series of “i” words. They are inspiration, influence, impact, improve, interest … and imperfect.

Why imperfect? He believes leaders need to understand that no one is perfect. Habitz also draws a distinction between management and leadership: “Simply speaking, a manager is managing processes while a leader is leading people,” he says.

It is a view reflected in his approach to the IT industry where he uses a Sydney Harbour analogy, inspired by his arrival in Australia, to explain the difference:

“Like the Sydney Harbour Bridge covers two important parts of the city, I combine the technical with the business side,”
says Habitz.

 

“As International Sales Manager across European countries, I learnt to adopt quickly to different cultures.

“Now it is great for me to apply that learning on the diversity in the Australian marketplace. The people-to-people business culture helped me to further develop myself to become a strategic networker using modern skills like social selling and virtual leadership.”   

 

 

 

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

 

3 PRINCIPLES TO ENSURE LEADERS DELIVER ON PROMISES

Without integrity, discipline and the ability to implement excellence, leaders will fail to  deliver on the promises they make.

by PROFESSOR DANNY SAMSON

 

Effective leaders lead by example and are true to their commitments. They deliver on their promises and, in doing so, set standards for others to follow. When leaders say one thing but do another, the organisation will suffer. On the flipside, when our staff see us as achieving and delivering on our agreed commitments, then they will follow suit.

I have been fortunate to study firsthand many of the world’s best companies, and observe what their leaders do to achieve their industry leadership. The common principles I’ve observed are integrity and discipline. They were strongly connected to a third key principle which was implementation excellence.

 

Principle 1: Integrity

Integrity boils down to openness, honesty and truth-telling. In great organisations, leaders deliver on their promises. They treat all stakeholders with respect and find ways to create mutual value for all parties. Organisations such as HP, Toyota, BHP and ABB are justifiably admired for always striving to take the high road on integrity. (Judging by what we have seen recently during the banking Royal Commission, the same cannot be said about many of our financial institutions in Australia.)

To test the comprehensiveness of your personal and organisational approach to “telling the whole truth”, consider the testing circumstance of how well you manage underperforming employees. Do the managers in your organisation fully manage poor performers and tell them the whole truth? Or do they take the easy route in the short term, and end up carrying passengers that weigh down the organisation and negatively impact on overall morale and engagement across teams and the wider business?

 

Principle 2: Discipline

The discipline principle involves establishing and living by a set of standards, in terms of operating procedures, and having stability in our processes. These help guide us in the delivery of our commitments. It is hard for anyone, even the most capable executive, to effectively deliver on commitments if the organisation is struggling in its day-to-day activities, lurching from one crisis to the next.

I haven’t seen a better company than Toyota when it comes to stability. Whenever the unexpected occurs, Toyota’s management focus as tremendous attention upon it, problem-solves it, and then returns to the steady state. With such a stable organisation in place, when executives commit to engaging in new or innovative initiatives, they usually have time to effectively deliver on them. That approach has become part of the Toyota culture, right from the top floor to the shop floor.

 

Principle 3: Implementation excellence

The implementation excellence principle is a high bar to achieve. Yet it is imperative if you want to consistently deliver on your promises. In fact, this is what separates high performers from the rest of the pack.

My research has found that when it comes to executing on major promises, there are two key requirements. First is the need to be well organised. This means planning and executing initiatives as formal projects, including a specific timeline, budget and outcome. (Executing that plan only works well when there is a solid plan in place of course!) Second comes the accountability for actually doing the work and reaping the benefits from the initiative. That means there are  consequences for poor performance, and recognition for high performance.

 

A remarkable combination

If you can combine these three principles in your organisation, the results can be remarkable. You will see leaders delivering on their promises and, in doing so, they will help to create a culture where others live up to these principles too.

But when leaders are not guided by these three principles, you can expect the organisation to be “soft” and slothful in its achievements. Ultimately the business will suffer after cutting corners and falling short on integrity (as demonstrated recently at various banks).

I encourage you to reflect upon this in two ways. First, by reading further about great leaders and their organisations where you can see these principles in action. Second, by questioning yourself and deciding what improvements you can make when it comes to integrity, discipline and implementing excellence.

Collectively, these three principles will enable you to deliver fully on your promises.

