Positive charge: Injecting happiness into leadership

Internationally renowned speaker on the science of happiness and positive psychology, Tal Ben-Shahar caught up with IML ANZ Chief Executive David Pich CMgr FIML. They uncover the hidden strength that a positive mind can enable and why happiness isn’t as elusive as some believe it to be.

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How Cricket Australia bounced back from defeat

By Anthony O’Brien

 

For many sports fans and members of the media, 24 March 2018 is a day that will forever live in infamy for Australian cricket.

To recap, Australia was playing a crucial test in Cape Town, South Africa, and the locals were on top. To try and stem the flow of runs, David Warner and Cameron Bancroft hatched a plan to use sandpaper on the red ball to help it swing. Simply put, a swinging cricket ball is harder to hit or can increase the chances of getting unwary batsmen out. The bottom line, whether you take sandpaper, dirt, or Brylcreem to a ball, is that it’s a form of cheating. In other words, it’s just not cricket.

After a couple of false starts, the game’s peak body Cricket Australia (CA) accepted the behaviour of Warner, Bancroft, and skipper Steve Smith, who appeared to condone the ball-tampering by his inaction, was unacceptable. The trio were given lengthy suspensions. Cricket Australia Chairman, David Peever said at the time, “The CA Board understands and shares the anger of fans and the broader Australian community about these events.”

CA CEO and former professional cricketer, Kevin Roberts, admits the national game found itself in this parlous predicament because, “cricket’s part of the fabric of our culture”. Roberts took over as the boss of Australian cricket in October 2018.

To provide some perspective about how important the red ball game is for Australians, Roberts compares the national cricket team, which is famous for its Baggy Green cricket cap, to the mighty All Blacks of New Zealand. “From a cultural perspective, cricket is a national sport just as rugby is New Zealand’s national sport.”

Before working in cricket full time, Roberts had about 20 years in sports sponsorship working with the likes of Adidas and Kiwi sportswear giant Canterbury. He continues, “When people see an example of the spirit of cricket not necessarily being demonstrated in the national sport that’s part of our nation’s culture, it becomes a big issue.”

The long and challenging journey that CA has travelled in the past two years offers a fascinating case study in organisational culture for leaders in all industries.

 

CRICKET AUSTRALIA’S RESPONSE TO CAPE TOWN

In April 2018, CA commissioned the Ethics Centre to conduct an independent review into cultural, organisational and governance issues in cricket following the Cape Town ball-tampering scandal. The evaluation aimed to establish a charter setting out standards for improved player behaviour and expectations of the Australian men’s national side.

The review featured a panel of past and present players including national test captains Tim Paine and Rachael Haynes, who was deputising for the legendary Meg Lanning. Others on the panel included former internationals Shane Watson and George Bailey, the world’s best fast bowler Pat Cummins and men’s team coach, Justin Langer. Also an Ethics Centre survey garnered responses from 450 CA executives and employees, current and former players, state and territory association staff, and representatives from sponsor and media organisations.

Running parallel to this process was an examination of team conduct contributing to the events in South Africa. There has been a perception among some sections of the community that the Baggy Greens were arrogant. However, the bubble created by regular test and cup wins tended to paper over the cracks.

Despite the community cynicism, CA has responded decisively to the Cape Town fiasco, which is a credit to the leadership of Roberts, who joined the CA Board in 2012 before switching to executive roles from 2015. Unenviably, Roberts was in the CEO’s chair when the Ethics Centre released its 145-page report outlining 42 recommendations for CA’s consideration. Roberts recalled, “By the time I came into the CEO role, it was time to release the findings, and more importantly to get cracking on its implementation.”

While there was a mixed response to the report’s release, what struck Roberts was, “how isolated incidents had affected people who were on the receiving end of it”. For instance, the report asserts, “We have (also) been told of groundsmen (who) have been required to prepare practice pitches – spending time and effort only to see an elite bowler send down only seven deliveries before reaching the mandated ‘quota’ – and therefore stopping.

“This kind of behaviour speaks of gross disrespect to those who are not natives of the ‘gilded bubble’.”

While that might be an isolated incident, Roberts determined to consider how people were affected, either positively or negatively, through their interactions with cricket. As a result, the new CEO and his team released a cultural change program focused across three categories – people, high performance, and leadership.

