LeadershipHQ Magazine June 2015 2nd Edition

LeadershipHQLeadership Headquarters Issue 2 - June 2015EGqenudaleirty Kristine Carlson:The better the balance Less sweatthe better the results more Peter Birtles: success Behind the man behind Super Retail Group BigInnovation: improvements through small changes...LeadershipHQ Magazine designed by Reagent

Advice to my Younger self What do you know now that you wish you had known then? This is the question we have posed to some of the most senior women in the Public Sector. These inspirational senior executive women will reflect on their careerjourneys – the challenges they have faced, the opportunities they have seized and the lessons they have learnt, to impart advice to women aspiring to achieve professional and personal success. The 5th National Public SectorWomen in Leadership Summit 2015Pre-Summit Workshop Summit Post-Summit Workshop 21 July 2015 22 & 23 July 2015 24 July 2015 EXPLORE Strategies for Inspirational stories Mastering critical Learn to navigate, overcoming the key and practical advice leadership skills to influence and driveleadership challenges from senior Public enhance performance positive change faced by women Sector leaders FEATURED SPEAKERSThe Hon. Sussan Ley MP Lily Viertmann Her Excellency MercyMinister for Health, Minister Chief Financial Officer Debrah-Karikarifor Sport Department of the High Commissioner of the Republic Environment of Ghana to the Commonwealth of AustraliaSenator Claire Moore Jo Evans Senator Larissa WatersShadow Minister for Women, Deputy Secretary Senator for Queensland,Shadow Minister for Communities, Department of Agriculture Australian Greens SpokespersonShadow Minister for Carers, for WomenManager of Opposition Business(Senate) EXCLUSIVE 10% DISCOUNT Leadership HQ readers and subscribers receive 10% off standard registration rate Book now to receive this special discount and secure your place! Booking code - Q+61 2 8239 9700+61 2 8239 [email protected]

IntroductionWelcome to LeadershipHQ Welcome to 2nd Edition of LeadershipHQ, a brand new E-Magazine that will inspire you to go further and achieve more than you ever thought possible. I am excited about this month’s edition. Why? We have a number of Thought Leaders, CEOs, Coaches, Authors and Leaders across the Globe contributing in this month’s edition. I am honoured to have Kristine Carlson write about Don’t Sweat the Small Stuff at Work and Peter Birtles, CEO of Super Retail Group discuss how he sees leadership. And there is so much more this month! By reading this, you’ve already taken a great step into being a better leader, and in every issue we’ll give you the tools you need to make you better in business, and an amazing leader! The latest insights in the business world. Up-to-date strategies on how to efficiently work with others and lead a team. Real-life stories of inspirational people currently setting the world of business ablaze. Every issue of LeadershipHQ will deliver the most cutting-edge stories, insights and advice, from the world’s most forward-thinking individuals and from our team. We’ll show you how the best of the best are doing it, and give you the strategies and tips you need to get to their level. We’ll also be linking you to all our company’s output, too. Not only will you get a first-class piece of business acumen in your hand, you’ll also be kept up-to-date with the rest of our products and services, meaning you’ll never miss a beat when it comes to keeping your edge. Every issue we’ll provide full links to relevant blog posts on the topics at hand. We’ll do the hard work for you, going through our extensive archive of articles and picking out exactly what you need to further your insights and training. Our upcoming events will also be listed, so that you get the first look when it comes to some of Brisbane’s popular and vibrant seminars and talks. We’re excited that you’ve decided to join us on this journey. Within these pages, we have the tricks, tips and tools you need to become the best you can possibly be. Together, we will bring out the best in you. Thank you – and be the best you can be everyday! Sonia Find Leadership Headquarters App on Apple and Google Play Store3 | © LeadershipHQ 2015

CONTENTS 24 Pro-Social05 Leadership and Leadership gender equality By Suzanne Waldron M.A, Manlp, ACC By Jason Jones07 leaders don’t sweat the 26 the pathway to small stuff talent neutrality By Kristine Carlson By Mike Beeley, CEO, Reagent08 leader of leaders 27 choosing love interview over fear Peter Birtles - CEO, Super Retail Group by Kim Serafini, mindpt.com10 darth vader of 29 influence & leadership persuasion By Sonia McDonald By Peter Rowe, Managing Director, ProfiTune Business12 delegating knowledge of ir laws 31 why the right social By Mark Curran, Kaden Boriss media strategy is critical By Bill Carmody, CEO, Trepoint14 destroy your business today! 33 young leaders By Anthony Kikkert, ADP District Manager Ryan Alexiou, QLD Safety Manager, Hansen Yuncken Pty Ltd16 2015 Year of the 34 leading Female Leaders innovation By Sonia McDonald By Stephen Beirne, CEO, Queensland Leaders19 Leaders are 36 book sonia for made not born your next event! By Ted Bonel, Strategy & Execution Advisors Contact the LHQ Team - 1300 719 66521 Four Questions Every 37 lhq special offer Leader Should Ask FREE Behavioural Assessment & By Colin Boyan, Director, Cv Check Limited Leadership Key Ebook23 Leadership – A Conversation Nick Bennett (PCC, FAIM, ILPF), Executive Performance Coach & Facilitator, Minds Aligned4 | © LeadershipHQ 2015

Leadership andgender equality…”Men themselves have wondered what they see in me.They try so much, but they can’t touch my inner mystery.When I try to show them, they say they still can’t see.”~ Maya Angelou, “Phenominal Woman”Gender equality as something more than two words the room held a moment or two. I said, “If you’re going towritten in an idealistic and ethereal construct seems put a number on it, then make it 45% - and how do youdistant. However, humanity surpasses us and seemingly know that the problem you have stated is the rightimpossible things can change. February 1990: South problem?” The person said, “Wow!” I liked her; she saw I’dAfrican President FW De Klerk orders the release of Nelson just presented the opportunity to be more ambitious.Mandela from Victo Verster Prison. Manifesting These were smart, dedicated people wanting to makepracticalities created tension and disagreement between their organisation better.the two men – the first of many - as they negotiated the I offered ‘Red Teaming’ their aspiration to employ moretricky path toward what was essentially, the transfer of women. Red Teaming (with carefully selected andpower. In truth, both remarkable men needed the other if quintessential heretics) allows decision makersapartheid was to end. to enhance their knowledge and understanding throughI’m contributing to an organisation’s strategic programme to consideration of alternative perspectives. It challengesincrease its representation, distribution and participation of strongly held institutional assumptions (notwomen. The organisation’s history is traditional, hierarchical uncomfortable!), and has to be pragmatic. 45% isn’t aand culturally masculine. Its organisational narrative target, or tokenism - it involves developing mindsets thatarticulates aspirational pursuit of ‘excellence’, and desire to women could actually comprise half the workforce -embrace ‘change’. The organisation’s reality is somewhat essentially potential transfer of power.different: its proportion of women has stalled at around 15% If you decide to read and learn a little about feministand inclusion of women isn’t significantly reflected in the theory then I challenge you not to say that, “Yes! There’s aorganisation. problem with gender as it is today, and we must fix it; weSomeone asked what I was bringing to the table. I said, must do better”. What consequences for an organisation,“I don’t think your 30% women stretch goal’s ambitious if it doesn’t include more women? At base level, it’s aboutenough”. Swift glances up from notebooks, and silence in survival; a horse exists with one sole purpose driving all its thinking and behaviour – to pass on genetic material.5 | © LeadershipHQ 2015

Apply that analogy to the traditional, hierarchical something difficult: a horse refusing to step onto a horseand cultural male hegemony; how does it pass on its float. It’s kicking up a fuss, offering resistance, fighting‘genetic material’? against the idea, and doing anything to avoid going ontoWhat we think we know about the world is constituted the float. I’ve dealt with lots of such horses, but haven’tthrough the ways in which we engage with the world. encountered one yet (in over a thousand with whichHowever, narratives arrest meaning; they tend to control I’ve worked) that hasn’t willingly, and of its own accord,and coerce conformity to an existing order. The work walked onto the float and stood calmly in the end. Thatbeing undertaken by the organisation I keep referring doesn’t mean I mightn’t meet one that defeats me into has the potential to do something remarkable – in a future (in which case, I’ll need to learn more about why),small country that is remarkable; New Zealand is proud it just means I’m optimistic that my approach is right andof a heritage that saw it become the first country in the what I’m trying to achieve is reasonable.world where women could vote on equal terms with men. Gender equality and leadership are inextricably linked;Ahead, as the reality to engage and employ more women dealing with associated issues requires courage andunfolds, there is uncertainty, ambiguity, vulnerability and innovation. This isn’t a bandwagon to leap on as astrangeness to be embraced. self-promotion exercise. If you pride yourself in thinkingProfessor Sebastian Reiche showed recent data suggesting differently; if you pride yourself on being innovative andthe diversity issue isn’t improving. The World Economic open-minded; if you consider yourself fair and unbiased;Forum calculates a decrease in the gender gap by an if you pride yourself on having the moral courage to doaverage of 4% in the past 9 years. This figure predicts what’s right – then you’re probably a feminist.complete gender equality by 2095 (when I’ll be 125 I’ll try to link the close of this article back to my openingyears old!). Distinguished feminist international relations paragraph. If we want ‘diverse’ organisations (becausetheorist, J.Ann Tickner wrote back in 2004 that, “In today’s frankly that’s how we achieve the best type of resilienceworld of about 190 states, less than 1 percent of presidents and ensure we survive - through passing on ouror prime ministers are women.” Combined with the World organisational ‘genetic material’) then there’ll be tension,Economic Forum figures, Reiche poses cogently: “are we and disagreement and resistance. I don’t for one minutedoing something wrong, or just not enough?” believe I know the answer; however, in truth - phenomenalHere’s an analogy that helps me get comfortable with men and phenomenal women need each other if gender inequality is to end.About the Author:Jason Jones graduated from Edinburgh University with a BSc in Agriculture before embarking on a career in both the Britishand New Zealand militaries. He reflects on his journey so far as,“an interesting series of challenging and diverse experiences.”Thriving in environments with difficult problems to tackle, Jason consults on diverse topics through his associationwith The Chester Group. Another of his entrepreneurial ventures – The Naked Horseman – was developed after friendsencouraged him to combine three of the things he loves to spend time on; horses, writing and leadership.He started blogging as “The Naked Horseman” in June 2014, and his articles now reach 81 countries “Blogging was just anoutlet for me to express and share ideas –to be challenged in my own thinking. It never dawned on me that other peoplemight be interested in what I might have to say – but I’m pleased to find they are and grateful for the support and feedback.”Visit www.thenakedhorseman.com for further information.6 | © LeadershipHQ 2015