 

 

 

 

Professor Danny Samson, University of Melbourne Director, Master of enterprise & Master of Supply chain Management

 

 

 

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

MENTAL HEALTH MEDIC

Dispelling stigma around mental health issues helps those suffering seek help, and Phillip Thompson AFIML, 2018 Queensland Young Australian of the Year, R U Ok? Ambassador and special projects manager for selectability, has dedicated himself to that cause.

  

Phillip Thompson has made it his personal mission to break the stigmas associated with mental illness. More than eight years ago, at the age of 20, the former serving soldier was wounded in Afghanistan, while serving with the First Battalion Royal Australian Regiment.

Thompson, of Townsville, suffered a traumatic brain injury, lost hearing in his right ear and was diagnosed with mental illness.

 

The experience and his road to “wellbeing” dramatically changed his life and outlook. Once Thompson started to work again, he threw himself into philanthropy, volunteering and advocacy work for people who have a mental illness, and those affected by suicide.

His dedication earnt him the accolade of 2018 Queensland Young Australian of the Year and led him to being chosen as an ambassador for well-being and suicide prevention organisation R U Ok? . He was also appointed as the organisation’s Special Projects Manager for Selectability.

 

“Friends of mine from the service have died by suicide and I think it’s important for me to advocate for them and for people who are still struggling,” he said.

He is honoured to be an R U Ok? ambassador and says the role is a perfect fit, as the organisation’s mission to reduce the stigma of mental illness and stop suicide aligns with his personal values.

“I am a hands-on ambassador,” he says. “I try to do all of it every day. I try and lead by example because in the veterans’ space, veterans under the age of 30 have a higher risk of dying by suicide than the general public.

“Townsville has the largest veteran arena in the southern hemisphere and the largest veteran cohort per capita in Australia. With R U OK?, what I do every single day is talk about suicide prevention, where to get help and how to break the stigma.”

 

Thompson’s role as Special Projects Manager for Selectability involves handling the organisation’s special projects. These can involve anything from organising government grants to project works; like a recent initiative that involved sourcing a building to create a purpose-built clubhouse to help teach workforce skills to people suffering from mental illness.

Thompson says it is important to him to lead a meaningful life. “Everyone asks, ‘How do we reduce stigma and how do we slow rates of suicide and combat mental illness?’ I think it’s about having purpose and meaningful engagement,” he said.

“Also, I think that’s what gets me out of bed. I get out of bed because if I don’t, I feel more friends of mine could succumb to their wars within.”   LM

 

THE BAD SMELL IN FINANCIAL SERVICES

MANAGERS AND LEADERS IN SOME OF AUSTRALIA’S MAJOR FINANCIAL INSTITUTIONS ARE LEARNING SOME PAINFUL (AND VERY PUBLIC) LESSONS

 by Sam Bell FIML

IML’s general manager – corporate services and research

  

They say a fish rots from the head. If that’s true, the stench coming from the top of some of Australia’s largest financial services companies is overwhelming. As with many pundits looking from afar, I’ve been appalled by the findings unearthed by the ongoing Hayne Royal Commission into the financial services sector. Not that it should come as a shock; over many years the industry has repeatedly broken laws and acted immorally, from the bank bill swap rate scandal to the anti-money laundering case, lax compliance breaches, poor financial advice and criminal cartel charges – these are systemic problems across an industry rather than one-off bad eggs acting in isolation.

Of course, the tax payers of Australia would be pleased to know they offer the worst offenders – the four major banks – an implicit government guarantee over their deposit base. A luxury afforded to no other non-government private or public company.

It’s an indictment on the leaders of these organisations that they accept, or willfully ignore inside their organisations, a culture that permeates “poor financial advice, dubious lending practices, mis-selling of financial products, ongoing compliance breaches and an undermining of community trust” (The Australian Prudential Regulation Authority’s words, not mine). How did it come to this?

 

leaders asleep at the wheel

The recent APRA report that examined the frameworks and practices in relation to governance, culture and accountability within CBA was a particular eye-opener – and a must-read for all directors and management executives. It was scathing of a board asleep at the wheel, with inadequate oversight and challenge by board members, unclear accountabilities on executive committees, overly bureaucratic decision-making that favoured collaboration rather than effective outcomes, a poorly practised risk management framework that was under resourced, and a remuneration structure that offered little punishment for senior managers when poor risk or customer outcomes materialised. 