 

HARVARD CONTRIBUTES TO CRICKET LEADERSHIP

CA launched a leadership program in 2019, which is a tailored version of a world-leading program from Harvard University, explains Roberts. Around 40 executives, senior managers, Paine and limited-overs skipper Aaron Finch, as well as coaches took the program, and are now collaborating on developing CA’s leadership culture. “We’re on that journey together, which is fantastic,” Roberts said.

Additionally, CA established the Australian Cricket Leadership Team in late 2018. This group includes the CEOs of each of the state and territory cricket associations. “This team acknowledges that cricket operates through a federal structure as opposed to a corporate hierarchy, and it was about spreading the leadership through that broader cricket ecosystem.”

Since Cape Town there has been a significant turnover of CA’s executive team, including the notable resignation of long-term CEO James Sutherland. Former Hyundai executive Scott Grant joined the peak body as COO. Like Roberts, the new operations supremo is no cricket blowin, and moonlights as the president of Bankstown Cricket Club, where the famous Waugh twins played. Roberts, who also scored runs for Bankstown, said, “We’ve got Drew Ginn, the former member of the Oarsome Foursome [Olympic Games winning] rowing team. He’s working with the states and territories to develop the next generation of talent.” Also, Ben Oliver, who was working for the Western Australian Cricket Association, is now responsible for the national teams. “So, there’s been some development among our leaders themselves as well,” Roberts adds.

 

PITCHING THE MEDIA TENT

CA has put 100 managers through a cultural change program. “We’ve also identified the need to improve the nature of communication inside and outside the organisation,” Roberts said. This project includes establishing a new internal communications platform aimed at creating closer links throughout the organisation. CA has also implemented new forums for all staff to ask questions or raise issues directly with management, in a safe environment.

Additionally, Roberts and his team have improved communication with relevant stakeholders, such as the media. To this end, CA has increased media training for its leadership and players. “We are making an extra effort to bring the media into the tent and to be open with them,” said Roberts. “The cricket media are great storytellers in the game, and so we must embrace their role.”

 

HIGH PERFORMANCE: THE PLAYERS ARE DOING THEIR BIT

Under the affable men’s test captain Paine and the approachable limited-overs men’s skipper Finch, Australian cricket teams have made decent strides in reconnecting with the public. Paine for example, has introduced a pre-game handshake between the Australians and their opponents, which seems to have gone down well with the cricketing community. “The men worked together with the Australian women’s team on a players pact. Put simply, they aspired to make Australians proud in everything that they do as players,” explained Roberts. “We worked with the players to define what we stand for and agreed our goal will always be to win because it’s a professional sport.

Kevin Roberts - Cricket Australia CEO“But our non-negotiable expectation is to compete with respect. It’s not just about winning – it’s also about how we go about it.” That said, the test team’s magnificent retention of the Ashes for the first time in England since 2001 is a significant fillip for the game in Australia. Particularly given it followed just a few weeks after the Australian women’s team secured an outstanding Ashes series win on English soil too.

The proof is in the pudding for the image of Australian cricket, with the men’s cricket team not earning a single code of conduct charge in the 2018–19 season. This result was a first clean sheet in eight years for the prickly Baggy Greens, who have been notorious for aggressive sledging of their opponents. At the same time, Roberts points to the redemptive journey ‘best-since Bradman’ Steve Smith has undertaken since Cape Town. The former skipper visited many schools around Australia during his enforced absence from the Australian cricket team. “Steve Smith had a profound positive impact on several school children by having the courage to open up and talk about his experience as a leader during and beyond the Cape Town situation,” offered Roberts. “So that’s where the players are fantastic, in opening their hearts, telling their stories and I guess embracing the vulnerabilities. That’s what is connecting with the public.”

However, deep wounds will always take time to fully heal. A recent Roy Morgan poll indicated that the Australian public’s distrust in cricket is higher than any other sport. Although a level of distrust continues, there is some good news. Women’s cricket continues to provide a boost to the overall image of the sport with higher trust than distrust, according to Roy Morgan. Roberts comments, “We want cricket to be a sport for everyone, not a sport for some. That means embracing gender diversity, embracing cultural diversity and all other forms of diversity.” To celebrate diversity, CA is aiming to set a world record at the T-20 Women’s World Cup final on 8 March 2020 for attendance at a women’s sporting event. The final will be held at the mighty MCG, which seats around 100,000 and will take place during International Women’s Day.