leaders don’t sweat the small stuff at work by kristine carlsonA leader is someone that brings “Responsive” means acting One great CEO I know said: “It makesout the best in himself/herself appropriately to the issue at hand. In a my job much easier to be genuinelyand others by focusing on what curve ball situation, rather than being receptive to suggestions from othersmatters most to the team and by driven and controlled by habitual, rather than shutting them off. I haveminimising the amount of stress knee-jerk reactions, being responsive the advantage of hundreds of brilliantand conflict experienced at work. means having the ability to maintain minds working together—rather thanHere are The Three R’s of not perspective and to choose the best depending on my own pea-sized brainsweating the small stuff by Dr. possible alternative or course of action, by comparison.”Richard Carlson, from his book, given your unique situation. Because “Reasonable” suggests the abilityDon’t Sweat the Small Stuff at they are able to see the entirety of a to see things fairly, without the self-Work. It’s simple but true that great situation (the big picture) responsive serving justification that so oftenleaders are: individuals are able to factor into every clouds our vision. It’s the ability equation all the variables, instead of to see your own contribution to a1. Responsive being limited to their usual way of problem and the willingness to listen2. Receptive doing things. They are willing and able to and learn from other points of3. Reasonable to change the course of direction not view. Being reasonable includes the too unlike the captain of a ship must ability to put yourself in the shoes of alter his course in a storm. A good others—always able to empathize and builder, for example, knows that there see the big picture. People who are will be unforeseen issues that arise reasonable are well liked and highly during the course of the best-laid plans. respected for their opinions. Because He doesn’t panic when things happen; they are willing to listen, others pay he takes them in stride responding to close attentions to what they have to the changes with flexibility. say, as well. Reasonable people rarely have enemies and conflicts are kept to “Receptive” implies being open to a minimum but when one comes up, it ideas and suggestions. It means you is resolved with integrity and heartfelt are inclined and willing to receive communication. They are able to see whatever it is that you need at that beyond their own needs, tending moment—data, creativity, a new to the needs of others with greater idea or whatever. It’s the opposite of perspective and compassion. being closed minded, stubborn, and If you did nothing more than strive limited. One of the qualities of being to be responsive, receptive and a receptive leader is to maintain the reasonable, I think you might find that innocence of “a beginner’s mind” with the small stuff takes care of itself and a willingness to learn, even if they are the big picture is managed with grace, considered the expert. Because they ease and expanded perspective. are not defensive, these people have Richard Carlson, Ph.D. is the author of sharp learning curves and are almost the acclaimed Don’t Sweat the Small always the ones who come up with Stuff series of books that sold over 25 the best ideas—or recognize the best million copies worldwide. This article ideas from others. They are great team was written by his wife and co-author builders and participants because they of the series, Kristine Carlson, who think “out of the box” and consider all carries forward the Don’t Sweat the points of view with an open mind. A Small Stuff legacy on his behalf. great CEO will often listen attentively www.kristinecarlson.com and and actually take the advice of others dontsweat.com including his employees. A leader is able to step aside from ego in search of the best answers to an issue even if the answer contradicts his original idea.7 | © LeadershipHQ 2015

This Month’sLeader ofLeadersInterviewPeterBirtlesCEO SuperRetailGroupPeter Birtles is the Group Managing Director and Chief Executive Officer ofSuper Retail Group Limited. Super Retail Group is one of Australasia’s Top 10retailers, and represents such brands as Amart Sports, BCF Boating CampingFishing, Ray’s Outdoors, Rebel, Supercheap Auto and Workout World. It hasannual sales of $2.2 billion and employs around 12,000 team members in itsoperations in Australia, New Zealand and China.If anyone understands the demands of the CEO role, it’s Peter. We arefortunate to have been able to interview Peter to discover some of hisspecial leadership techniques and experiences.8 | © LeadershipHQ 2015

This Month’s Leaderof Leaders InterviewPeter Birtles CEOSuper Retail Group1. What do you love best about being a CEO? 6. What are your strengths and unique talents?What I most enjoy is having the opportunity to lead the I don’t really like to talk about myself as I think thatcompany in what I see to be the right direction, and to everything we achieve is through the combined strengthshave an influence on its development. Great companies and talents of the team. Since you are pressing me, I wouldare always evolving and as CEO I am able to plan for that, suggest that one of my strengths lies in making my teamand to work with the whole team to achieve our vision feel that their ideas and input are important and that Iand purpose. value their contributions to the organisation. I believe that I am a pretty good strategic thinker. I like to2. What’s your purpose - your WHY? look ahead and think about what are the challenges andMy personal purpose is to build the kind of company culture opportunities that the company will encounter in theand environment that brings out the best in my team. future and to build plans to tackle these. I try to be open and approachable to all of our team3. How would you describe your Leadership Style? members and if requested provide my advice and ideas.This is a tough question, but as CEO I need to be constantly I’m a strong listener which important in any CEO.aware of my leadership style because it can have a huge I also think that I am both intuitive and reflective, whichimpact on the way our team works. I would describe my gives me the ability to gather information and thenstyle as determined, clear, open and collaborative. process it in a quiet and constructive way.4. Key achievements and successes - any come 7. What does the future hold for you?to mind? I would love to lead the company ideally to the goal ofThere are some successes that I am really proud of. becoming one of the top 5 retail companies acrossI have worked to increase engagement levels within the Australia and New Zealand, with more growth of ourcompany and I’ve succeeded in the lifting of retention existing business and with more acquisitions.rates in the team from 53% to 76%.Our brands are now regarded more favourably not only 8. What advice would you give to leaders whobecause of our positive growth, but because customers want to move up the ladder to CEO?are being served by people who love what they do. Take the opportunity to move into different areas andWe have increased the size and share price of the company parts of an organisation. Don’t just look up. Take thethrough both the acquisition of other brands and the sideways moves, too. Build up your range of skills andexpansion of the company brands, with new stores experience across the whole organisation. Success comesopening and more private label lines being introduced. from performing in the role, not just securing the role.5. Who has made a difference in your career? 9. Key Learning in your CareerI have been very lucky to have had various leaders take a Never stop learning. Recognize that you will never knowpersonal interest in my career and help me to grow and everything. Keep learning and surround yourself withsucceed. Having access to a great mentor is really important. people who have their own special strengths – differentAnother thing which has made a difference in my career is to yours. Learn from them and learn to work with them.that I’ve had the opportunity to work with some amazing It’s clear that to Peter, being CEO isn’t just about his ownteams, striving collectively to reach our goals. Working skills. It’s about enabling his team to use their skills andwith a cooperative and focused team is a great grounding abilities to achieve something worthwhile – team andfor any potential leader or CEO. company success.9 | © LeadershipHQ 2015

DLaerathdVeardsehriopfby Sonia McDonaldIf you are wondering what is going on in the image here, you have probablynever seen any of the Star Wars films. And since that is not illegal (yet), youneed to know that the aim of this article is to give you some insight into theskills and qualities of one of the best leaders in the world of fiction – DarthVader. While it’s difficult to see him as anything other than a fiend, he did havea good side. Read on to see why Vader was a leadership rock-star and what wecan learn from him.10 | © LeadershipHQ 2015