Interestingly, the APRA report found an organisation where everyone said yes to each other. While a collegiate and trusting environment was established, it appears there was little enthusiasm to constructively challenge decisions or raise alarm at matters going on inside the bank. As a result, the report concluded, “the senior leadership was slow to recognise, and address, emerging threats to CBA’s reputation”.

 

we can’t trust the cosy club

No wonder community mistrust of large business is so widespread. They see enormous salaries being paid (the former AMP Chair was on $660,000 per year) to some individuals who are seemingly unaware of commonly accepted moral standards. All this at the same time as wage growth is barely outpacing the inflation rate for the majority of workers.

There is also a perception of a “directors club” operating in Australia and a raft of senior board appointments selected from a small gene pool. As Federal Treasurer Scott Morrison put it, “the public sees a club that comes with directorships in Australia that creates a coziness that’s not very helpful”. While there’s community outrage, the public are not demanding blood on the streets just yet.

It might all be too late for the younger generation. The latest Deloitte Millennial Survey identifies some worrying views on business motivations and ethics. This year’s results show that fewer than half of respondents (45%) believe business has a positive impact on society. In other words, 55% of millennials believe business has a net negative impact on society. I’m in no doubt the headlines, scandals and rotting fish that’ve been widely broadcast recently have contributed to these disturbing results.

The belief that businesses behave ethically suffered a 19% fall in the survey. Deloitte also uncovered a 30% decline in the belief that business leaders are committed to helping improve society. This all coming from our next generation of leaders.

The final outcome of the Hayne Royal Commission is anyone’s guess. There’s no doubt that as the Commission traverses its way through winter and spring there’s going to be a lot more pain inflicted on what were once some of Australia’s most trusted brands. The revelations of customer mistreatment and illegality will continue to dominate the 24-hour news cycle and further erode the community’s confidence in many of our business leaders.

 

RADICAL RESTRUCTURE REQUIRED

Further unpacking APRA’s report into the CBA, it made 35 recommendations (all have been accepted by the CBA’s leadership team) including a more rigorous board and executive committee level governance of non-financial risks, embedding accountability standards, raising the authority of the compliance functions, and making two key changes to culture: asking the question of “should we” in relation to all dealings with and decisions on customers, and a cultural change that “moves the dial from reactive and complacent to empowered, challenging and striving for best practice in risk identification and remediation”. Sound advice.

So where to from here? Malcolm Broomhead, Chair of Orica and a non-executive director of BHP summed it up well when speaking to the Australian Institute of Company Directors, noting: “We need to somehow rebuild that trust and significant radical restructuring of boards and companies – particularly in relation to remuneration structures – is central to that process”.   

 

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

Everything you need to know about Member Exchange

The Institute of Managers and Leaders’ Member Exchange mentoring program.

  

The four-month program is a fantastic opportunity for IML members to share their knowledge and skills, while giving something back.

 

Since the complimentary program’s inception four years ago, some 2,000 mentees have benefited from being paired with a mentor – a role which about 1,500 members have taken up, many several times.

Margot Smith FIML, General Manager, Membership – Strategy and Engagement at IML, says Member Exchange pairs up professionals from a broad range of industries, which can range from the resources, education, finance and not-for-profit sectors to name a few, to help with a range of career aspects.

“It could be for coaching purposes. For one person new to the workforce, they might need help enhancing their LinkedIn profile. For others, they might need advice about talking to their manager about a change in role and responsibilities. It could be a raft of things, but it is usually about general management and leadership development,” she says.

 

Smith explains the key competencies of being a mentor are listening, developing a mentee’s confidence and providing a different perspective.

“You are not there to give answers, you are there to coach and lead mentees to solutions,” she said. “It could be providing clarity with goal-setting if they are having difficulties. Or helping them to see a pathway if they are currently feeling blocked.”

The program requires contact between the mentor and mentee once or twice a month.

A desire for career development and an eagerness to learn are Smith’s top tips for mentees wanting to get the most from their mentoring experience.