 

ROBERTS THE BUSINESS SKIPPER

As a leader, the humble former NSW batsman Roberts says, “It’s more for others to have a view on my leadership style, but… I seek to be people-focused and to develop deep relationships with stakeholders.”

Roberts admits to presenting a straight bat when faced with difficult decisions. “I make the hard decisions required of a leader. While I try to do so in a way that shows respect for people, I must accept that people won’t always feel good about the decisions or the way I managed them. I’d like to think I demonstrate courage in leading from the front when we face issues so that our people can get on with making a difference.”

 


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

Overcoming unconscious bias

By Derek Parker

 

A sign on the door saying ‘business as usual’ can very easily turn into one saying ‘going out of business’ in today’s ever-shifting, hypercompetitive marketplace. The key to survival is new ideas, whether they relate to products, processes, organisation or technology. New ideas often come from new people, but many Australian organisations have not been successful at hiring new voices or, if they recruit them, effectively listening to them.

Everybody has some intrinsic unconscious bias and that can adversely influence hiring decisions, even when a company has a policy promoting diversity and inclusion. Yet there is a substantial body of research showing that diversity has a positive impact on the bottom line. Some of the most convincing is detailed in a 2017 report from McKinsey, Delivering Through Diversity, which indicated that gender diversity in management positions increases profitability, even more than previous studies had suggested. McKinsey’s data analysis showed that companies in the top 25th percentile for gender diversity on their executive teams were 21% more likely to experience above-average profits.

Likewise, according to the McKinsey data, companies with culturally and ethnically diverse executive teams were 33% more likely to see above-average profits. The pattern extended to board level, where companies that were more ethnically and culturally diverse were 43% more likely to see above-average profits – a significant correlation between diversity and performance.

These studies were in the US but specialists in the field believe that the Australian picture would be similar.

“It is very likely, since the countries are comparable, and it reflects my experiences,” says Theaanna Kiaos, an organisational anthropologist for Diversity First specialising in organisational culture, diversity and inclusion within Australian corporations. “What it means is that decisions made with higher levels of cognitive diversity are likely to be better ones. Once, homogenous boards or leadership teams might have been well-suited to make decisions affecting the company’s future. But it is no longer the case. We now live in a more complex, increasingly diverse world.”

 

AFFINITY BIAS

Unconscious bias arises when a first impression leads a senior person to favour someone in a hiring or promotion decision without knowing all the candidates’ capabilities. This is affinity bias: a ‘first impression’ preference for someone who has the same ethnic, cultural and gender characteristics as you do.

Clare Edwards“It has its roots in primitive, tribal times,” explains Clare Edwards FIML, Principal of BrainSmart Consulting. “Our brains developed to consider anyone different as foe before friend. This reaction is still active in our brains today, mostly unconsciously. The issue for us now is how we overcome that and prevent it from creating group-think and stagnation.”

At one level, unconscious bias can be countered by mechanical processes, especially in recruitment.

Edwards explains that removing gender, residential suburb and tertiary education markers from applications can go a long way to mitigating unconscious bias. Holding panel interviews where panel members are of a diverse background and from other areas of the business is also effective.

“In the recruitment space, apps like Textio that have a ‘watch list’ of gender-biased words and phrases to avoid can help ensure the language and vocabulary we use is inclusive, gender-neutral and not influencing candidates one way or another,” she adds.

“Bias can be very subtle. For example, an ad asking for someone to ‘manage’ a team attracts more male candidates, as opposed to ‘developing’ a team which attracts more female candidates.”

Once a shortlist of candidates is created and applicants are selected for further interviews, the criteria being used for selection should also be absolutely clear to the interviewers. The criteria should relate to the capability to do the job most effectively. It is not about whether a candidate went to the same university as the selector, or if the selector can imagine themselves having a beer after work with a candidate. ‘Cultural fit’, while an important aspect in any selection, should not be manipulated to reject people who show themselves the best at doing the job but come from a different background to the selector.