Mentors He also knew how to communicate his vision to others, and motivate them to join him.Vader had great training and qualifications relevant forhis leadership role. To put it simply, he learnt from the Team Focusbest. In the process of becoming Darth Vader, he hadsought out a variety of influential and powerful mentors Perhaps I can find new ways to motivate them.who themselves were respected leaders. He backed up Darth Vader understood that has could not work solo, buthis natural leadership qualities with an extensive base of needed the support of a team. He constantly assessed theknowledge and experience. skills and abilities of his team members, intending to build the strongest and most powerful team possible.Performance management Rest and Recovery“You may dispense with the pleasantries, commander.I am here to put you back on schedule” No leader works 24/7 without a minute for themselves,Although being usually perceived as the ultimate villain, not even Darth Vader. When he was sure that everythingit needs to be said that Darth Vader was stern but fair. The is under control, Vader usually retreated to his chambersmain virtue he sought in the members of his team was where he relaxed, meditated, re-charged and took somethe ability to contribute to the ongoing projects and to time to clear his mind and give rest to his body. Beingalways keep a level of high-quality work. Indeed, he did a former Jedi Knight and a current Sith Lord (both ofcensure those who were not performing well, but he also which were based on martial arts and the philosophy ofpraised and rewarded those who excelled. In this sense, Asian spirituality), Darth Vader knew only too well thatLord Vader had a perfect grasp on team management and to be productive and efficient, he needed to restore hisconstantly monitored and evaluated the performance organism after a hard day at work. He took care of himselfof those around him, taking the necessary measures to so he could produce the best results possible.improve team work when necessary. As you can see, Darth Vader is a perfect example of the successful leader with some distinctly ‘winning’ qualities.Vision A great team manager,Vader knew how to establish mutual respect between those involved in the ‘organisation.’ HeJoin me, and together, we can rule the galaxy as father was a great team manager and a hard worker. His tacticsand son! might have been a little ‘dodgy’ but there is no doubt thatOne of the reasons why Darth Vader was performing well his purpose was sound. For all these reasons we count the(after all, within in about 20 years he built an enormous Dark Lord of the Sith high in our list of leaders we can pearspace station with the power to destroy a whole planet), from – as long as these do not include building Deathwas that he was extremely focused and knew his priorities. Stars or blowing up planets.11 | © LeadershipHQ 2015

Good leaders in organisations should will become a template for how day to day decisions. In thosenot delegate a working knowledge other staff conduct themselves. That circumstances, it is important thatof IR laws to HR managers. It is will lead to an environment where leaders have a working knowledgeimportant that leaders have a management does not have a high IR laws so that they can act generallygeneral knowledge of these laws so regard for IR laws, a characteristic in accordance with those lawsthat they can conduct themselves that is inconsistent with being an and in so doing send a messageconsistently with them, without employer of choice and attracting throughout the organisation aboutthe need to be constantly referring high quality staff. the importance of compliance withto HR managers. Leaders who do Whilst businesses are to be legal obligations in the organisation.not have a working knowledge of applauded for engaging HR A sound knowledge of the laws willthese laws may find their day-to-day managers and consultants, it is not also help leaders know when toconduct will be inconsistent with always practical to refer to those get HR Mangers involved, that is, tothese laws and that their conduct mangers/ consultants when making identify what they do not know.12 | © LeadershipHQ 2015

Common areas about which leaders should be familiar include:• Employee entitlements in the National Employment Standards enshrined in the Fair Work Act 2009 (Act);• Access to and the requirements of unfair dismissal laws;• The requirements of the general protections provisions in the Act;• T he Fair Work Commission’s “anti-bullying” jurisdiction;• T he circumstances in which a workers’ compensation claim can be made under the Workers’ Compensation and Rehabilitation Act (Qld) 2003;• Protections available to injured workers under the Workers’ Compensation and Rehabilitation Act (Qld) 2003;• The prohibitions on “Sham Contracting” in the Act;• The meaning of direct and indirect discrimination under anti-discrimination legislation, both State and Federal;• A nti-discrimination legislation, to the extent it relates to sexual harassment and victimisation;• The grievance and EAP procedures available to employees;• T he post-employment obligations of employees in their employment contracts;• O bligations of employees under the employee handbook or policies and procedures; and• T he requirements of awards (or industrial instruments) that apply to the business.Obtaining a working knowledge of these areas of law Businesses who inculcate their leaders in this area of theneed not be a time consuming process. The firm’s HR law are not only more likely to comply with the law but arelawyer should be able to easily and quickly train leaders more likely to develop a culture within the organisationon the requirements of these laws and what processes which promotes compliance with the law. That cultureneed to be in place within the organisation to comply with starts at the top and leaders have a responsibility tothem. HR managers should also be part of the highest ensure that they are familiar with IR laws.echelons of the business, so that firm-wide HR issues canbe identified early on and leaders can develop a healthyrapport with the HR function.13 | © LeadershipHQ 2015

DESTROY yourbusiness today!The best way to work out what to do with your business, your staff and your sales is by working outthe best way to do what you don’t want to do. Confused? (I know I am!) Read on.Often when we consider growth options, we brainstorm ways we can improve. We think of greatideas that can grow our business and open new opportunities but 12 months on these ideas arejust a memory. As humans, we have cognitive biases, which inhibit our ability to gain perspective,particularly when our own personal success and livelihood are on the line. How can we counterthis part of our nature? It’s time for some DESTRUCTION!By‘destruction’, I am referring to a tool called reverse brainstorming. Instead of brainstorming ideasto accomplish your goals, reverse brainstorming involves thinking ideas to accomplish the opposite.When the target is no longer ‘success’ but instead is ‘destruction’, the cognitive biases that limit ourthinking are removed, as there is no longer any personal threat in these concepts. Here are twocommon business examples: Example 1: Disengage your staff! additional programs. Ironically, these extra The start of each year usually involves programs can end up putting more strain on Human Resource teams coming together staff and can even lead to less engagement and brainstorming ways they can engage as a result! their staff. Employee engagement is one Conversely, we could reverse brainstorm of the key drivers in business productivity along this question: “How we can disengage and a lack of engagement can lead to our staff so that they will leave?” This might increased workplace incidents, increased get answers like: attrition, increased unplanned leave and • P ay them incorrectly or not at all poor performance. HR teams everywhere • Increase their work hours ask themselves “How can we improve our • Encourage their line manager to bully them employee engagement?” and they get • Put them on a project for a week and then answers like this: cancel the project • Constantly move the ‘goalposts’ • Start a loyalty program that rewards • Make them clean the toilets every day employees for staying with the company • P ut them in performance management • Organise a monthly ‘team building’ event While responses could be considered or excursion ‘extreme’ or ‘silly’, these answers are actually • Create a new intranet for staff to more useful at developing a comprehensive communicate with each other strategy to improve engagement. The lack of cognitive bias shows the many facets While these answers might generate that affect employee engagement day engagement, they will likely involve to day and this is what needs to be managed, significant resource investment and may often with a much lower requirement not address underlying adverse factors for resources. affecting employee engagement. There is a cognitive bias telling us that current employee engagement is already maximised so improving engagement must require14 | © LeadershipHQ 2015

Example 2: Eliminate your new • C all our prospects every day until they arebusiness! sick of usSales is often going through strategic • B roadcast on our LinkedIn profile howbrainstorming, which usually centres on: incompetent we are“How can we grow our sales this year?” • Change our LinkedIn profile picture to thatAnswers might include: photo from after drinks on Friday• G enerate more leads • D on’t make any outbound calls and don’t• M ake more calls return incoming calls• G et in front of more clients • A nswer incoming calls by yelling “What do• Increase our marketing spend you want?”All these answers involve more work and • Send every email without a signatureare likely limited by a cognitive bias arising • Leave the CAPS lock on while writing allfrom a fear of inadequacy. The brainstormed emailsresults assume that everything the sales • T ell everyone that our product is overpricedteam is currently doing is ‘adequate’ so and won’t deliverthe best way to grow is to duplicate this These answers provide more practical ways‘adequate’ activity. The ironic thing is that that salespeople can assess their everydaythis activity duplication can often lead to activity and improve their quality rather thanthe opposite result with prospects getting simply duplicate. I have been in sales teamssick of being called too much, time being which, after doing this, have expressedwasted on poorly qualified leads and feeling liberated as they have been ablemarketing flooding the media with an to express true thoughts uninhibited byineffective message! the limitations of their cognitive bias. AIf we reverse brainstorm with “How can we sales team operating on quality instead ofeliminate all of our new business?” Answers quantity is the best way to grow sales andmight include: maximise revenue. Free thinking allows for effective strategy The strength of reverse brainstorming lies in the freedom of thinking that comes when cognitive biases are removed. This allows leaders to create an effective strategy not hindered by their own psychology. By using this tool, business leaders can develop an engaging culture through everyday activity, not just one off events that boost morale. They can develop effective sales techniques in their staff without demanding more and more activity. With a greater client understanding, businesses can design a sales and marketing strategy that shows client empathy rather than barrage clients again and again with meaningless rhetoric. Reverse brainstorming frees up your thinking to help you identify the hundred small steps that will contribute to your business success. So I guess now is the time to take a step back and ask yourself: “How can I destroy my business?” Anthony Kikkert ADP District Manager Mob: 0427 617 134 Email: [email protected] LinkedIn: au.linkedin.com/in/anthonykikkert15 | © LeadershipHQ 2015

2015: Year of the Female Leaders by Sonia McDonald The concept of gender balance is now firmly on the agenda for proactive businesses this year. Finally they have realised that including women in leadership roles is a great business move. More and more researchers are finding that better gender balance equals better financial performance.16 | © LeadershipHQ 2015

