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How sports coaches use world class leadership to create winning teams

Before I elaborate, I have a confession to make… I’m an ex senior AFL player, now a football coach and more recently, a professional recruiter.

To outsiders, a senior coach is the face of their club, much like a hiring manager is a window to their organisation. They are engaging and genuinely passionate, or as cold as stone.

The strengths of a good coach are universal, but let’s tackle the sport I’m most familiar with – AFL football. Consider the 2016 reigning premiership coach, Western Bulldogs’ Luke Beveridge.

Beveridge walks the fine line between instilling confidence in his players, and holding them accountable for their actions and behaviours.  All the while, he demands exceptional on-field performance.

It is well documented that since commencing his tenure as Senior Coach he has focussed on open and honest communication. He’s built strong relationships with the players, the club, its supporters and a wide range of people associated with the sport, including commentators, the media, and sponsors. These are not unlike the types of relationships we aim for in business when interacting with our clients or customers (who for me in recruitment are candidates), colleagues, suppliers and even competitors in our professional networks.

Much like recruitment, in professional sport, and AFL football in particular, nearly every transaction includes working with the uncontrollable elements inherent in dealing with people. In sport and recruitment alike, those without the qualifications or the requisite experience to pass judgement, often shout the loudest and voice the most criticism.

For Beveridge his clients are predominantly made up of both existing and potential club sponsors and members. These clients have made financial commitments and naturally want to see a return on their investments. In this context a winning performance as a coach could mean a cohesive team, with high levels of morale amongst players, who have the motivation to attend training and associated club events, and are well supported by family. It may translate to increased membership, a higher media profile, greater sponsorship and other opportunities. A winning team is more than match winning performances – think of the otherwise poor practices of the West Coast Eagles circa their 2006 Premiership.

High level sport, in some aspects, is not much different to the corporate sector. We’re juggling all manner of expectations from various parties. There are set timeframes (seasons) with efficiency targets (statistics). In business and sport, we all have to consider best process and methodology. Importantly, just has Beveridge does, we have to establish a culture and live the values, brand and standards of our organisation. Sound familiar?

Some players, as with corporate talent at the top of their game, are hot property.

In other cases some candidates are like promising young players; potential but struggling with form, gaining experience but not quite good enough – yet. How Beveridge manages the pool of talent in his playing group is his greatest challenge, because although he understands the industry and his client demands, his players output and abilities will often predicate game results.

So, would Luke Beveridge be the sort of manager you’d like to have in your organisation? Based on the attributes we’ve explored, I think so. His stakeholder management skills and ability to communicate with a broad range of people and personalities would be a strength. He has the proven experience in implementing a game plan, follows process, allowing him to work efficiently and consistently. Lastly, and I think most importantly, it would be his character and the impact he has on his organisation’s culture. His confident and engaging personality, combined with his strategic thinking, willingness to provide feedback and people management skills would make him successful in a non-sport leadership role. I’d like to recruit him.

Which qualities do you value in a manager? Who would you like to recruit to for your team?

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How to learn Italian… without going to school

It’s needless to say that childhood experiences shape a significant part of our adult persona, but they also help to build some of the skills and attributes that we carry with us during our working life.

While in pre-elementary (equivalent to kindergarten in Australia) and then elementary school (primary school), I, like many of my peers, revered television for its ability to entertain, educate and simply provide an escape from everyday reality. However, in Albania where I grew up, the State-run channel was pretty dry on children’s programming, with limited variety, laughably amateurish sets and substandard directing, which had little appeal to my youthful imagination. Like many others at the time, I turned to Italian TV for entertainment because it featured many cartoons for children.

The geographical proximity of the two countries (Albania is only 40 miles across the Adriatic Sea from Italy) allowed us to receive Italian broadcasts with a simple medium-wave receiver. From age five onwards I was watching cartoons on Italian TV. I would wake up at 6am along with my brother to watch Anna Dai Capelli Rossi, Heidi, Power Rangers and Sailor Moon, which were all featured in Italian. Enraptured by the stories and delighted by the colourful images, I naturally started to interpret what was being said and my understanding of Italian improved day by day. As I grew a bit older, I progressed to watching a TV series called Amico Mio and even developed a crush on the actor who was about my age! At ten I was able to fully converse in Italian, and have been fluent in the language since then.