These methods can be useful at preventing non-affinity candidates being knocked out during search and selection. They are part of an answer but not in themselves sufficient to improve diversity in an organisation. The other, and larger part, of the solution is to focus on the attitudes of the people engaged in the more advanced parts of the selection process.

 

FINDING THE RIGHT LANGUAGE

Many organisations have tried to address issues of unconscious bias through training but the results have often been mixed.

“Of all the companies we know who have taken part in unconscious bias training, not one of them was able to tell us, with absolute confidence, that it has resulted in sustainable behavioural change,” says Kiaos. “When we ask if leaders have become more insightful through the application of the key learnings, often there is only an uncomfortable silence.”

Chris Burton
Chris Burton

In fact, when executives and team leaders are told to think about their biases it can sometimes lead to a defensive reaction because it does not fit with their version of themselves. Kiaos emphasises that an environment of safety and trust is imperative to challenge biases and norms related to diversity and inclusion in an organisation. There must also be a deeper understanding of how the training fits into an overall diversity and inclusion strategy.

One problem is that unconscious bias training is often couched in the language of social science research and psychological phenomena. This can be alienating to executives whose expertise is business. For training to be effective it has to focus on workplace situations and implications, and on the business benefits of diversity. In addition, there needs to be a path for further action, such as giving a specific commitment to overcome an aspect of bias.

If the executives in the training course feel that they are being unduly criticised for being who they are, they are likely to become dismissive of the whole concept. Trainers need to think carefully about the language they use and the specific situation involved. The wrong type of training will not just be unproductive but counterproductive.

Chris Burton, Executive Director of Team Management Systems, a consulting firm that specialises in teamwork improvements, sees feedback mechanisms as essential.

“You need to take time and invest in learning programs that create a link between the inner world of how we think and the operational realities of how we get work done together. We need to illustrate to people how important it is that we accept, validate and incorporate our different perspectives because when we do this well, we are collectively performing better,” he says.

“Ultimately, what is universal when addressing bias is that you need to make the unconscious conscious by providing leaders with reliable feedback about how they process their world and how they prefer to approach their work.”

 

CHANGE OF MINDSET

Training to help to overcome unconscious bias is most effective if coupled with process changes and set within a business framework. But there is also another aspect: a conscious attempt by leaders, whether at the organisational or team level, to change their own thinking.

Thinking Fast and SlowOne strategy for this is presented by author Daniel Kahneman in his book Thinking, Fast and Slow. He differentiates between what he calls ‘system 1’ thinking, which is automatic and habitual; and ‘system 2’ thinking, which is slower and more deliberate. Each has its value but ‘system 2’ thinking delivers more considered outcomes and provides a way to get away from the trap of first impressions through self-awareness and reflection. Edwards has had success with a ‘perspectives’ exercise which invites people to consider how their beliefs and opinions were formed. This can cover areas such as values from parents and elders, religious and cultural upbringing, socio-economic status, and the political beliefs of influencers.

“It’s not often that people take time to reflect and challenge beliefs they may have ‘downloaded’ or adopted but no longer serve them well,” she says. “We also encourage people to interact more with people who are traditionally outside their ‘in-group’ to expand their awareness of difference. The more diverse a group we interact with, the greater our understanding and appreciation of difference and the greater the likelihood of reducing bias in oneself.”

An easy test to check for unconscious bias in a hiring decision is to ‘flip it’. A selector who is having reservations about a candidate who comes from a background of diversity might ask themselves: would they still have those reservations if the candidate had the same cultural, ethnic and gender background as the selector? Alternatively, would a preferred candidate still be preferred if they came from a background of diversity? Questions like this help to turn theory into practice, and to understand the real-world consequences of unconscious bias.

 

A LARGER PICTURE

Theaanna Kiaos believes that moves to overcome unconscious bias should be set within a large self-development picture.

Theaanna Kiaos
Theaanna Kiaos

She says, “You can teach people conceptualisations of biases but it isn’t very useful until people connect with insight and personal feelings associated with biases in their own life. Overcoming biases comes about through identifying how these biases play out.

“Ongoing mindfulness training is also valuable. The mindful state allows one to observe their behaviour more easily, so it makes an effective combination with unconscious bias training. If an organisation can afford to do both, then do both.