The statistics role model of leadership, it requires quite a mind shift• Studies have shown that companies with a leadership for women to see themselves at the top. Their more balance between men and women achieve better consultative style can appear to be weak. Their social financial results. involvement can appear to be nothing but chat. Their• Companies with more women on senior leadership empathy can appear to lead to unbalanced judgement. teams outperform financial results of comparable These are the very skills that have been missing at companies with fewer women by an average of 30%. leadership levels for generations, and they are exactly• Teams with a male–female ratio between 40 and 60 the skills that will make the difference in the financial and percent produce results that are more sustained and team health of the organisation. Yet, women themselves predictable than those of unbalanced teams. often struggle to accept that.There is a great business case for the inclusion of womenat senior levels. Clever organisations are actively seeking EmpowHERing our female leadersout and offering development opportunities to talented Realising that women can be as much a barrier to theirfemales who have leadership potential, and they are own success as anyone else, we created a program todeveloping leadership programs to nurture emerging help them discover their own leadership potential andfemale leaders. recognise the value they bring to their organisations. We help women assess their own strengths and build onDeveloping female leaders them, and see why those skills are so important in theWhile the decision to increase the numbers of women in leadership role. We help them perfect the networkingleadership roles makes sense according to the numbers, skills which are such a key part of the way women work,there are still a number of hurdles to be overcome before and which will build such a strong foundation for theirwe see real change. We’re talking about a cultural shift businesses. We help them find the confidence to standhere, and that doesn’t happen easily. proudly as a female leader, comfortable in her uniqueAnd it’s not just a mind shift for men; women need skills and approach.to see themselves differently, and learn to value their Our EmpowHER Program gives women the capabilityown special brand of skills. Instead of seeing the feminine and confidence to become the leader they want to be.‘soft skills’ as a barrier to career progress, we need to We believe that 2015 is the year of the female leader. Giverecognise and develop them as the key component to women the power to develop their own style of leadershiporganisational balance. and they will give business the competitive edge it hasWhen you’ve equated success with the masculine-skilled been looking for.17 | © LeadershipHQ 2015



LEADERS ARE MADE NOT BORNIn the words of General Norman Schwarzkopf,“To get ordinary people to produce extraordinary results”Good leaders are made not born. If you have the desire In the words of General Norman Schwarzkopf, “To getand willpower, you can become an effective leader. Good ordinary people to produce extraordinary results.”leaders develop through a never-ending process of A person carries out this process by applying his/herself-study, education, training, and experience. This guide leadership attributes (belief, values, ethics, character,may help you through that process. knowledge, and skills). Although your position as anTo inspire your people into higher levels of teamwork, owner, manager, supervisor, etc. gives you the authoritythere are certain things you must be, know, and, do. to accomplish certain tasks and objectives in theThese do not come naturally, but are acquired through organisation, this power does not make you a leader...continual work and study. it simply makes you the boss. Leadership makes peopleThe best leaders are continually working and studying to want to achieve high goals and objectives, while, onimprove their leadership skills. the other hand, bosses tell people to accomplish a taskBefore we get started, let’s define leadership. or objective.Leadership is a complex process by which a person The basis of good leadership is honorable character andinfluences others to accomplish a mission, task, or selfless service to your organisation. In your employees’objective and directs the organisation in a way that makes eyes, your leadership is everything you do that affects theit more cohesive and consistent. organisation’s objectives and their well-being. A respected leader concentrates on what they are [be] (beliefs and character), what they know (job, tasks, human nature), and what they do (implement, motivate, provide direction).19 | © LeadershipHQ 2015

What makes a person want 1. Know yourself and seek self- 7. Keep your people informed.to follow a leader? improvement. In order to know Know how to communicate withPeople want to be guided by those yourself, you have to understand your people, seniors, and otherthey respect and who have a clear your be, know, and do, attributes. key people within the company.sense of direction. To gain respect, Seeking self-improvement 8. Develop a sense ofthey must be ethical. A sense of means continually strengthening responsibility in your people.direction is achieved by conveying a your attributes. This can be Develop good character traitsstrong vision of the future. accomplished through reading, within your people that will helpTo help you be, know, and do, follow self-study, classes, etc. them carry out their professionalthese twelve principles of leadership:- responsibilities. 2. Be technically proficient. As 9. Ensure that tasks areTed Bonel – Strategy & a leader, you must know your job understood, supervised, andExecution Advisors and have a solid familiarity with accomplished. Communication [email protected] your employees’ jobs. the key to this responsibility. Thewww.strategyandexecution.com.au ‘Why’ must come first.20 | © LeadershipHQ 2015 3. Seek responsibility and take 10. Train your people as a team. responsibility for your actions. Although many so called leaders Search for ways to guide your call their company, department, company to new heights. And section, etc. a team; they are not when things go wrong, they will really teams...they are just a group sooner or later, do not blame of people doing their jobs. others. Analyse the situation, take 11. Use the full capabilities of corrective action, and move on to your organisation. By developing the next challenge. a team spirit, you will be able to employ your company, department, 4. Make sound and timely section, etc. to its fullest capabilities. decisions. Use good problem 12. Develop your people. Turn solving, decision-making, and followers into leaders is the sign planning tools. of true leadership greatness. The issue is also critical because if 5. Set the example. Be a good you aren’t identifying potential role model for your employees. successors, you are probably not They must not only hear what they delegating as extensively as you are expected to do, but also see. should and you may well be a decision-making bottleneck. 6. Know your people and look out for their well-being. Know human nature and the importance of sincerely caring for your workers.

Four Questions Every LeaderShould Ask About TheirCompany’s Hiring PracticesBy Colin Boyan, Director, CV Check LimitedEvery week I see another high profile Screening Question #1 for a police check or an employmentbusiness cringing in the spotlight and What if you could buy inexpensive reference you know how badly itexposed to bad press over damage insurance that protected you, your stalls your hiring process. You’reinflicted by a bad hire. At the same business and your brand? stuck … waiting.time, another dozen suffer in private As Myer found out earlier this year, In the meantime, your candidatehoping that nobody will find out how when things go wrong they can go might accept another offer. Youbadly they’ve been hurt. wrong in spectacular fashion. might also lose the other shortlistedThis doesn’t have to be you. A bad hire at a senior level, significant candidates.Here are 4 questions you can internal fraud or theft, or a high Your admin staff have to continuallyask yourself or your team to find profile HR dispute will result in bad monitor and manage that processout if your business is taking an press and reduced confidence in and, while you wait, an importantunnecessary risk or missing an your company. role remains unfilled. Opportunityopportunity to reduce hiring costs. What might that cost you? costs continue to mount. Dealing with a legal battle or Is it any wonder so many employers21 | © LeadershipHQ 2015 a financial mess is not only costly rely on their best instincts and skip … it distracts you and your trusted straight to hiring? staff away from tasks that actually But, what if you could slash waiting add value. times? In Myer’s case, less than $100 worth Choosing a modern online screening of checks would have saved them service changes everything. For from their hiring debacle. example, CVCheck’s online police Cheap insurance indeed. check results can be returned to you in as little as 1 hour. Screening Question #2 Real-time dashboards and progress What if you could save time and notifications eliminate process make faster hiring decisions? monitoring and leave you to focus If you’ve ever waited days or weeks on making informed decisions based on verified results.

Screening Question #3 How many soft or hidden costs eat into your profit? Have you ever estimated how much it costs you to hire someone? Factor in advertising costs, administrative overhead, and recruiting fees to name just a few. That’s just to get someone in the door. Once they start work, you need to train them and provide additional instruction or supervision, and pay them while they become productive. Do you want to throw that investment away and start all over again? Perhaps three months down the track? Effective screening can help you avoid these wasted hidden costs at a tiny fraction of the price. Screening Question #4 What’s stopping you from screening today? If you’re not already screening, check out CVCheck’s fast and flexible service at cvcheck.biz. You can sign up and be ready to start in a few minutes. No lock-in contracts or minimum orders. Choose how and what you use at no risk. If your current screening practices or 3rd party provider aren’t working for you … please change. I don’t want to hear about you in the news next month. Read More I’ve only touched on the benefits and services you can take advantage of. If you’d like to read more, head on over to www.cvcheck.biz/saveme to discover what screening can really do for you.22 | © LeadershipHQ 2015

