Blog Archives

Introversion v. Extroversion in leadership. Seems the jury’s still out.

Is it a hidden advantage to be an introverted boss, or as an extrovert do you have additional horsepower in the table stakes of leadership? Prompted by The Hustle’s weekend newsletter, Why Introverts Make Great Leaders, it’s interesting to discover the parrying continues. I continue to be confused by the debate, although often counsel interview panels not be swayed by the confidence-as-capability armoury of extroverted candidates. (The Hustle report cites a project where researchers analysed a database of 17K executives and found that, while a charismatic person was more than 2x as likely to be hired as a CEO, this didn’t correlate with a better performance once they were hired.)

For the affirmative: “Extroverts DO makes better leaders”

University of Toronto Scarborough has found that extroverts do have an edge that boosts their chances of success. The study reviewed existing scientific literature relating to extroversion in the workplace from multiple countries. If found that extroverts enjoy a distinct advantage in four categories: emotional; interpersonal; motivational and performance-related.

“These four appear to really capture the strongest positive effects of extroversion at work,” says Michael Wilmot, the academic who led the study. Wilmot argues that extroversion is linked with a greater motivation to achieve positive goals – for example, a desired reward through work. It is also closely associated with experiencing positive emotions more regularly.

  • They’re more motivated by rewards
  • They stay positive
  • They’re good schmoozers
  • They perform better on the job

(Source: Extroverts enjoy four key advantages according to a new UTSC study. Here they are)

For the negative: “Extroverts DON’T make better leaders”

A Harvard Study by Carmel Nobel a decade ago, found that  extroverts excel at leading passive teams (employees who simply follow commands), but are actually far less effective at leading “proactiveteams where everyone contributes ideas. Introverts are often more effective than extroverts at leading proactive teams because they don’t feel threatened by collaborative input, are more receptive to suggestions, and are more attentive to micro expressions.

Introverts are also…

  • Motivated by productivity, not ambition.

One of the most common misconceptions about introverts is that they aren’t as motivated to succeed as more socially driven people. The truth, though, is that they’re simply motivated by different factors, and they measure success by different metrics.

  • Able to build more meaningful connections.

While they may not be openly conversational in large groups, introverts are great at developing deeper, more meaningful connections with employees and clients in a one-on-one setting. This genuine relationship-building makes an introverted leader more in tune with each member of the team than an extroverted leader might be.

  • Less easily distracted.

Introverts aren’t exactly disconnected from other people and their environment, but they are better able to tune out the noise and concentrate. They draw their energy from within, and therefore they can easily focus on the task at hand without being distracted by loud conversations or other office noise.

  • Likely to solve problems with thoroughness rather than in haste.

Problem-solving is the crux of all good leadership, and according to research, introverts typically have thicker grey matter in the prefrontal cortex, which is the area of the brain where abstract thinking and decision making happen. This leads introverts to make a decision after giving it great thought and reflecting on creative ways to solve problems. Research has also found that introverts are less likely to make snap decisions.

And because quality work is always the goal for introverts, they don’t settle for mediocrity.

For more reading, we recommend these two articles:

Why Introverts Make Great Leaders

Do Extroverts Make Better Leaders?

And just to continue the confusion, Ros Cardinal, managing director of Shaping Change, says “Studies have shown that most organisations favour logical and decisive behaviours in leadership, which are not correlated to extroversion or introversion,” she said. “As a general rule though, extroverts tend to have a higher capacity for sociability and social presence, which are traits often sought after in leaders.”

What are your thoughts about the extrovert v introvert leader debate in your world @work?

Tagged with: , , , , ,
Posted in The world @work

Tough. Love. Tough Love or Tough, Love.

Why leading with empathy is so important.

In Slade Group’s Core Strength research about most sought-after employee attributes through COVID-19, empathy took a back seat to ‘here and now survival’ skills.

Make no mistake, empathy has jumped back into the driver’s seat in 2021.