“A critical thing is to avoid judging oneself negatively when an insight has become conscious. Rather, accept the cognitive deficit for what it is and carefully look at its impact in everyday life, then correct it by stopping that pattern of behaviour. Write it down, become familiar with it, and then stop it.”

Chris Burton offers another path. “Some of the most important resources used to eliminate unconscious bias are psychometric feedback tools used to generate focused self-assessment and self-reflection. A critical reference point for any leader is an awareness of their own default approach to decision-making, so they can then consider whether corrective action is needed,” he notes. “More broadly, as organisations embrace the importance of both learning and employee experience, these two factors have a multiplier effect to enable the workforce to navigate a successful path to better performance.”

A final step in dealing with unconscious bias is to look at personal changes of mindset in connection with the culture of the organisation.

“It would help, from a strategic perspective, to move diversity and inclusion policy and practice out of the jurisdiction of HR and put it into corporate strategy,” advises Clare Edwards. “There, it can function as a key performance indicator for strategic growth and organisational health. And that sort of shift would underline the importance of overcoming bias in order to help the company thrive.”


READ MORE ONLINE

Clare Edwards FIML, Principal of BrainSmart Consulting, shares extensive insights about tackling unconscious bias in recruitment. Read more here.

Theaanna Kiaos also goes into further detail in this article.


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

Earning trust: Five building blocks for cultivating trust

By Nicola Field

As human beings our default position is to trust others. Research noted in the Harvard Business Review (HBR) shows that human beings are naturally predisposed to trust – it’s in our genes and our childhood learning.. And most of the time it is a survival mechanism that has served our species well.

It’s only when we find evidence to the contrary that we stop trusting. And judging by the 2019 Edelman Trust Barometer, this is exactly what’s happening.

“The past decade has seen a loss of faith in traditional authority figures and institutions,” said Richard Edelman, president and CEO of Edelman.

He explains that there is a growing feeling of pessimism about the future, with only one in three mass population respondents in the developed world believing his or her family will be better off in the next five years. Just one in five believe ‘the system’ is working for them, and 70% desire change.

Tony Beaven CMgr FIML, General Manager of Elders Financial Planning, believes the erosion of trust within institutions has a lot to do with the environment we live in today. The pace of globalisation, disruption, and technological advancement are all making trust an increasingly scarce commodity for the majority of business leaders. As Beaven explains, “This can often see the needs of the organisation take priority over the relational aspects of building and maintaining the trust relationship throughout the organisation.”

And the erosion of our natural predisposition to trust goes even deeper than that.

Darren Fleming, behavioural scientist and author of Don’t Be A D!ck, says, “We tend to regard people who don’t trust as paranoid. But in many ways our sense of trust has been abused, and a lack of trust is the outcome. “If we look around the world, leaders haven’t been doing what we want them to do. This has led to a disconnect from leaders who are supposed to be pursuing our interests. The banking royal commission highlighted that we can’t always trust leaders in our business community – again because they weren’t doing what we believe they should be doing.”

Gabrielle Dolan, speaker and author on business storytelling and real communication, offers this perspective: “In these days of ‘fake news’ and ‘alternative facts’ we are moving away from that default position of trust, and becoming inherently more suspicious. The result is that leaders have to work harder to gain trust.”

A NEW TREND IS EMERGING

While the 2019 Edelman Trust Barometer signifies that people are generally less trustful, we haven’t entirely given up on trust.

Edelman says, “People have lost confidence in the social platforms that fostered peer-to-peer trust. These forces have led people to shift their trust to the relationships within their control, most notably their employers.”

Intriguingly, Edelman found 75% of people globally trust their employer to do what is right. Moreover, 76% are looking to business leaders to create positive change.

This suggests leaders and managers have some solid responsibilities to live up to. But why does trust even matter? And how can it be nurtured?

TRUST IS VITAL ON MANY FRONTS

Beaven says trust is important “because if you don’t allocate enough time to get the right balance of relational factors versus the business needs of the organisation, your business is potentially subject to turnover issues and a diminishing culture that can ultimately impact the survival of the organisation.”

For Fleming, the issue is clear cut. “Without trust nothing happens. We only get in our cars because we trust that people will drive on the correct side of the road. We turn up to our jobs because we trust that we’ll get paid.”