Google leadership and in .29 of a second you get 478,000,000 are dysfunctional and the sooner that they die the better andresults! What does that tell you about leadership? Are you I’m certainly not the only one who thinks that.surprised, is that what you expect and what does that really In the western civilised world if a person goes to work carryingmean about the subject? anxiety about what may happen to them delivered by someoneWhat it tells me that there is not one way to lead otherwise who is above them in the hierarchy based on their output,that number would be significantly lower. It tells me that decisions and actions where will their focus be and what is thethere is a certain obsession with the term and it has been laid outcome for the organisation going to be? Multiply that by theout on the surgeon’s table and every muscle, nerve, fibre and many and you get the picture. Dysfunctional? Yes.cell exposed and over-analysed. It tells me that leadership is So what is leadership really about? For me Leadership is aboutsomething that is not natural to us or we wouldn’t be seeking inspiring people to define and pursue their own futures alignedso much for information on it. It tells me that people continue to true values and while you have them in your organisationto seek external answers for what is an internal belief, approach, seeking and clarity on intention, vision and purpose i.e.attitude and ultimately behaviour. signposting the path and guiding them to the path where theyIt also tells me that there must be a lot of confusion out there take their own journey.amongst all of that information or that people are missing the So Leadership is not dominant, it’s not even necessary to besimplicity that makes leadership what it is. directional. Surely creating the space where engaged peopleI certainly wouldn’t claim to be an expert - not that the old joke are enabled to be unstintingly honest in communicating aboutabout “X” being an unknown quantity and “spurt” being a drip what is working well and what needs to change and empoweredunder pressure wouldn’t apply to me at times. No, what I can in creating that new reality is a key aspiration?attest to is to having led and been led by some amazing people, Leadership is also about challenging people, helping them tohaving managed and been managed by some challenging think beyond the boundaries of their limitations, helping peoplepeople and can articulate the difference. to become aware of the constraints of their development,While this article is also not about the debate on the difference environmental influences and education. It is critical to be able tobetween the two, for the purpose of this conversation there is do that without judgment in order for change to be understood,a difference and it is simple: You do not manage people they accepted and actioned. If you have ever led a workshop with amanage themselves. You lead people either toward or away predominant gender or culture group you’ll know what I mean.from the outcome you desire based on the quality of the Now you may agree or disagree with any or all of what is writtenrelationship they have with you. - and that is fine. What I would ask you to do is to go back inTake that to heart for a moment. The key for me is in the time and take note of two writings, two inspirational treatisescomment “the quality of the relationship they have with you…” that hold even more currency today than they did when theynot “you have with them”. were first published. The first is the essay by Robert K. GreenleafThe other critical point is that everyone has leadership potential published in 1970 “The Servant as Leader” where the desire toand – while we have been told that there are only a few who serve is first before all else.have “what it takes” and they are pursued - our collective role The second is by Joe Jaworski published in 1996 titledin the social and interdependent interaction we have in our “Sychronicity: The Inner path to Leadership” his own storyworkspaces, is to acknowledge and encourage that potential describing the journey of transformation to authenticity.regardless of whether you hold the formal badge of hierarchical Both of these wonderful works highlight the philosophy thatleadership or not i.e. the power of position. leadership is about a state of “being” not “doing” and surely thatAs an Executive Coach and Facilitator, I encounter so much fear is something simple enough to aspire to be?from individuals for their position in organisational hierarchies Nick Bennett (PCC, FAIM, ILPF)about being truthful that I would have to declare that hierarchies Executive Performance Coach & Facilitator, Minds Aligned23 | © LeadershipHQ 2015

pro-social leadershipWrittenbySuzanneWaldronM.A,MANLP,ACClearning beyond youThere is a clue in the title to what this article is about.Let’s explore these two words. Pro-Social and leadership.Firstly, let me provide some context. I really wanted by a concern about the rights, feelings and welfareto know what drives people to act on their intentions. of other people. Behaviours that can be described asThat’s where all this started. For some time this question pro-social include feeling empathy and concern for othersrode around in my brain, seeking some real tangible and behaving in ways to help or benefit other people.’answers. Then, having to find a question for my mastersof coaching research I decided to throw this around, http://psychology.about.com/od/pindex/g/and it stuck! prosocial-behavior.htmLet’s delve in.Pro-social what? Yes that’s a common reaction to the Interestingly, I presented three different definitions toterm pro-social! the participant group during the research interviews andThere are many ways to describe the term, so let’s get on the above definition resonated the most. In the group,the same page from the beginning. pro-social people were selected including: Dr Fiona Wood,Definition: ‘Pro-social behaviour’s are those intended to Rabia Siddique and Ken Brinsdon and were modelledhelp other people. Pro-social behaviour is characterised about their pro-social intentions. The above definition stood out they reported, because it had ‘concern for24 | © LeadershipHQ 2015 others’ and ‘empathy’ in the description.

Leadership • S trong sense of characterLet’s explore leadership. I know I cannot adequately • Knew their valuesportray all the different descriptions and meanings of • Strong sense of self and identityleadership here. Perhaps we can describe it as an act In fact, they all reported that these factors were crucialthat is about being in the forefront, commanding the before they could even start thinking about leading,direction and showing vision. You could also say it’s or indeed society and the improvements they wantedabout having others to help do the work that needs to to make.be done. Perhaps it’s about self? Personal leadership.Leading from within to make changes to a family Societal Concerndynamic or even leading your own self-preservation. Next, they reported societal concern. Having lookedThere are many ways to think of leadership and after their own sense of self and feeling resilient andmany valuable studies and books have been written, capable, the participants reported they could now goresearch shared and theories tested. It always has beyond themselves effectively. They could demonstrateme thinking though, this question ‘how do some effective empathy and concern for others - effective inpeople move their intention into doing, then actual a sense that supported a productive interaction withcompletion? In fact, going one step further how do their efforts, rather than a drain of their inner resources.they lead into completion, particularly when it is Their intense sense of feeling for another person wasbeyond themselves?’ strong, and it gave new perspectives.Imagine, as I’m sure you have before, thecombination of (a) leadership and (b) a focused Leading by Actiondrive to improve society or contribute strongly Only then could they move into the final phase of(pro-social) behaviours. Could we get further in our leading by action. In this phase the participantsevolution? Could we make major differences in our were spring boarding themselves into action andlifetimes? Is that even important? leadership. They reported the following factors to beOne of the sub questions in this research was important:concerned with inner fulfilment. Does pro-social work • B eing able to decide and choose for oneselfactually create a sense of worth within oneself? Pretty • B enefits occur beyond selfdeep I know… • L eading the wayI’d had so many clients report to me they felt they • F eel and see making a differencewould ‘feel’ better about themselves if they stopped It’s interesting in my view that leadership and actionworrying about their own issues so much, and taking comes at the tail end of the modelled processhelped others more. I wondered if that was true. So, I here. Perhaps not surprising really that self efficacycontinued on my way to find out! comes first when we have so much more information about our neurology and what it takes to perform at aGathering the information high level.Having interviewed all the participants about their So, to the question of inner fulfilment. Does actingpro-social intentions, the results showed a strong with pro-social behaviours cause a sense of worth andsense of leadership present in their behaviours. inner fulfilment? A resounding YES. In fact when theAmongst other traits, it was clear these people who feeling of inner fulfilment was occurring, it cycled rightmade a significant difference to society, led. However, back to building a strong sense of self-efficacy!and very importantly, something else came first. Make your changeSelf-Efficacy If you have visions of making significant change orIn order to lead, to do good, to progress change in are already on the way, the best leadership advicesociety, the workplace, at home, being able to take from this research I can give is to look after yourself,care of oneself in challenging circumstances was build your own sense of self, know who you are, andapparent as the first port of call for achievement and live your values. Just as the airlines tell us ‘put on yourcompletion. mask first and then you can help others.’The participants, each and every one of them showed Imagine the difference you can make in yourthat they had these following attributes: organisation and world when you are full bottle, 100% motivated, effective and fulfilled. I’d like to see that!Suzanne Waldron / www.suzannewaldron.com / [email protected] | © LeadershipHQ 2015

THE PATHWAY TO TALENT NEUTRALITY Mike Beeley, CEO ReagentLike many well-meaning phrases, acronyms and words that The following chart shows the key steps on this pathway fromhave entered the HR vernacular over the years, Diversity may Diversity to Inclusion:have fallen victim of overuse, misuse and abuse. 1. ACHIEVE GENDER REPRESENTATION DIVERSITYThe sad fact is that, for many in Australia, Diversity hasbecome synonymous with workforce participation ratios of 2. MIX AGE AND ETHNICITYfemales, and to a lesser extent how organisations meet theirlegal and moral obligations around Indigenous employment. 3. INCLUDE GLBT AND DISABILITIESMost people agree though that Diversity goes far beyond 4. REMOVE UNCONSCIOUS BIASnumbers, and in fact quotas can often shift the problemof alienation and exclusion from one demographic to 5. COMMUNICATIONS ACTIVATIONanother. There is no easy fix or ‘end-goal’ that a word likeDiversity implies, as it is unlikely to change the behaviour of 6. ENGAGE TARGET AUDIENCESorganisations or individuals in any way. 7. TALENT NEUTRALITY INCLUSIONThere is growing opinion that we require a new word todescribe the journey we need to take, not the destination we © Copyright Reagent 2015.need to reach, and that word is Inclusion. Now of course female participation is the most obviousInclusion is the premise that we must embed diverse and sizable problem most organisations are currentlythinking and participation into our organisation to be able experiencing, and solutions such as targeting returningto deliver truly diverse solutions to our customers, staff and mums, current expatriate females and even adjustingstakeholders. The shape of the solution depends on the our sourcing channels to female-friendly media are allshape of the challenge, and therefore the team that creates great initiatives.the solution should reflect that. But their success may be compromised by the prevailingOur focus should be on talent, not the package it comes in. We culture of the organisation, and until that is addressed weneed to attract and retain the best workforce for our specific will continue to struggle with our quotas.challenges, and along the way remove the barriers which getin the way of diverse thinking, such as quotas, unconscious It’s not a quick-fix, and it certainly won’t be without itsbias and a lack of awareness of specific talent groups. difficulties and even its obstacles, but it is probably the only sustainable way an organisation can achieve an authentic and believable approach to being truly Talent Neutral. The talent behind the talent. At Reagent we help Queensland companies attract and retain talent, whether they’re from overseas or homegrown. Better still, we help employers identify what makes them a great place to work and find the most effective ways to communicate this to prospects. For further details call 07 3666 0330. reagent.com.au EVP EMPLOYER DIGITAL SOCIAL TALENT DIVERSITY RECRUITMENT STAFF INTEGRATED MEDIA MAPPING MARKETING COMMS MEDIA26 | © LeaderBshRiApNHDIQNG2015 CONSULTANCY STRATEGY