Daniel Goleman in his recent article, speaks to the importance of self-awareness. This includes a highly developed sense of empathy that allows you to see a situation from the other person’s point of view; this enables you to present your position in a way that makes a person feel heard, or that speaks to their own interests.

Post COVID in Australia, organisations need managers and leaders who can respond to the changed work environment with competencies beyond those traditionally sought. It is now recognised that one of those skills is empathy: successful leaders will have the ability to engage and work with people across a broad spectrum of skills, backgrounds and cultures.

It is important to recognise that there are three different kinds of empathy, and each resides in different parts of the brain.

  1. Cognitive: I know how you think
  2. Emotional: I know how you feel
  3. Concern: I care about you

There are managers who are very good at the first two, but not the third, without which they can be easily used to manipulate people. We see this in many overachieving bosses in command-and-control cultures who tend to be pacesetters – often promoted because they have very high personal standards of excellence. They are great at pushing people to make short-term targets; they communicate well because of the cognitive empathy and know their words will carry weight with their employees because of their emotional empathy. However, because they lack empathetic concern, they care little about the human costs of their actions. This can lead to staff suffering emotional exhaustion and burnout.

How can a manager demonstrate empathy in the workplace?

  1. In this post COVID environment, recognise signs of overwork before burnout becomes an issue; many people are finding it difficult to separate work from home life. Spend some time each week checking in.
  2. Take time to understand the needs and goals of staff, who are more likely to be more engaged if their manager is seen as taking a sincere interest in them.
  3. Keep open lines of communication, encourage transparency and demonstrate a willingness to help an employee with personal problems.
  4. Show compassion, genuine connections and friendships at work matter; act empathetically and let your people know they are supported.  

Fortunately, like all Emotional Intelligence competencies, empathy can be learned and managers can develop and enhance their empathy skills through coaching and training and by organisations encouraging a more empathetic workplace.

Tagged with: , , , , , , , , , , ,
Posted in Slade Executive, Technical & Operations, The world @work

Did you fall into recruitment?

If we don’t see ourselves as Professional Services Consultants, then why should our clients?

I finished my tertiary study as an Economics Graduate with many options for a career, yet can’t imagine any other role could have given me the sense of purpose and satisfaction that my 20-year career as a recruiter and industry leader has given me. 

As a professional recruitment consultant, I use my IQ, EQ, deep questioning and listening skills and develop a sound knowledge of my sector.

I must understand the perspectives, and work in the best interests, of both my clients and candidates.

My interpersonal, negotiation and influencing skills are utilised through all parts of the job.

I must apply my analytical skills to address problems and partner with my clients to find an effective solution. 

I must use my knowledge of the market and the needs and drivers of the talent within it to truly consult.

I need to offer different solutions, have a Plan B (and C and beyond) and recognise that no two people or companies are the same. 

This is a tough gig requiring insight, creativity and originality to consistently deliver results. 

As a recruiter, I do not ‘sell’ a tangible product. I work with people, on both sides of the process; the client and the candidates.

Human beings are far more complex than any product. Unlike widgets, candidates don’t stay on the shelf whilst I negotiate a deal for them; I can’t audit a set of numbers, rely on physics, contract law, design principles of any other empirical facts.

I can’t manufacture another candidate to be just like the last candidate I ‘supplied’ to my client and we certainly can’t re-engineer a person (nor should we want to), if they don’t quite ‘fit’.

High performing people are still the critical determinant of workplace success. I clearly remember the words from a speaker at a conference I attended about 15 years ago; ‘By 2020, Executive Search and Selection will be ranked as one of the Top 20 jobs.’ Why? Because to secure high performing talent is the mission of every high performing organisation.

What we do may not be ‘rocket-science’, but sometimes it seems like it’s more difficult than getting a person to the moon.

To build and maintain a career in this industry, I’ve had to have a genuine interest in the long-term success of the people I am working with; my colleagues, my clients and my candidates.  

The best recruiters make it look easy. Underneath it there is a huge amount of skill and effort and when the deadlines roll in it can become stressful very quickly.