 

“Don’t be shy about what you would like to get out of the program,” she adds. “You need to be mindful that the mentors are volunteers and that they are giving back. But your career development is no one’s responsibility but your own — so be hungry for management and leadership development. Take the mentor’s advice and run with it. And importantly, do any ‘homework’ recommended – whether it’s reading an article, freshening up your LinkedIn profile or catching up with someone new to your network.

“Make sure you are honest with yourself, that you are setting goals and challenging yourself to learn.”

 

   

An opportunity to give back was what spurred Barry Gordon CMgr FIML to share his wisdom and knowledge as a mentor. Impressed by his experiences, he recently completed a stint as a mentee.

 

Humbling, positive and rewarding are the words Barry Gordon uses to describe his involvement with Member Exchange.

Gordon, a contracts and compliance director with Transport for NSW, said volunteering as a mentor felt like an obligation he should meet.

As he puts it, “If you have achieved some positive outcomes in your life, it is up to you to give back to others who may be struggling.”

 

His two mentoring experiences involved coaching and guiding a young woman in taking over a family business, while the other stint saw him assist an engineering project manager in ways to secure project director roles, via help with cover letters and networking.

He has remained in touch with both mentees, and says seeing the positive changes to their careers was rewarding.

“I have had nice thank you emails and we’ve caught up for a meal and coffee to see how things are settling in,” he says. “It’s rewarding seeing posts on LinkedIn of past mentees’ achievements.”

The positive mentoring experiences led Gordon to consider how he could personally benefit from Member Exchange.

“I started to think, ‘what else can I learn from this and what is in it for me on the other side?’” he says. “I probably looked at it like, I am in the same boat as my mentees. I am in position ‘x’ and looking at what is position ‘y’ for me.”

He said his journey as a mentee helped with gaining a different perspective, while also providing him with a sounding board from his mentor; a semi-retiree who worked in consultancy.

 

Gordon believes Member Exchange is successful because it bridges a gap. “I have found, and certainly with the mentees I have been linked to, that there is just a big gap. People want help but don’t know where to get it,” he says. “These networks don’t necessarily exist in their day-to-day roles.

“As a mentee — reach out, there’s a powerful network of people in IML that are willing and able to help where possible. So make use of it.”  

 

  

About the program:

 • All IML individual members are eligible (excluding IMLa members).

• Apply via the website: managersandleaders.com.au/mentoring-program/mentees

• Mentees must provide information about what their objectives are. E.g. Career development, returning to the workforce after having children, assistance in
career development.

• For more information please email mentoringmanagersandleaders.com.au or phone 1300 661 061.

SOLVING THE PERFORMANCE MANAGEMENT PUZZLE

WHEN YOU NEED TO PERFORMANCE MANAGE AN EMPLOYEE, PUT A CLEAR AND THOROUGH PROCESS IN PLACE. Photo by Sally Elford.

Performance management appears to be universally despised. From the employees who are subjected to it, to the managers who have to carry it out, it seems no-one enjoys the process of documenting an employee’s failings and trying to force an improvement. At best, it may be deemed a necessary evil that most managers will have to face, sooner or later in their careers.

The process of performance management is also a hotbed for all kinds of disputes, with bullying and harassment allegations and stress-related claims a not uncommon outcome. With this in mind, how can managers safely navigate the performance improvement process while protecting themselves and the company from liability? A key fact to keep in mind is that “reasonable management action, carried out a reasonable manner”, is expressly excluded from the definition of workplace bullying1. Similarly, a worker’s compensation claim for psychological injury can be defeated if the condition has resulted from “reasonable action” of the employer with respect to performance appraisal or discipline2.

The recent case of B v AGL Macquarie3 provides some useful examples of how to ensure that a performance management process is carried out in a reasonable manner. The complainant in this case was an engineer who was placed on a performance improvement plan (PIP) for three months. Over the course of the PIP, the manager realised that the engineer’s health was being adversely affected by the PIP process. The manager attempted to address this issue by:

  • Reiterating to the engineer that the PIP was not a formal warning, but a process to assist him in improving his performance and output;
  • Offering the engineer access to the employer’s Employee Assistance Program (EAP)
  • Offering the engineer the manager’s personal support and coaching
  • Referring the engineer to the employer’s return to work co-ordinator
  • Obtaining information from the engineer’s treating doctor about his mental health, and
  • Allowing the engineer to take an extended period of annual leave.