Choosing over fear by Kim Serafini, mindpt.comCan you imagine how different your life would be if you Instead of giving in to fear, choose love.had no fear? I’m not talking about primal survival-based Just like the human eye can only perceive three primaryfears such as the fear of heights or the pre-conscious colors (yellow, blue and red) from which we create all otherresponse to perceived physical danger. I’m talking about colors that we can perceive, we also have two primaryemotional fear – or, the fear of what might go wrong. emotions from which all others arise: fear and love.Imagine if you had NO FEAR stopping you from achieving Look at the emotions that arise from fear: hate, anger,your dreams. Imagine if you had NO FEAR of failure. resentment, hurt, jealousy, guilt, anxiety, tension,But we all have emotional fears, and we often let them depression and the many shades of self-loathing (low self-dictate the direction of our lives. Let’s take the example esteem, low self-worth, etc.).of entrepreneurship, which is a classic example of For example, guilt comes from fear of being found outpeople stepping out of their comfort zones and taking and the potential suffering you’ll experience from theon unfamiliar challenges. A 2007 study on the effects of consequences of your actions; hate comes from fearfear on entrepreneurship conducted by Darlene Collins, of people who are different than you, or fear of losingPhD of Capella University found that “fear generates something because of the actions of others - liberty, life,costly behavior that negatively affects the entrepreneur’s identity or possessions. Jealousy comes from fearing loss.performance, satisfaction and business success.” The Anxiety too, is based in fear of loss.study also found that “fear of not having enough time” as How are you feeling right now after reading these words?the most common fear. Fear is a powerful constricting emotion. It’s dark, it’s heavyIf you have goals that are sitting in limbo waiting for you and it doesn’t make you want to go out and do anything.to take action on them, then you are allowing fear to It makes you want to hide, or run away, or fight it: thedictate your life. primal stress response.How can you transcend fear and live the most awesome By contrast, love gives birth to: happiness, joy, compassion,life? empathy, gratitude, appreciation, delight, wonder,First, recognize that fear is just an emotion. A powerful ecstasy, enthusiasm, confidence, relaxation, humor,one, but it is nothing more than a neurochemical reaction generosity, optimism, security, safety, contentment… Ito a thought. Fear itself holds no threat to you. Your could go on and on. Can’t you just feel yourself expandingimagination paints a horrific picture, but you can manage and becoming happier as you read these words? Readboth the emotion and the imagination, for stellar results. them again and feel the energy of love inside you grow!27 | © LeadershipHQ 2015

FEAR IS JUST ANNow that you know the two primary marvelous impact you will make on Just remind yourself: FEAR IS JUSTemotions, think about your life and others’ lives and the mark you will AN EMOTION.how you want it to go. make upon the world, instead of Don’t ignore it or pretend it doesn’tRight now, CHOOSE ONE of these worrying about your sales numbers? exist. It does exist, so just ride it out!emotions. You can choose fear Believe me, this is not a naïve and Give yourself 90 seconds to feel the(stay where you are, it’s probably simplistic practice. You still have emotion, to fully experience it…dangerous out there…) or love to deal with the everyday issues of be with it... and then release it. Let(this is going to be such a grand running a business… BUT… read the it dissipate. Whatever you do, don’tadventure!). previous paragraph again. Feel how let your mind go down the rabbitJust choose one, and your life will energised you become as you think hole of what you imagine will gofollow. That’s all you have to do. about the “why” of your business. wrong. Just sit with the fear itself forYou cannot possibly feel love and Doesn’t that fire you up and make 90 seconds...fear at the same time. They are you want to go the extra mile? Release it...opposites. You can’t be in a dark Science says it does. Dr Barbararoom at the same time that you’re in Fredrickson’s Broaden and Build Now choose love.a brightly lit room. Theory gives credence to the Also, remind yourself that fear livesAnd because fear and love have power of happiness (which is one exclusively in your imagination, anddifferent outcomes, they take your of the “love” emotions). According only to the extent you allow it andlife in drastically different directions. to Broaden & Build, happiness feed it!For example, let’s go back to the encourages a broader range of You can drive fear out with love. Stopentrepreneurship example. Say behaviors including creativity, feeding your fear and feed your love!you’re launching a new business. innovation, change and bold Your magnificent, inspired, beautifulYou may think it’s natural to feel fear decision-making; and these imagination can be directed at- Am I going to make it? Will I get the behaviors build on themselves, love-based ideal scenarios. Andjumbo jet off the ground before I run creating a positive upturn in results. if you make those love-basedout of runway? Am I good enough? It’s not easy to choose love, in the face scenarios your default “go-to” whenWill anybody want to buy from me? of “what is.” It takes an extraordinary you imagine your life… well, prepareWhen you give in to fear… you amount of self-discipline and to be astonished at how quickly yourautomatically and subconsciously dedication, and belief. brain will become hyper-attuned toconstrict your range of choices But you can do it, with persistent resouces to make your idea a reality.and behaviors. You subconsciously practice of choosing to visualise and When your attention is focused onmake choices that sabotage your feel good about your goal, instead of what you want, and you give noendeavor. You procrastinate. You are giving in to fear-based thoughts and power to fear, your thoughts andeasily put off by obstacles such as behaviors. emotions, and therefore behaviors,a promotion that doesn’t generate Having chosen love does not mean will change.any sales. You worry constantly you’ll become free of fear. Fear is a That’s where MindPT comes in:about money and spend more time good and natural emotion when it offering personal training for thedoing the mental math of income vs. comes to your physical wellbeing mind… effortlessly training you toexpenses, than you do building your but emotional fear, that voice that automatically prefer the emotion ofbusiness. demands, “what if something bad love over the emotion of fear - andWhat if you made the choice to feel will happen?” is a fear that you can permanently remove the weightLOVE, over fear? What if you focused acknowledge, release and replace of fear-based consequences fromon the joy of your ultimate goal and with love. your life! Try MindPT today here:refused to give in to fear? What if Fear will come again, just as www.mindpt.com and boldly liveyou just focused on your “why” - the hunger and thirst will come again. your most awesome life! That’s okay.28 | © LeadershipHQ 2015

Influence & PersuasionA large chunk of activity in business involves humans influencing – orat least attempting to influence – others, to do something that willadvantage the influencer and, in the best of circumstances, themselves.Robert Cialdini’s Influence: The Psychology of Persuasion with more than 2 million copies sold since its publication in 1984is now something of a modern-day bible on how we persuade and are persuaded. If you are in business and have not yetread at least a summary of Dr Cialdini’s work, now would be a good time to make that investment. That goes double forthose of us with responsibilities for sales, marketing or leadership.Cialini’s PhD research identified six “click-whirr responses” Using Persuasionto which we are all subject:1. Reciprocity: If I do something for you I create a So, how might you use persuasion – preferably, ethically – to increase your chances of more often achieving a predisposition in you to do something for me (give a desired outcome? gift, then ask for a favour);2. Commitment & consistency: Saying or writing that Here’s a 6-step process you can trial: we’ll do something increases the likelihood that we’ll do it; while doing something in a small way increases 1. Get liked. our predisposition to do it in a bigger way (“Tell us in 20 words or less why you like Aeroplane Jelly”); Yep, you can influence this source of influence:3. Social Proof: People like us do this, even when “this” might entail suicide (viz the Jones Town massacre, and a. F irst, optimise any first impression factors that contribute speculation around the recent Germanwings co-pilot’s to your target audience’s liking or not liking you: hygiene, crash motives); grooming, dress, piercings, tattoos, speech, gestures and4. Authority: We tend to obey authority figures, manners. The aim is to minimise the gap in these between sometimes with horrendous consequences (viz the your natural level and that of your audience; Nazi defence: “I was just following orders!”);5. Liking: We favour and are easily influenced by people b. S econd, optimise your chosen attitudes. Optimism is the we like or to whom we are attracted (hence movie star best game in town and attracts most people, modesty endorsements of household products); helps;6. Scarcity: We value things that are scarce (“Hurry! Last one. Last days. Last chance”; if DeBeers derestricted c. Third, consciously choose effective intent towards your diamond supply they would be worth very little) audience. Intending to like them first is an ideal first step. Choosing respect for others also ranks high. Intending to discover ways in which you can be helpful completes the top three.29 | © LeadershipHQ 2015