As our understanding of human psychology, workplace culture and performance have evolved, so have the challenges and skills of a recruiter evolved.

As a naïve graduate I couldn’t possibly know how my career would turn out.

I’m grateful that it’s turned out the way it has, even in the face of what the COVID-19 shock has delivered to recruitment, and the workforce, in 2020.

I don’t know what’s ahead in the next few months, or years, but I am confident that everything I have learned from my career as a recruiter has given me the best possible chance to thrive and to help my colleagues, clients and candidates thrive as well.

Bring it on. 

Tagged with: , , , , , , , , ,
Posted in Interchange Bench, Slade Executive, The world @work

Will COVID-19 send vulnerable leadership viral?

Ever since the Coronavirus turned everyone’s life upside down earlier this year, we have all had opportunity to reflect and consider the various scenarios that may become reality in our every day lives and professional environments.

Personally, I have been impressed by what I have seen: people have not only sought out their own way forward, but also resolved to be a positive influence on others in numerous innovative and inspiring ways. In recruitment, we’ve offered clients and candidates free webinars to network and upskill, assistance with everything from virtual interviewing to resume formatting, and the seemingly basic but invaluable “How are you?” check-ins that have stood in for in person contact in a socially distanced world.

I hope we have all witnessed and experienced so many uplifting stories that we can’t help but be positive about forging a way ahead through this difficult period.

For many of us in business we have seen our markets plunge, while others have experienced unprecedented growth. But one thing that is certain, is that there will be a recovery and we will continue to witness inspiring ways in which businesses and people prepare for and capitalise on those emerging opportunities.

In the numerous conversations I’ve had with clients and candidates across a wide range of industry sectors since the start of the pandemic, the common question has been, how do they envisage their future, both professionally and personally?

The answers have been varied, but one that has really resonated with me is the changing face of leadership. Through this crisis we know that organisations and teams have had to change at breakneck speeds, and largely the results have been fantastic. Unfortunately, a few have also been found wanting, and one thing that we know for sure is that both organisations and their leaders will be judged by how they reacted through this period.

In a recent interview with Adam Bryant (MD of Merryck & Co), Tanuj Kapilashrami (Group Head of HR at Standard Chartered Bank) said that the days of macho leaders are absolutely over; the leaders who are coping best with this crisis are those who have and display a level of vulnerability, even though it has traditionally been viewed as an undesirable trait in the corporate world. Furthermore, it’s not just about being vulnerable, but also having empathy, creativity and an acceptance of the fact that we don’t have all the answers.

Steven Baert (Chief People & Organisation Officer of Novartis) also states in this article by Bryant that the entire mechanism of management by command and control is outdated. The new direction is about leading through purpose, empowerment and support. He has adopted the ideas of being curious, “unbossed” and inspired by purpose. Unbossed is the fundamental belief that answers to any problem can be found not only with the leader, but somewhere within the team.

Baert believes that we are moving to a more self-aware, self-authoring leadership approach, bringing vulnerability and humility into the workplace, helping people deal with complexity, and moving away from the concept that there is a right and wrong answer.

These are certainly tough times. Employers and employees are facing financial challenges, fears about physical and mental health, and countless other very real and personal worries. Effective leaders need to lead with more heart and empathy now than ever before.

When we emerge on the other side of this, one thing is certain. Good talent will have judged their leaders and will act accordingly. I’m really lucky to work for leaders that I both respect and trust. How have you adapted your leadership style in the last three months, and what kind of leader do you aspire to be?

Tagged with: , , , , , , , , , ,
Posted in Slade Executive, The world @work

Not In My Workplace!

With responsibility for three major zoos, 5000 animals, 2.5 million visitors annually and 600 permanent and casual employees, you might think that Jenny Gray, the CEO of Zoos Victoria and the current President of WAZA (World Association of Zoos and Aquariums), has enough on her plate.

