Tag: Leadership

How Do We Select Team Players and Identify True Collaborators for Leadership Opportunities

Selecting the right individuals for leadership roles, scholarships, and other significant opportunities is a challenging yet crucial task. Over my 15 years on various selection panels, I’ve encountered a recurring challenge: differentiating between applicants seeking personal career enhancement and those genuinely driven by a desire to be part of a team that makes a difference. Here are some insights and tips on identifying true team players:

Understanding the Importance of Teamwork

Individual commitment to a group effort—that is what makes a team work, a company work, a society work, a civilization work.” — Vince Lombardi

Teamwork is not just a buzzword; it’s a fundamental aspect of achieving collective success. As Helen Keller famously said, “Alone we can do so little; together we can do so much.” This quote encapsulates the essence of teamwork and the incredible potential that lies in collaborative efforts.

Key Qualities to Look For

  1. Demonstrated History of Collaboration: Look for candidates who have a proven track record of working well in teams. This can be evidenced through their involvement in group projects, team sports, community service, or collaborative academic work.
  2. Communication Skills: Effective team players are also excellent communicators. They listen actively, articulate their ideas clearly, and provide constructive feedback. During interviews, pay attention to how candidates interact with you and others.
  3. Empathy and Respect: True collaborators respect diverse perspectives and show empathy towards their peers. They understand that every team member brings unique strengths and viewpoints, which can enhance the overall performance of the group.
  4. Willingness to Share Credit: A strong indicator of a team player is their willingness to share credit for successes. Look for candidates who use “we” instead of “I” when discussing their achievements, indicating their recognition of collective efforts.
  5. Problem-Solving Orientation: Team players are often solution-oriented and willing to go the extra mile to help their team succeed. They approach challenges with a collaborative mindset, seeking input from others and working together to find the best solutions.

“None of us is as smart as all of us.” — Ken Blanchard

Identifying Genuine Team Players

To identify candidates who genuinely want to be part of a team that makes a difference, consider the following strategies:

  1. Behavioral Interviews: Ask candidates about past experiences where they worked in a team. Questions like, “Can you describe a time when you had to collaborate with others to achieve a goal?” can reveal much about their teamwork abilities.
  2. Scenario-Based Questions: Present hypothetical scenarios that require teamwork to resolve. Observe how candidates propose to handle these situations and how they incorporate others’ input into their solutions.
  3. References and Recommendations: Seek feedback from previous supervisors, mentors, or team members who can provide insights into the candidate’s ability to work collaboratively.
  4. Group Activities: If possible, include group activities or projects as part of the selection process. This allows you to observe candidates in action and see how they interact with others in real-time.

Selecting individuals who are true team players requires a keen eye and thoughtful consideration. By focusing on their past behaviours, communication skills, empathy, and problem-solving abilities, you can identify candidates who are not only looking to advance their careers but are also committed to making a meaningful impact as part of a team. Remember, together, we can achieve so much more.

#Teamwork #Collaboration #Leadership #TeamPlayer #GroupEffort #Empathy #CommunicationSkills #ProblemSolving #TogetherWeAchieveMore #CommunityImpact #LeadershipOpportunities #SelectionProcess #TeamSuccess #BritishEnglish #MakingADifference #CollectiveEffort #WorkingTogether

Reflecting on Toxic Language and the Importance of Encouraging Critical and Creative Thinking

Its very windy at my place and has been for 48 hours. As often happens here in paradise that means no power, no water and no coffee 😢

All day yesterday my power supplier told me the power would be on in 3 hours This happened 4 times The 5th time they told me it would be 18 hours Keep your fingers crossed for me and my 37 neighbours. I am cold, hungry and caffeine deprived

My first world problems have given me plenty of time to catch up on world news It’s depressing stuff ( world news that is) This thought provoking article in The Conversation today “Scholars like Jonathan Turley argue, “We are living through an age of rage. It is not our first, but it may be the most dangerous such period in our history.” got my thinking about the importance and legacy of the programs I helped design and deliver that focus on empowering young people.

These programs aim to help them investigate the world, appreciate different perspectives, communicate confidently in an informed and respectful way, and take action on issues that matter to them and their communities. Watching young people grow into thoughtful, engaged, and compassionate individuals is immensely rewarding. These programs not only equip them with critical and creative thinking skills but also foster a sense of responsibility and active citizenship.

The use of toxic language in public discourse is more than just a matter of poor etiquette; it has real and dangerous consequences. As highlighted in a recent discussion on The Conversation about the harmful effects of such language, there is a clear link between the words we use and the actions they inspire. When public figures resort to derogatory, inflammatory, and divisive language, it not only degrades the quality of our conversations but can also incite violence and deepen societal rifts.

The Dangers of Toxic Language

Toxic language fosters an environment of hostility and mistrust. It polarizes communities by framing disagreements as personal attacks rather than opportunities for constructive dialogue. This type of rhetoric can escalate tensions and lead to real-world consequences, including violence, as people feel emboldened to act on the inflammatory messages they hear from leaders and influencers.