2. Becongruent.Whenyourthoughts, Apple restricts sales via deliberately 5. G ood communication skills: words and deeds align (have high pricing and so holds only 7% liking, authority, congruence internal congruity) you become of the world’s mobile phone market. credible; people tend to trust you Their profits, however, represent 6. Fairness & equity: consistency more and to be more influenced by 70% of the sector’s total! LEGO are 7. S ense of Humour (optional): liking? you. To improve on this point: rumoured to deliberately meet only So, regardless of whether you are 90% of the current demand for their leading your team to new heightsa. Choose to be responsible for and product. They are the world’s #1 toy (or wish to), or leading your clients selective of your thoughts. Don’t company. How could you apply this? to appreciate the value of the wrestle with blocking out negative 6. Understand your market. Before proposition you have for them, you or low-quality thoughts. Instead you can employ social proof in will achieve greater results with less displace them by choosing to your influencing behaviour, you effort, frustration and on-the-job continuously improve the quality of the first need a deep understanding learning if you take into account the conversations you have with yourself; of what matters to your audience. principles that have already been Once you are clear on that, your teased out for you.b. Practice commitment and let conversations with them needs to your word be your bond. Through be primarily around helping them A Little Homework? consistency others learn this and get what the best of people like On a final note, with a strong sales trust you more; them (or the people whom they bent but relevant nonetheless want to be like) have. across the board for anyone inc. Startsmallwiththechangesyouaskof business, in 2008 Robert Cialdini’s others, then build on those achieved. Leadership in Anything research associates (Noah Goldstein It’s sometimes helpful to “move to and Steven Martin) published “Yes!3. Be selfless. Look for ways to help the left” of a subject to gain a little 50 Scientifically Proven Ways to Be others without thinking of how parallax and perspective and I’d like Persuasive”. they could repay you. They mostly to do that now by stepping across The book comprises 50 chapters will so you really don’t need to the seven desired qualities that each of a few pages in which one risk incongruity by clouding your consistently appear in research on of the six principles of influence is thoughts with self-interest. leadership skills, and to run those taken and applied in a simple, real- against Cialdini’s factors. world situation. The results of that4. Develop authority. The sources As you read, bear in mind that these application are then analysed and of genuine authority include same factors often turn up in any interpreted to further tease out the knowledge (knowing the right, detailed analysis of the world’s most nuances of the original research. effective or proven way); power successful salespeople. That should be enough to get your (control of political, religious, Those six qualities are: juices flowing, and exploring how to economic resources); and 1. H onesty & integrity: Aligns with apply this research to achieve more charisma (mysticism, spiritualism, with less in your own business. personal magnetism). congruity of thought, word Good fortune! and deed.Many in business use (abuse) 2. C ompetence & credibility: Aligns Peter Roweeconomic power as the basis for with authority and congruity. Business Improvement Specialistauthority when it is only one of 3. Inspiration & motivation: aligns Managing Directormany sources and a relatively poor with congruity, authority and ProfiTune Businessone at that. How might you broaden reciprocity. [email protected] basis of your own authority, to 4. Bravery & decisiveness: www.profitune.comyour benefit and that of others? commitment, consistency, authority.5. Create scarcity. If you deliberately move yourself towards the top of your marketplace you will find “the Apple Factor” beginning to apply.30 | © LeadershipHQ 2015

Why the Right SocialMedia Strategy Is Criticalto Your BusinessFor the past 20 years, I have grown up in digital marketing, but that doesn’t mean I don’t value traditional marketingsuch as television, radio, direct mail and outdoor advertising. I believe in an integrated strategy for maximum growth.That said, if you have not already implemented your social media strategy, I can tell you in no uncertain terms, you’vefallen behind. Social Media isn’t a fad. Social Media is both the present and the future of your company – it is aboutbeing relevant today and still being in business tomorrow. Social Media is the best way to connect with and engage yourcustomers for both Business to Business (B2B) and Business to Consumer (B2C) companies.Now I know that it can be 1. Facebook: This is the things that are important to them. Ifdaunting to think about all ultra-personal social network. You one of your best customer’s childrenthe Social Media platforms want to be found here if you are a is performing in a school play, makethat exist today. From Facebook small business who is focused on sure you support them. Fight theto Twitter, LinkedIn to Pintrest, your immediate neighborhood. urge to beating your chest andInstagram to… well, you Think of your Facebook page as your telling the world how great you are.get the idea. There are many, new window or cork board where That never works. You simply comemany choices when it comes you post the important things off as pompous and out of touch.to platforms and it’s not happening in your community. Instead, work like hell to contributeimmediately obvious which Don’t just sell your services, but also to your local community and driveplatform is best for your engage with your customers and deeper engagement.business. So let’s break it down: ensure you support them in the31 | © LeadershipHQ 2015

2. Yelp: If you have an up and tool. It is great for both B2C and 6. YouTube: Did you know thatcoming local business – especially B2B companies. If you’re confused after Google, YouTube is the seconda restaurant – start here. Yelp has by Twitter, read this article on largest search engine? Or thattaken over Zaggats as the real- how Marji J. Sherman grew her more than 100 hours of video istime authority on local business. followers to over 100,000 in less uploaded every minute? If you haveI was speaking with my barber than a year! I took her advice. When I a complicated story, a video is aabout encouraging his patrons to wrote that article, I had 150 followers. great way to simplify the complex.write reviews. Not every review is Now I have about 7,000 – in less than “How to …” videos on YouTube alsotreated equally, but if your business 6 months. But that’s not as important help increase your SEO rankings ongets enough positive reviews, as the incredible business people Google. That’s because most peopleyou’re going to come out on top. It you meet on Twitter. You’re reading would rather watch a (short) videocertainly doesn’t hurt to advertise this article because someone than read an article. Videos also havewith Yelp either. Think of Yelp as the reached out to me and asked if I the added benefit of humanisingnew phone book for your business. would be interested in contributing. your business. As you speak to yourIt’s how people find you and, more Twitter is about finding and audience through your camera,importantly, determine if you’re the capitalizing on the overwhelming you are sharing your personalitykind of business people want to do abundance of opportunities in the with your customers and potentialbusiness with. world. By limiting conversations to customers. Before anyone buys from3. LinkedIn: If your business is not 140 characters, you find that you can you, they need to “Know, Like &“customer facing” (meaning you’re a connect with more people each day Trust” you.B2B company), then LinkedIn is for by keeping your conversations short And these are just a few of the moreyou. LinkedIn is about networking and to the point. It’s fantastic. popular of the many social mediawith other people you want to be 5. Instagram: If you love photography platforms at your fingertips. The ROIworking with. Beyond having a – either taking pictures or viewing of social media for your business iscompany page, you need to have a them, then this is your social network. that you’re still in business 5 yearsfull profile to be taken seriously. You The reason Facebook bought from now. If you choose not toneed to spend about 2-3 hours filling Instagram for a billion (US) dollars engage, collaborate and build yourin all the gaps to ensure you have a is because it’s completely mobile customers through social media,robust profile that explains in no based and was capturing the hearts you’re going to find it increasinglyuncertain terms how you add value and minds of the twenty-something difficult to not only thrive, but evento your clients and why someone audience which Facebook really survive in today’s hyper digitalshould consider working with needed in order to continue its growth economy. This is not a scare tactic,you. Once you’ve done this, search path. That saying, “a picture is worth a but an acknowledgement of howaround for companies and people thousand words” is where Instagram most business is done today. Evenyou’d like to be doing business with. focused and became so popular. You if people transact with you in aIntroduce yourself. Don’t be a used don’t need to write everything down physical store, they are using thesecar salesman with high pressure if you have a great shot that captures networks (and others) to researchtactics. Instead, find common the essence of what you and your your business before they everinterests and see how you can help team are all about. Again, this can’t just meet you. Who you are online helpsthe people you’re interested in doing be about your company, but rather shape the opinions of your potentialbusiness with. what you’re company is doing for the customers well before they ever4. Twitter: My personal favorite. people it serves and all the ways in connect with your business.Twitter is a phenomenal research which you’re giving back.Bill Carmody is the CEO of Trepoint, one of the fastestgrowing private companies in the US according to IncMagazine. Follow him on Twitter @BillCarmod, read moreon Inc.com or reach out via [email protected] | © LeadershipHQ 2015