Instead, as a leader with a PhD in ethics, she’s unstitched the silver lining of the Harvey Weinstein disaster and galvanised a group leading Australian CEOs to turn a negative into a positive. Whilst most of us have been appalled and many have shared personal stories of workplace harassment, Jenny Gray is one of the CEOs, Senior Executives, Chairs and Board Directors from across private, not-for-profit and public sectors making a stand to bring about change. The result? notinmyworkplace.org

You can join Not In My Workplace and you can also be part of the conversation and action plan at the first major summit taking place next February.

The Not In My Workplace SUMMIT. What’s it all about?

The plan for this high impact, highly affordable summit on February 21st, 2019 is to move from awareness to action. In one afternoon from 12:00 noon – 5:30pm at the Melbourne Convention & Exhibition Centre influential leaders and dynamic thinkers will talk about the extent and impact of sexual harassment in the workplace.

The aim is to have 1000 people together at a point in time, all who want to make a difference. And it’s clear from the stated outcomes for the summit, that the plans for the Summit are real and achievable:

  • A focus on creating actions to generate behaviours that will mobilise change as a business and as employees
  • Producing toolkits that will provide pathways for businesses and victims to seek help in a constructive manner
  • Creating a culture of empowerment
  • Developing behaviours in a business where sexual harassment prevention and support is part of the culture of a business
  • Providing real life examples of change where action plans and walk-away tools are offered

Individual booking

Please share the invitation below with your network. NIMW is very grateful to their early sponsors the Victorian Government and Public Transport Victoria.

Group booking

You can also book for a group. What a great way to start the discussions about sexual harassment in your own organisation! At only $100 per delegate, this is probably the best value Professional Development you will be able to offer your leadership team. (Not in My Workplace is incorporated under the Incorporated Associations Act in September 2018 and you are invited to join and take part in the networking, workshops and events.)

At Slade Group and the Interchange Bench we have zero tolerance for sexual harassment and continually build on our respectful culture for all employees, candidates and clients. But we can do more. By sharing this blog more people can be part of the action oriented major summit taking place next February.

What have you done in your world @work to stamp out sexual harassment?

 

Invitation: Not In My Workplace

 

Tagged with: , , , , , , , , ,
Posted in Interchange Bench, Slade Executive, The world @work

Invitation to the Future: We’re ready.

Last year enough was spoken about my 50 years in business to spur me on for another 50 years.  Thank you to longstanding colleagues, clients, candidates and industry stalwarts who were in touch and recalled our times together. (Eating carnations from the vases on the tables after a big boozy dinner  in the 1980s was one I’d forgotten, but the year we hired over 50 executives for the one organisation was one I still remember – long days and satisfying results.)

Other than to sit and watch some good footy on the weekends, I’m a restless soul; thinking, adapting and staying abreast of sector trends and new ways of working. Celebrating the first 50 years gave me time to reflect, but my mind is clearly focused on the future.

In this blog I thought I’d share the fact that in recent years we’ve restructured the broader business and set ourselves up for future success. In doing so my Advisory Board and I considered a number of points:

  • The future of recruitment and the balance between technology, people, systems and processes
  • National and global trends
  • Shifts in market expectations
  • Shifts in employee trends
  • Future proofing a professional services model for a new economy
  • Succession planning (as none of the four Slade children is likely to come into the business)

We now have four discrete businesses, and whereas I was once the sole proprietor across the group, the future for professional services firms lies in distributed ownership and partnerships. I first stepped carefully into a new way of thinking (for me) and now three of the four businesses have equity partners and we’re seeing the growth and stability that comes from this model.

Yellow Folder was the first partnership I entertained five years ago, with Julian Doherty, Slade Group’s previous Director of Research.  Now working with many in the ASX 200 and across education and also Government, it is a research-based management consultancy that delivers corporate knowledge advantage, providing clients greater agility in business planning and talent acquisition strategy.