I went on to improve my language skills, taking Italian courses in university, where I learned to read and write besides speaking. It’s a skill that came in handy: my first job at 16 was working in an Italian bakery in Toronto. I took a Modern Italian Culture course at university in Canada and shared a house with five Italian girls for a few months in regional Victoria, when I moved to Australia. Funnily enough, I have only once set foot on Italian soil (while visiting a friend in Rome, and just for two days), nevertheless those language skills I acquired from Italian television were my trampoline to the wider world.

Tons of research demonstrates that our behaviour as adults stems from what we have experienced during our childhood. If you are afraid of dogs, it’s probably something you can trace back to your younger days. If you speak Italian in a Micky Mouse voice, you probably grew up somewhere along the Mediterranean.

What about you? Is there anything you have learned in an unconventional way?

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Shift happens… Drift happens…

Last week the Financial Review invited me to their two day top-tier business summit – possibly because it was on International Women’s Day and last year they included me in their Top 100 Women of Influence.

As I headed home on the Manly ferry, I reviewed my notes from the array of presentations. Fairfax CEO Greg Hywood had kicked off proceedings, commenting that “no one has the luxury of being passengers on the plane” in our world of constant disruption.

As ferry passengers, we found ourselves amidst disruption of a different kind when the gear box broke and we drifted for about the same amount of time it would take to fly to New Zealand!

This provided more than ample time to reflect on the two days of information. Indeed – shift happens! As drift happened and day turned to night, this baby boomer became somewhat cynical of the rhetoric that had been espoused by the Prime Minister, other political leaders and CEOs of established corporations about infrastructure, and I longed for innovations championed by those in the new economy only hours earlier…

  • David Rohrsheim, CEO of Uber ANZ, quoted that 25% of people under 25 in Victoria don’t have a driver’s licence and prefer a simple click to get a car to take them from A to B. He also undoubtedly thought about Uber afloat, as two strangers and I considered collectively calling a water taxi, but of course there was no safe way to exit the large ferry. Driverless cars – and boats – aren’t far off.
  • Don Meij, CEO of Domino’s pizza, spoke of drone delivery. I spoke at their conference a couple of years ago and emailed him that he might also consider a captive market on stranded ferries.
  • Tim Fung of Air Tasker might have been able to more quickly send a tradesman with the necessary spare parts to repair the ferry malfunction.
  • Michael Cannon-Brookes of Atlassian and Adrian Turner of CSIRO, both with a no-nonsense approach, predicted that 40% of jobs won’t exist in the future, but new ones would emerge.

So rather than vent on Sydney Ferries for a poor contingency plan on this occasion (and to be fair, they’re usually pretty good) we’ll likely only have some nameless/faceless programmer to blame in future.

Ironically, when speaking at a conference to one of the world’s leading technology companies only the day before in a presentation titled “Shift Happens – Seize the Adventure”, I’d cited the need to combine high tech with high touch… old fashioned communication and listening while we surf the waves – or surf the web.

Sometimes the more things change, the more they remain the same, so that’s why organisations need to do more than pay lip service to educating and empowering their human capital. Other information that may be of interest:

  • Jennifer Westacott, Chair of the Business Council – “100,000 Chinese visitors in 2000 and 1.2 million last year” (the two who threw up on the ferry won’t likely return).
  • Angus Grigg, Financial Review correspondent – China is tackling corruption and their leader may soon be more powerful than Chairman Mao. Companies wishing to do business there shouldn’t be seduced by the size of the market or social media, but need to build long term relationships. “Rather than be overwhelmed by 1.3 billion customers there, stick to quality and test market on the local Chinese community here.”
  • Anthony Pratt, Chair of Visy, is the largest Australian employer in the USA and sells boxes to Amazon because they were ready with recycled materials at about the same time as the documentary An Inconvenient Truth was released and businesses had to meet eco standards. He said success wasn’t that complicated: “Look after your best customers. Look after your best people. Make a profit. Collect debt. Be persistent. Listen to the man on the street.” After talking with his factory workers in Ohio, he placed a $100,000 bet on Trump to win weeks before the election and more than quadrupled his money. Hmm, I’m not advocating that, but what I also found interesting about his presentation was that he had hand written notes rather than the slick PowerPoint of many of the major corporates – maybe that’s a difference between a private and a public company in terms of risk taking and speech making.

After three hours on the ferry, most devices had flat batteries, so passengers actually spoke to each other.