Young LeadersRichard Branson summarised my current career opportunity into one simple sentence. At 26, I was very unsure that beingresponsible for a large region and people was within my grasp or ability. But after reading that very quote, I thought bestto jump in headfirst and as they say, sink or swim.Reflecting on being a young leader for the past 12 months and the difference between when I was a worker vs a manager,there have only been some subtle changes. I always envisioned getting to this stage, albeit a lot later, but I made aconscious decision to be perceived as a leader before I was one. This enabled me to learn some good skills that would helpprepare for a leadership role, whenever that would be.But being a leader is hard. It means pushing yourself beyond your comfort levels, having a passion and drive and the abilityto take others on the journey with you. It’s about making mistakes, being an excellent communicator and being humble.Being a young leader is even harder. The added pressure, or perceived pressure of age, backroom politics and jealousyare often the cause of relentless frustration facing young leaders on a day to day basis. Having gone through these issues,both in reality and in my head, hopefully four handy things I’ve learned in a short amount of time can be of benefit. 1. Emotional Intelligence 3. Surround yourself with Knowing how to gauge your good people emotions and the emotion of This is helpful at a number of others in certain situations is of different levels. From a learning critical importance. Being able to perspective, having a number of understand when to be direct, when mentors or skilful people who to show empathy or simply when to have done what you have before is do nothing but listen is a trait that beneficial to your long term growth. cannot be undervalued. You will On the other hand, having good find that by altering your approach people in your team means you can to different situations will have a not only learn a lot from them, but greater impact both of the way you their combined skills means your are perceived when speaking, but team will perform like a well-oiled also when you say nothing. Throw machine. Being the best doesn’t in some humility as part of this mean you have to know everything. process, and you are on your way to Employing knowledgeable people a winning formula. in key areas means you can always get the answer you want, and 2. Understand your makes your people involved with strengths and weaknesses the decision making process. This is easier for some than others. Finally, make sure you network with The ability to critically analyse likeminded people as often as you one’s self is difficult but can be can. You’ll be surprised how many learned over time. Knowing what doors will open for you to expand makes you tick, gives you drive, or your horizons or ask questions to is severely holding you back are all experts in a field. tools that will separate you from the rest. Once you understand your 4. Stick to your guns strengths and weaknesses, you At the end of the day, you need to rely will really need to push yourself on your good judgement to get you beyond your normal comfort levels through. Whilst you take the advice to improve. I always felt I knew of others into context when making my weaknesses pretty well, but decisions, having the final say, right acknowledging my strengths was a or wrong, and learning from those lot harder for me. Paying attention decisions, is important. Whilst you to both and consistently working are young, understand you are a on them will enable you to become leader and to trust your instincts a well-rounded leader. For those as you have got this far with them. that struggle a bit more than others, Ignore the haters, back yourself and there are some great books that maintain your enthusiasm. have been written to help, such as Ryan Alexiou, QLD Safety Manager, StrengthsFinder 2.0 for example. Hansen Yuncken Pty Ltd33 | © LeadershipHQ 2015

Leading InnovationBy Stephen Beirne, CEO, Queensland LeadersIntroduction: In this Every year, we meet hundreds of And not just in the months leading uparticle, Stephen discusses company CEO’s who are looking to to its launch, but how about in the 1,one of the most common grow and achieve great new things. 2, and 3 years beforehand?questions facing the CEO’s One of the most common questionsof growth companies – how asked relates to innovation, and in Coming back to address the mainto remain ahead of the particular how a leader can best go question though, in how a leader cangame through innovation. about fostering this in their business. be innovative and best encourage it Before we answer this though, it is from their team – the answer sits with34 | © LeadershipHQ 2015 important for to understand what their mindset and actions. innovation actually is. Innovation is often misunderstood to Are you prepared to be open to new mean building and developing big ideas and ways of thinking, listening new things – inventions, brand new to feedback and not taking things too products or services, or delivering personally? substantial change. Whilst this is not necessarily wrong in Building and maintaining quality the sense that sometimes innovation relationships is key, with some of does include doing some pretty big the best sources of innovation being things, it does perhaps somewhat those people already close to your miss the overall picture. business. The fact is that innovation is more often about the small changes that For example, what feedback are ultimately enhance and improve the your customers, suppliers, employees, way things are done, make us more friends, professional service providers effective, productive and efficient, and industry peers providing and lift the standard of services or you with? products delivered to customers. So what are the drivers of this innovation? You might just be surprised how The answer is broad, with some driven by much innovation can come from the necessity and some by the in-built desire commentary these groups provide. to constantly be better to become or remain a market leader. To use our own business as an example, When looking at the necessity side Queensland Leaders developed a of things, this includes keeping up proprietary digital platform a number with the emerging trends around of years ago (known as the ‘Leaders you, understanding how swiftly these Resource Centre’) for Members which changes may occur, and knowing the embraces and integrates the very best likely impact on your business. principles that Youtube, Dropbox, For example, what are the technological, LinkedIn and others originally regulatory, geographic and economic introduced to the market. scenarios unfolding both in your industry and more broadly? The genesis behind the Leaders Did the taxi industry in Australia Resource Centre was driven by our adequately understand what was Members, telling us that they wanted possible and coming before Uber a way to better relay the professional arrived on the scene? development knowledge and the economic opportunities of the Queensland Leaders network to their teams to help make sure that everyone was on the same page together.

They were also looking for It would have been easy to continue The success of the Queenslandadditional ways to understand the doing what we were – it was Leaders model is now beingskills, innovations, recent projects, successful after all, but the key is to rolled out further afield, againachievements, and growth plans remain ahead of the game. using innovative business models,and ambitions of their colleagues in So as a CEO, what can you do to drive techniques and technology.the network in a way that allowed innovation in your business?them to do so at the time that suited Start by listening to what those In the past two years, ‘Leaders’them best. around you are saying and you has established Victorian Leaders,Now every company associated with might just be surprised by what they New South Wales Leaders, NewQueensland Leaders has full access tell you. Zealand Leaders and Westernto this online platform in addition The very fact they have taken the Australian Leaders, with otherto everything else. It also forms the time and care to provide you with regions expressing interest in takingcentral point of contact for several the information is evidence that the model into their markets.key elements of our business, and they want to help your growth anddrives much of our social media, CRM development. The input and feedback of thoseand management requirements. This sort of feedback can be collected around Queensland Leaders hasAnother innovation is the use of both formally and informally – when enabled a new approach to theinteractive audience response tools did you last ask someone in person business model to be broughtto enable real time data, feedback how they thought you can improve, about, and also the developmentand sentiment to be gathered or send an email to them to this effect? of two unique pieces technology toduring workshops and forums. Do you strive to be a reliable, facilitate this growth.Queensland Leaders was an trustworthy and approachable CEO,early adopter in embracing this one that your team feel comfortable What growth is your business trulytechnology, which again was in approaching without fear or capable of, and what are thosebrought to our attention by favour knowing that their idea will around you already suggestingMembers. be listened to? that could help make this wholeFurther innovation along the way Have you established a culture of journey more efficient, effective, andhas seen this interactive technology continuous improvement, always ultimately fast-track the end result?used in the development of long reviewing the way things are doneterm data trends, leading to practical and the overall delivery of the Stephen Beirne is CEO of Queenslandoutcomes for Industry Experts and products or services you promote? Leaders, the organisationstories and coverage for media surrounding growth companiesoutlets. with the knowledge, networks and capital to achieve their growth ambitions.Queensland Leaders / Email: [email protected] / Phone: (07) 3392 1661Website: www.qldleaders.com.au / Twitter: www.twitter.com/qldleadersLinkedIn: www.linkedin.com/company/queensland-leaders35 | © LeadershipHQ 2015

BOOK Soniafor yournext speakingevent!Sonia McDonald, CEO of LeadershipHQ, is a thoughtleader, writer, and dynamic speaker. Internationallyrecognised as an expert in leadership and diversity,organisational development and neuroscience, Soniais highly sought after to speak at high profile events.Sonia is an engaging speaker who inspires as sheeducates. She has a natural ability to connect withher audience and presents content in a format, whichmotivates people to action.Sonia’s key focus is on the strategies behind successfulbusiness and leadership. Her presentations are bothfun and informative. Taking a neuroscience approach,Sonia shows how the power of the human brain canbecome the driver for business and team success,pushing your business to achieve and surpassorganisational objectives.Sonia has presented to some of Australia’s best-recognised companies, inspiring them with ideas andtranslating those ideas into productive strategies.For over 20 years Sonia has been inspiring leadersand organisations around the globe. She has workedacross diverse industries such as retail, education,construction and engineering, consulting, executivesearch and the public sector.Some of Sonia’s Favourite Topics• Leadership – Magic of Mix of Leadership Diversity• P ower of the Female Brain – we have leader’s brains!• Why Change is HARD – and how we can make it easier!• Neuroscience of Talent – grow them• Impact Leadership - Creating leaders who make you look good• Leadership Presence – bring it on!• C onfidence – it is so HOT right now Contact the LHQ Team if you would love Sonia to speak at your next conference or event on 1300 719 665 or [email protected] | © LeadershipHQ 2015

SPECIAL OFFER! For readers of our magazine, we are offering a FREE Behavioural Assessment as well as a FREE Leadership Key Ebook - contact us to find out more!WHY LEADERSHIPHQWE ARE THE LEADERS IN LEADERSHIP!LeadershipHQ provides tailored solutions to help your organisation achieve businessresults through improving the effectiveness of your leadersLEADERSHIP IS OUR PASSION….WE LIVE IT, BREATHE IT, LOVE IT!WHAT WE DO WE FOCUS ON YOUR BUSINESS RESULTS AND WORK WITH LEADERS TO IMPROVE THEIR PERFORMANCE Is your goal to be a high performance The quality of your leaders directly impacts your team or organisation? organisations long term growth and success. We Do you want to retain and grow assess and develop leaders through development your top talent? solutions that make a difference not only to your Would you value leadership diversity? people, but your engagement and bottom line! Is your challenge to build inspirational LeadershipHQ provides solutions, programs and inter- and engaged leaders? ventions that will help your organisation to achieve maximum [email protected] We work in partnership with you to design, create and deliver high impact and customised client solutions. Itor 1300 719 665 is about YOU We answer the why as well as the how in leadership development and the management of organisational and personal change as well as engagement and lead- ership diversity. Our focus is to partner with organisa- tions and leaders in the industry to consult and deliver cutting edge and innovative solutions and interven- tions in leadership, strategy and diversity. WWW.LEADERSHIPHQ.COM.AU