The service offerings are:

  • Competitor Profiling & Business Intelligence Analysis
  • Talent Investigations & Capability Search
  • Remuneration Benchmarking
  • Talent Pools & Candidate Pipelining

TRANSEARCH.  Most of us now agree with Peter Drucker’s comment “culture eats strategy for breakfast”. For many years, what I saw missing from the Executive Search landscape was an assessment tool or process that could untangle the knotty issue of culture fit at a senior executive level.  Canadian Organisational Psychologist Dr John Burdett and Orxestra©, developed the tools that TRANSEARCH International uses to provide a unique perspective regarding culture, performance, leadership, and team ‘fit’.

As the result of a formal partnership agreement between TRANSEARCH International and Slade Partners, four years ago I brought two long standing executive search leaders Bill Sakellaris and Sandra Brown into the TRANSEARCH International Executive Search partnership.  Recently Di Gillett has become a Partner of this global alliance with Grant White leading our Finance Practice. TRANSEARCH International is one of the foremost international Executive Search firms; a Top 10 in the sector by reach and reputation. TRANSEARCH is pivotal in identifying and securing Board members, ‘C’ suite executives and senior functional experts who have led the growth of global organisations.

Slade Group. My name’s still on the door and I hope will be for many more years.  Securing high performing talent at the professional, specialist, middle management and senior levels has been the mainstay of Slade for years.  The development of technology, AI, Boolean searches, job boards and social media have for the most part been a blessing, but sometimes also a curse. There is so much happening in the HRIS space that it’s sometimes hard not to be distracted by the next ‘tech start up offering’.   We decided a few years ago that we would, until Artificial Intelligence finally eats our lunch in 40 years or so, wisely invest in systems, and even more wisely in our people.

This year, for the first time, I’ve also welcomed the first equity partner into the Slade Group business, Chris Cheesman.  Chris, in his mid-30’s, is the future of recruitment and new ways of working.  He has a very different leadership style to mine and his team of mainly Gen Y and Millennials work to a new work order – together with our clients who are also now mainly Gen Y and Millennials in that space.

We’re very focused on knowing particular industry sectors and talent really well. If I could sum up our strengths it would be in the following areas:

  • Consumer, Digital and Entertainment
  • Education
  • HR
  • Industrial
  • Professional and Business Support
  • Superannuation and Fin Services
  • Technical and Property/Construction

The Interchange Bench. The name says it all. For the last few decades the business, then known as Slade Temps, placed mainly short and long term temps in administrative support roles.  Two years ago that changed and a huge up lift in demand for digital, technical, marketing communications, events, accounting and payroll staff,  as well as payrolling teams of casuals, meant we no longer felt the name served the business.

The Interchange Bench not only attracts premium talent for short term assignments but works with the 121 Modern Awards that cover the 1000s of roles our temporary and contract talent are asked to do. The team runs all day ensuring clients can secure talent on and off the ‘bench’ and into their workplaces for short and long contract periods.  We’ve invested heavily in systems and processes and also reduced the risk for organisations who want to outsource their payroll as well as trusting us with their FairWork and the Modern Awards compliance.

When I recap where the business is right now, I feel we’re right sized, focused and structured for the immediate future. It will be interesting for me to re-visit this blog in five years and report back on how the business has continued to change and evolve.

What are you doing in your world @work to set yourself up for future success?

Tagged with: , , , , , , , , ,
Posted in Slade Executive, The world @work

An interview with Business Essentials

Along with Michael Schildberger, the former ABC anchor in the 774 morning time slot, now occupied by John Fayne, Geoff Slade was a founder of the popular Business Essentials in 1984, the audio magazine which plays a role as virtual business mentor to 1000s of Australian business leaders and owners. Business Essentials recently interviewed Geoff about the truths he’s learned in business along the way. In this audio file you’ll hear about his ups, downs and lucky moments,  the rewards and challenges of business life, including the supremely important role of trust and long term meaningful relationships. He takes Heather Dawson back to the early days. It was 1967, he was 21 years old and had just opened the doors to his first employment agency. What did it look like?