Likewise, my key takeaway from the event was a couple of meaningful conversations at breaks, rather than those superficial encounters when someone simply launches into their elevator pitch and thrusts a business card at you like conference confetti.

I missed an 8PM teleconference with Singapore, even though another passenger kindly offered me his phone, of course all contact details were in mine. When it recharged two hours later, the first text was from my bank saying my credit card had been hacked, so they cancelled it, and the auto debit for my WiFi provider was due at midnight, so it was about to be cut off.

Even my Fitbit battery gave up the ghost on the ferry, so by this stage, I wasn’t even sure I still had a pulse!

As my head finally hit the pillow, I recalled a speaker from CSIRO saying they were on the cusp of being able to slow down the ageing process – by turning off a gene – and wondered if maybe we could all, regardless of age, simply slow down… just a little.

Shift happens… Drift happens… Keep your spirits afloat in the turbulent waters of change.

Featured image: Jonathon Hall‏, twitter.com/jon_hall79

 

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It’s networking, but not what you think!

Jenny comes from a disadvantaged family in Asia. She had to work to help her single mum with living costs so she could afford to send her to school. Jenny will never forget a primary teacher who paid for her school fees. Jenny loved school and this teacher inspired her to become a teacher herself.

This was just one of the many stories shared at our first Teachers Meetup of the year, which Andrew Barr and I hosted early in March.

Slade Teachers MeetupTeacher Meetups provide an opportunity for teachers to get together outside of the school environment, share their experiences and yes, network with their peers. As recruiters we focus on candidates when they need a new challenge, but we also care about experience in their current roles, their previous positions and the journey they take as their career in education progresses.

Here are some of the stories that we heard (names have been changed):

Laura’s parents were teachers. Like many children, she had initially resisted following in her parent’s footsteps. Later in life she came to realise that learning was integral to her upbringing and teaching was in her blood.

Eric is a former teacher. It can be a tough job and his years of teaching were physically and mentally demanding. He wanted to share his story with others in the profession to help teachers take care of their personal wellbeing and prevent burnout.

Claire became a teacher because she loved the French language (I can’t blame her for that). No matter how much you enjoy teaching, it takes a lot of energy. It wasn’t long before her passion for the subject was equalled by her care for the students.

Networking therefore, can simply be sharing a moment.

One reason I push myself to go to networking events is because, as you’ve just read, sharing your experiences with others is empowering. It boosts your confidence, nurtures affinity with peers, and makes you feel less isolated. As a former Principal, Andrew highlighted the collaborative and supportive actions of peers and colleagues as essential to teaching. In a teacher’s world, networking is about learning from each other to improve your ability to help students along on their learning journey.

After the meetup a few teachers went for dinner together to celebrate a recent VIT (Victorian Institute of Teaching) registration amongst the group.

What about you, why should you network?

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Cure the Sunday afternoon blues

“It generally started about 3pm on Sunday afternoon, irrespective of rain, hail or shine and the activity or people I was with at that time. I’d start thinking of the next day and my shoulders would instantly tense up, I’d start snapping at my kids and/or wife and increasingly become more taciturn and grumpy as the day progressed. This would happen every Sunday and started to have a real impact on my quality of life, family relationships, and started to limit the activities I would do Sunday afternoon and evenings.”

Sound familiar? It’s an unfortunately common situation for highly pressured executives. A candidate once shared this personal story with me, which fortunately became a wake-up call to consider a career change.

I recognise that it’s rare to find individuals who bound out of bed on Monday mornings – naturally most people would prefer to be at leisure than go to work. Of course our level of motivation varies with the demands of our role, our clients or customers, and our employer. However, despite the inevitable peaks and troughs that can affect your job enjoyment, intense and sustained angst about work is not normal. Left unchecked, it can lead to long-term damage to our health, including stress, pressure on relationships with family, friends and colleagues, and a reduced work/life balance.

On the surface this individual seemed to be in the ideal work situation: he was in a key leadership position within a successful global blue chip organisation, earning an impressive wage, on a fast-track path to further success and growth – but it was just not right for him.