When the engineer’s performance did not improve to the required standard, the manager implemented a revised PIP, for another three month period. The revised PIP was ultimately never completed, as the engineer was diagnosed with an adjustment disorder and became unfit for work.

The engineer then filed an application with the Fair Work Commission (FWC) for an order to stop bullying. He claimed, amongst other things, that:

  • His performance was not deficient in a way that justified being put on a PIP
  • The PIP was unreasonable because three of the five areas of underperformance identified by his manager were not within the scope of his role, and
  • Many of the actions contained in the revised PIP were impossible for him to execute.

The FWC denied the engineer’s application and found that although the engineer had a reasonable belief that he had been bullied, the employer had engaged in “reasonable management action carried out in a reasonable manner”.  Management action does not have to be perfect, or the most acceptable course of action, it need only be objectively reasonable in the circumstances. The steps that the manager took throughout the process to take into account the engineer’s health demonstrated that he had, in fact, implemented the process in a very reasonable manner.

It is worth noting that the manager in this case also took detailed notes of performance conversations that he had with the employee. These notes were submitted as evidence in the bullying case, and helped to prove that the steps he had taken were reasonable in the circumstances.

Lessons for the Performance Management Process

  • The PIP should be carefully drafted to specifically identify areas of underperformance and relate them to the job description for the relevant position
  • Notes should be taken of performance conversations with employees
  • Support should be offered to the employee in the form of an EAP or personal support and coaching
  • If the employee is affected by medical issues, seek further medical advice and modify the PIP if appropriate.

ELIZABETH TICEHURST IS SPECIAL COUNSEL

– EMPLOYMENT AT KPMG.

1 Fair Work Act 2009 (Cth) s789FD(2)

2  Workers Compensation Act 1987 (NSW) s 11A

3 [2018] FWC 2906

When fiction masquerades as fact

The Cambridge Analytica scandal left ethical questions for all marketers and business leaders to ponder.

By JANE CARO

When I first started out in advertising back in the Stone Age (the 1980s), I remember having to deal with clients who wanted me to guarantee that my little 30-second TVC, radio spot or print ad would infallibly convince anyone who watched it to buy their product. My stock answer was to say that I never gave guarantees. I couldn’t even guarantee that my kids would grow up to be worthwhile human beings, I’d tell them, but I was still in there pitching. I’d finish up by saying that there was no foolproof method of getting people to part with their money against their will and, if anyone ever came up with such a thing, it would soon be illegal to use it. My, how times have changed!

If the fuss about data crunching, opinion manipulating organisations like Cambridge Analytica is correct, it seems someone has come up with such a method and it is not – as yet – illegal. The company itself is now defunct but no doubt others will use their techniques to undermine political candidates or influence purchase decisions (a vote is a purchase decision) in ways we previously thought impossible. Given the grilling of Facebook supremo Mark Zuckerberg by the US Senate committee looking into allegations of Russian interference in the 2016 presidential election, such opportunists had better move fast. As lawmakers gather in the wake of the scandal it looks likely that my decades-old prediction that such sophisticated manipulation would get banned may be vindicated. However, wherever there is demand, there is supply, so illegal or not, I suspect such techniques – now tried and tested – may prove too tempting for some.

And you can understand that temptation. Along comes a whizz bang organisation incorporating the name of a world-famous university (no actual connection, of course, just the same name), offering you the opportunity to understand what motivates consumers in ways marketers have previously only dreamt about. And I have heard at least one well known Australian business leader admit they were approached by Cambridge Analytica about a project. Sensibly they declined the approach (anything associated with Breitbart founder and ex-Trump adviser Steve Bannon smells pretty stinky). I’ll bet they are deeply relieved they did now.

And therein lies the trick. If something looks too good to be true, we used to say it probably was. Now, given the apparently limitless abilities of technology, it may be true but it is probably a very bad idea.

Anything that can manipulate people without their knowledge, anything that masquerades as editorial, or a comment with no hidden agenda but which is actually a commercial message that has been bought and paid for is unethical. Anything that presents lies as facts, that sets out to distort and undermine without clearly identifying its source and agenda, anything that calls itself news, but is, in fact, propaganda, is unethical. If you write an opinion piece (I write them all the time, see this column) that is fine, as long as it is presented as such.