Tagged with: , , , , , , , , ,
Posted in The world @work

A race that will change your life

The Spartan Sprint is a 7km course that has 20 obstacles, which is a challenge for first timers and returning racers alike. The Spartan Slayers, a team comprising Diana Tanvis-Loi and Angelika Langer-Zindel from Slade Group Shared Services and Bill Sakellaris from TRANSEARCH International Australia, recently competed in the Spartan Australia Melbourne race. We spoke to the ‘Slayers after they had had time to recover and reflect on what they achieved by participating in the event.

How did you get involved in the Spartan Race?

Diana: Angelika and I were talking to Bill about our interest in Tough Mudder when Bill mentioned the Spartan Race. He had raced before and thought it would be good to do it again with us as Rookies.

Bill: Having completed two of these events previously, I was keen to participate again. The Spartan Race is mentally and physically challenging. It requires planning, preparation, training and teamwork.

What training or other preparation did you do prior to the event?

Angelika: I did more rock-climbing and tried to choose more strength base classes at gym, but I underestimated the running part, so I think I could have done better.

Bill: I trained twice a week in the gym with a weekly bike ride. The gym works on upper body strength, which is critical in the Spartan Race, and the cycling helped with my endurance.  

Diana: I hadn’t planned to customise my regular training for the Spartan Race, but it coincided with my new regime at F45, which I started in January. I’ve also been training for the 15+km course with Run for the Kids (Melbourne, 18 March). This combination definitely helped me prep for the race and I was able to do more than I normally would have been able to.

What did you find most challenging about the race?

Bill: The monkey rings, rope climb, horizontal wall scale and protruding wall were the most challenging for me. The monkey rings were particularly tough! I managed to complete ¾ of the wall, successfully climbed the rope and conquered Olympus – the protruding wall.

Diana: I have really weak arm strength so there were some obstacles that I struggled to complete. I did my best with the help of my amazing teammates. However, it was definitely a challenge for me and I found it a bit frustrating that I wasn’t able to complete every one.

Angelika: The running tired me out and did not leave me enough strength for some of the obstacles. The bucket nearly killed me, but I finished it! Next time I will follow the training instructions to be better prepared.

What surprised you about your abilities? Were you better/worse at something than you thought you would be?

Angelika: I struggled with balance and being a Yogi, wasn’t expecting that! Just because something looks easy, does not mean it really is easy!

Diana: I didn’t really know what to expect, but I was surprised most by how much strength and energy I had… I was expecting to be smashed. One obstacle that I thought would be a walk in the park for me was all about balance (think Cirque Du Soleil) and I just kept tipping over. It’s good that my dream wasn’t to be a circus performer!

Bill: Having completed the Sprint before, I knew that I could handle most of the challenges. The monkey ropes were the main issue for me in previous races and proved to be so again. This will my area of focus for the next attempt. Once I conquer this obstacle, the rest will be easy!

What did you enjoy most about the event? Would you do it again?

Diana: We completed the Sprint (rather than the Elite race), so there was less competitive pressure, which made it enjoyable. I would definitely do it again. The challenges I faced will help me target areas for improvement. I was wearing my most worn-out runners because of the mud (I threw them away after the race) but I could feel the impact that my shoes had on my performance. I won’t be making that mistake next year!

Angelika: I loved trying all the obstacles. It was really fun and I was very happy as first timer to have the option not to do the penalty burpees. Lucky me!

Bill: The event was challenging both physically and mentally, so just to be able to complete it was very rewarding. I successfully completed 90% of the obstacles, so my aim next year will be to complete all of them within a shorter time frame. Beyond that, our teamwork and the Slayers comradery made it fun. To get the most out of these events, I recommend the following:

  1. Be well prepared: train leading up to the event, know what to wear, what to eat before the race, plan for the event logistics
  2. Have a team plan: stick together, help each other through all the obstacles
  3. Change your roles: motivate yourself and the group leading up to and before the event, lead from the front at times, support from the back at times, coach your team through some of the more challenging obstacles
Tagged with: , , , , , , , , , , ,
Posted in The world @work