I appreciate that it’s not a simple matter to change jobs. Financial considerations, geographical location, time available to job seek, or your personal situation can be constraints.  If this sounds like you, consider these alternative strategies:

  • Speak up. Have an honest discussion with your manager and/or HR about revisiting the aspects of your job that cause you angst. Do these need to be delegated or shared with others in the team? Is your workload achievable within the resources and parameters provided? Do you need further training and mentoring to help you perform your job?
  • A sideways step could be an option if you like your company, but the role or your direct manager is not a good fit. Is there any opportunity to move to another role or division within the company?
  • If your employer and/or company culture does not align, but you enjoy your role, network across your industry through LinkedIn, industry forums and seminars, even former colleagues who have left to join competitors. Make yourself known throughout the sector, whilst maintaining your professionalism and remaining discreet about your intentions. This could lead to a direct approach to you to consider a job should an appropriate role arise.
  • Consider investing in additional training and/or studies that will further your professional development and enhance your employability to other organisations. This is particularly relevant if you are looking to pursue a field outside your current area of expertise. It also serves to demonstrate your commitment to self-improvement and continuous development.
  • Have a confidential discussion with a recruitment firm who specialise in your sector/job of choice. Whilst this should be implicit, emphasise the need for the recruiter to respect your confidentiality and ensure your resume is only sent out to prospective employers with your approval.

Whilst it might be a work in progress, you will find that the simple act of taking control of your work situation can improve your outlook and with this perspective, allow you to enjoy your whole weekend.

As for the candidate mentioned previously? After taking a leap of faith, he did change jobs and has continued to progress his career with another organisation better suited to his style. He has also joined that rare group of individuals who look forward to Mondays.

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Hashtag fear less

We ALL fear change and that’s OK, says Marty Wilson. I was recently lucky enough to hear Marty speak at Mental Health in the Workplace, part of the Melbourne Chamber of Commerce People in Business series. He gave an inspiring talk on change and the fear that comes along with it. It’s a theme that often comes up in the workplace when you are faced with organisational change or are considering a career change, but what I couldn’t help think is how do we learn to embrace change and see it for the good that it can be?

As if we were linked via telepathy, Marty turned to me (I am sure at this point he was speaking DIRECTLY to me) and provided some answers to the questions I was contemplating.

First he looked at the Oxford Dictionary’s definition of the word life:

The condition that distinguishes animals and plants from inorganic matter, including the capacity for growth, reproduction, functional activity, and continual change [my bold] preceding death.

Did you see what I saw? Yep, you guessed it. Continual change is a part of Life.

At this point I was thinking to myself, I’m good with change… right? I realised, not only was Marty talking to me (directly to me, again), he was talking about me. Yep, I’m not afraid to put my hand up and say, “My name is Candice and I FEAR change!”

Recognising your fears are part of the solution, Marty gave me a few tips on how to deal with them:

  1. Life is change
  2. Trust your instincts
  3. Be grateful for tough times
  4. Take more risks
  5. Make more mistakes
  6. Lighten-up

Marty followed-up with this gem:

“Imagine if you could choose to become someone who welcomes change and disruption as a normal and exciting part of business and life.” – Marty Wilson

So here’s what am I going to do: I’m going to stop imagining and start changing, change and innovation will now be my middle names. I am going to let go of the past and take a fresh approach, to work and life in general.

If I’m going to tackle the elephant in the room in my workplace, it’s our database. It’s a pretty large elephant, lives in the cloud, has a few wrinkles… I’m sure most offices have a database/system/process/technology elephant lurking about. It’s that shiny new technology that will help us to work smarter, not harder, but often feels like it’s programmed the other way around. So from now on, in my role as Operations Manager, I’m going to focus on what the technology can do for us, not what it can’t do (although a few magic tricks wouldn’t go astray).

Applying #FearLess in a broader sense, I am going to embrace all of the curve balls life throws at me, which are by dictionary definition, part and parcel with change. I am going to fear less about the doing and dive right into change. I’ll make some mistakes along the way, but that’s OK. I started last week by changing my commute from the 75 to the 48 tram. Big mistake, constantly overcrowded, can never get on, changing back today… Yep, I am all about the change now!

What changes are you going to make?

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I could have been French President…

Growing up in France, I’ve always been interested in politics, as well as the way people communicate.

I’m now an expat, but every day is still a cultural challenge, every meeting a learning experience.

As an education specialist, currently working with schools to recruit teachers, one of the first questions I always ask candidates, regardless of their level of experience, is “Why do you teach?” I’m looking for those éléments de réponse, as we say in French: I want to hear their aspirations, understand their motivation and learn why they care about their students.