Fleming adds, “Trust is what allows us to contribute. If we don’t have trust, we have to second guess everything going on.”

As Beaven points out, trust can deliver real advantages to organisations. Dolan expands on that point, saying, “When employees have trust, decisions can be made more quickly, and workplace teams are more likely to buy into those decisions.”

She adds, “Trust also makes change easier because employees are confident that leaders will look after them and do the ‘right thing’ by them. Trust is especially critical in peak periods as staff can be sure that leaders ‘have their back’, and consequently they are likely to give more.”

FIVE BUILDING BLOCKS OF TRUST

The big question is how managers and leaders can go about building trust. It’s not always an easy task, especially as Australians and Kiwis have what Dolan diplomatically refers to as “a tremendous capacity to detect the inauthentic.”

As Fleming notes, “Developing trust calls for a far more proactive approach than a simple open door policy – after all, the trap door spider also has an open door policy.” Here are five proactive steps that leaders can take.

1. TRANSPARENCY

A key starting point in developing trust is transparency. “If you say you are going to do something, then do it,” advises Fleming. “Explain why you are acting in a particular way.”

He adds, “This is where politicians often get things so wrong. People are big enough to handle the truth but politicians don’t give it to us. Instead they try to secure the popular vote by not being truthful.”

Dolan agrees that transparency is essential. She adds, “It is very important to have transparent communication. Even if you have nothing to communicate, let your team know this.”

2. STRONG PERSONAL CONVICTIONS

“Good leaders with strong personal convictions explain what they are doing,” says Fleming.

“A lot of the time people in the workforce don’t know why they’re doing something. If someone on your team questions why they have been asked to complete a task, explain why. It’s not good enough to just say ‘because I’m in charge’.”

3. DON’T AIM TO BE PERFECT

Be prepared to show a vulnerable side. Dolan explains, “The leadership style of never showing weakness, never making mistakes and having all the answers is outdated. The ability to show a vulnerable side calls for courage and self-assurance.”

According to Dolan, being able to show vulnerability is a sign of strength. Conversely, refusing to demonstrate vulnerability is a sign of weakness.

“The maxim that ‘perfect leaders aren’t real, and real leaders are imperfect’ is very true,” says Dolan. “When someone is trying to be too perfect they don’t come across as approachable, and we aren’t comfortable with them.”

This view is confirmed by the HBR study, which found we’re far more likely to trust people who are similar to us in some dimension.

4. INVITE, LISTEN, OBSERVE

Fleming has developed his own mantra for building trust, “Don’t turn your back on people, don’t cover your ears, and don’t close your heart”.

He explains this saying, “Invite people into conversations. We are social creatures and we don’t like to be excluded. When you include people, they feel protected because they are part of the tribe.”

Be prepared to listen to others. “We all have a voice and we all want to share and contribute,” adds Fleming. “When you shut people down they become resentful.”

Keeping your heart open matters too. As Fleming notes, “It can be difficult to find a balance between leading and building trust. It’s about knowing your people, reading the environment and having social awareness.

“Observe your team, ask if everything is okay, and adopt an empathetic person-to-person approach. We’re all people trying to get through life. A lot of leaders lose sight of this amid the ‘we’re here to make money’ attitude.”

5. SHARE PERSONAL STORIES

Dolan recommends sharing personal stories to build trust. “It can be very powerful as long as you’re sending a business message to demonstrate personal values,” she explains. However, this calls for leaders to truly know their own values, such as integrity, respect and teamwork.

“Do things that demonstrate your values,” says Dolan. “For example, you may believe in the value of feedback but this means you need to be able to accept feedback yourself.”

Storytelling can be used at team meetings, presentations, or even in a one-on-one situation. Dolan offers an example of how very public storytelling can deepen relationships.

“A client of mine was speaking at an event, and she openly described how the amount of time she was spending at work was starting to threaten her marriage,” notes Dolan. “It was a deeply personal anecdote. But by sharing it she was acknowledging ‘I haven’t got this right’.

“The response from the audience was exceptional,” adds Dolan. “Many people thanked the speaker – it just hadn’t occurred to those she worked with that this person would be having these sorts of issues. It gave others permission to share their story.”


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