There is nothing new about people flying very close to the wire pretending advertising is editorial. I once complained to the Press Council about a regular insert in a major newspaper that called itself “a special supplement”. It was clearly an advertising supplement and, I believe, should have been labelled that way. Advertising supplements are a revenue earner for media publications, and that’s fine, as long as they are clearly identified. The publication writes editorial about a particular sector or industry (travel, real estate, private schools) in return for members of that industry taking paid ads in the supplement. As you can imagine, the editorial is rarely critical and the more an advertiser pays, the more mentions they get. No problem, but a “special” supplement it wasn’t. Sadly, my complaint was not upheld.

I have always argued that advertising is the most honest of the dishonest professions because you all know we’re trying to sell you something. Or you used to know. I am not so sure now and I am glad that I am no longer in the industry because the lines have become so blurred. Indeed, I am so paranoid about this that I refuse to boost my posts on my public Facebook page (oh, OK, I am too stingy, as well), because I don’t think they are ads.

I have been asked to use my social media following to promote services occasionally (reminding older women to get a mammogram and younger women to look to their superannuation so far) and I’ve been paid to do so, but I have been punctilious about making that clear when I send a tweet or write a Facebook post about them.

For me, the line is clear. It’s fine to sell so long as you are upfront about it and – this is crucial – do not set out to gain an added advantage by deceiving. The minute you hide something – who is paying you, that anyone is paying you, or that what you are publishing is false – then you are being unethical.

It’s fine to research your audience. It is important to understand them and learn how they see the world. If your work, skill and insights help you to attract their attention to your message, I have no problem. But the minute you hide your commercial agenda or conceal your ulterior motive, not only is it wrong but one day – and this is the only guarantee I’ll give you – it’ll come back and bite you on the bum, hard.

Jane Caro runs her own communications consultancy.

She worked in the advertising industry for 30 years and is now an author, journalist, lecturer and media commentator.

Breathing new life into a regional community

By Nicola Field 

In country towns the local school is often a pivotal hub. So when the public school in Learmonth, located 130 kilometres west of Melbourne, closed its doors for the last time in 2012 the 400-strong community felt the pinch.

Fortunately, Rob Sorros FIML and his colleagues at Mapfort Consulting have now found a novel solution that will breathe life into the site of the former public school – and create a new hub for the community at the same time.

Part of this solution will be a small scale cidery with capacity for end-to-end production – from apples grown at the onsite orchard (currently the school oval), through to processing and retailing of cider and related products at various other facilities on the school grounds.

The other part of the solution, Soros explains “is the provision of vocational training, where students can learn a variety of skills from propagation to retail trades in a hands-on environment.”

The venture will be run as a social enterprise with a charitable foundation established to create social impact through social seed venture capital, advocacy and local economic development work. A total of $250,000 of direct social impact is expected to be realised locally (outside of the operation) in the first year of operations.

Not surprisingly, Soros describes the local community as “very supportive” of the project, which is still waiting on government funding to determine the scale of production.

For Soros, the project involves some unique challenges. “We’re effectively taking three businesses and putting them into one – a philanthropic foundation, cidery, and learning centre.”

The nature of the undertaking as a social enterprise brings its own set of hurdles. “I believe social enterprises need to be nimble and agile while striking a balance between purpose and profit,” notes Soros.

He continues: “A minimum of 50 per cent of our profits must directly address the social issues the foundation was set up for. That effectively means we need to be able to survive on the remaining surplus.”

In addition to juggling commercial viability and sustainability, Soros points out that social enterprises have quite different benchmarks compared to profit-based organisations.

“Profitability is key but we must also ensure our dual mandate to model replicable social impact and rejuvenate a regional community is met. This raises the question how we measure the success of the venture. We are measuring financial and social risk-adjusted returns using the latest social impact measurement frameworks developed at the Asia Pacific Social Impact Centre at the University of Melbourne. Having metrics that matter is very important to us.”

With production planned to kick-off in early 2019 one thing is for sure: the community has a brighter future ahead, and it’s a fair bet the townsfolk of Learmonth will be celebrating with a glass of the newly minted local drop.

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 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