Early in my career, I studied Public and Political Communication. After graduating with a degree, I worked as a project manager for a digital company. However, it was during an internship in a web agency as a 19 year old that I realised my ability to interpret what the clients were trying to say when we sat down with them for a project briefing. Those complicated design briefs which everyone struggled with, simply made sense to me. In the same way, I find I’m able work through all the strategic plans, position descriptions and resumes to find out what my clients and candidates are really looking for when recruiting today.

As a consultant, you uncover some inspiring stories from people at various stages of their careers, which often align to the growth and development of the organisation they are with, or seeking to join.

Back in France, in 2012, I had to forgo one childhood dream (the presidency) to fulfil another. I had always wanted to travel, so I left France to explore the world.

Arriving in Australia, originally to save money to travel to South America, I found my way to Broome, ended-up living there for two years, fell in love with the country and decided to stay. Living the life of a backpacker, working as host on a luxurious boat in one of the most naturally beautiful regions in WA – it’s pretty hard to beat.

I love meeting people when I travel, so eventually I met a guy, who knew someone and one conversation led to another… I moved to Melbourne and I’m now part of the Slade Executive team.

Like me, our team is passionate. We all have different reasons why we do what we do.

In the education sector, my colleagues and I have the ability to influence the growth and development of the people and the organisations we work with. When I think about why I’m really enjoying what I’m doing right now, I’d say it’s my curiosity about people that led me to recruitment. I am constantly inspired by the stories of others – whether your goal is principal or president, it’s always interesting to know what motivates people to achieve their dreams. I hope some of mine resonates with you.

So what about you, why do you do what you do?

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It’s all about culture

The A to Z of Organization CultureThe future ain’t what it used to be. Continued globalisation, wide-scale disruption, uncertainty, exponential change in technology and a new generation joining the workforce are changing how business does business. To compound the challenge, the organisation we created in the last century – a veritable engine of wealth creation – is out of step with the emerging reality.

Tomorrow’s organisation will be fast, flat, focused and built around followership. If how you do business is pretty much the same as it was three years ago, you are already losing ground. If you are not fully invested in tomorrow’s conversation, you are being squeezed out of the game! If you are “dancing” as fast as you can and discover that the competition has stolen a march … it’s fruitless to try harder. You have to change the game!

Traditional management thinking is that strategy drives culture. Figure out the strategy and then make the culture fit. In a steady state world, it’s thinking that makes perfect sense. Except, we don’t live in a safe, predictable environment. In a world of uncertainty the only thing that is predictable is that your strategy will be “subject to correction”.

A scenario approach helps but that only makes the notion that strategy drives culture even less meaningful. Strategy clearly can’t drive multiple cultures. Even with scenario thinking, long after the strategy has shredded, what will endure is the culture. The new reality – culture enables strategy.

Based in Canada, John Burdett’s research and the work of others suggest that only about 20% of organisations manage culture. Organisations put culture on the back burner because of an attitude to change that is best described as “cultural drift”. Cultural drift is the misplaced belief that even if we fail to invest quality time at the top of the house on culture, somehow the secondary initiatives unfolding in the organisation (e.g., six sigma, process improvement, town hall meetings, an emphasis on safety, engagement surveys) will get us where we need to be. Are you managing your culture?

John’s new book, The A-Z Of Organization Culture, is a compelling playbook outlining how to leverage culture for competitive advantage. It draws on his extensive international work on culture with some of the world’s biggest multinationals, mid-size organisations, successful start-ups and not-for-profits.

Look for … how to have the “culture conversation”; breakthrough learning strategies; why your culture is your brand; working at the level of mindset; “re-engaging the middle kingdom”; and measuring culture. The latter will enable you to, literally, chart the
“roots” (where you are today) and “wings” (where you need to be) of culture in your organisation. If you don’t measure it, you can’t manage it!

Accessible and wonderfully illustrated, The A-Z Of Organization Culture is a unique “road map” that will enable you to make tomorrow’s culture come alive in your organisation, today.

An advisor to TRANSEARCH globally, we are delighted to say we are bringing John out to Australia in late March. We will also be launching his new book at that time.

Read more about the theme of John’s visit: If you’re not managing your culture, someone else is

 

This article was originally published on TRANSEARCH Executive Leadership Insights.

Republished with kind permission from TRANSEARCH International Australia.

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