Moreover, toxic language undermines the fundamental principles of democracy. A healthy democratic society relies on respectful and open discourse, where differing viewpoints can be debated without fear of retribution or degradation. When public figures use toxic language, it sends a message that bullying and aggression are acceptable means of achieving one’s goals, thereby eroding the very fabric of democratic engagement.

Encouraging Critical and Creative Thinking in Young People

In this context, it becomes all the more crucial to encourage young people to be critical and creative thinkers.

Here’s why:

  1. Building Resilience Against Manipulation: Critical thinking skills help young people analyse and evaluate information more effectively. By teaching them to question sources, check facts, and understand different perspectives, we empower them to resist manipulation by toxic rhetoric.
  2. Fostering Empathy and Understanding: Encouraging creative thinking promotes empathy and open-mindedness. Creative individuals are often better at seeing things from multiple perspectives and finding common ground, which is essential in countering divisive language.
  3. Promoting Constructive Dialogue: When young people are taught to think critically and creatively, they are better equipped to engage in constructive dialogue. They learn to express their ideas clearly and respectfully, listen to others, and collaborate on solutions to common problems.
  4. Preparing Future Leaders: Today’s young people are tomorrow’s leaders. By nurturing their ability to think independently and creatively, we are preparing them to lead with integrity, respect, and a commitment to fostering inclusive and healthy discourse.
  5. Strengthening Democracy: A democracy thrives on the active participation of well-informed and thoughtful citizens. By encouraging young people to develop these skills, we contribute to a more robust and resilient democratic society.

I am incredibly proud of the programs I have helped design and deliver that focus on empowering young people. These programs aim to help them investigate the world, appreciate different perspectives, communicate confidently in an informed and respectful way, and take action on issues that matter to them and their communities. Watching young people grow into thoughtful, engaged, and compassionate individuals is immensely rewarding. These programs not only equip them with critical and creative thinking skills but also foster a sense of responsibility and active citizenship.

The impact of toxic language in public discourse is profound and far-reaching. It is imperative that we address and counteract this trend by fostering a culture of respect and critical engagement. Encouraging young people to be critical and creative thinkers is a vital part of this effort. By equipping them with the tools to analyse, empathize, and engage constructively, we can help build a society where respectful and meaningful dialogue prevails over divisive and harmful rhetoric.

We can all commit to nurturing these values in our young people, ensuring that they are prepared to lead with wisdom and compassion

#CriticalThinking #CreativeThinking #YouthEmpowerment #SocialJustice #ToxicLanguage #CommunityEngagement #RespectfulDialogue #Leadership #Empathy #ActiveCitizenship

 

Embracing Leadership Through Practice

I’ve spent a lifetime delving into the intricacies of leadership. I have attended courses, read the theories, written about them, appreciated role models and mentored others on the best practices. Yet, despite all this knowledge, I find it challenging to put these theories into practice in face-to-face interactions. It’s a humbling realisation that even after 60 years, change is arduous. This is why I am so committed to supporting young people to embed leadership skills into their everyday lives from the very start.

Why is it so important for young people to learn and practice these skills now? Because the earlier they start, the more ingrained these healthy behaviours will become. They won’t have to battle decades of ingrained responses; instead, they can develop a natural inclination towards constructive, positive interactions. They can become the leaders who instinctively know how to navigate crucial moments with grace and effectiveness.

For decades, social scientists have studied the flight or fight or freeze responses other phenomena seeking to explain our emotions and behaviour in crucial and sometimes frightening moments. Unfortunately, when these crucial moments come, we tend to act our worst. Our genetic and physical makeup, societal pressures, and a lack of healthy behaviour models all push us to act in self-defeating ways.

Understanding the science behind why we say the things we say can be transformative. It offers a pathway to healthier conversations, better relationships, and higher-performing teams. Yet, knowing the theory is only half the battle. The real challenge lies in the day-to-day practice, in those face-to-face moments where our instincts often betray us. It’s about building a bridge between knowledge and action, something that I continue to strive for and hope to instil in the younger generation.

Why is it so important for young people to learn and practice these skills now? Because the earlier they start, the more ingrained these healthy behaviours will become. They won’t have to battle decades of ingrained responses; instead, they can develop a natural inclination towards constructive, positive interactions. They can become the leaders who instinctively know how to navigate crucial moments with grace and effectiveness.

Supporting young people in this journey isn’t just about teaching them the theory. It’s about providing them with real-world opportunities to practice these skills, to make mistakes, and to learn from them. It’s about creating environments where healthy conversations and strong, supportive relationships are the norm. This is the legacy I hope to leave – not just a wealth of knowledge, but a generation of leaders who can put that knowledge into practice every single day.

#Leadership #YouthEmpowerment #CommunicationSkills #EmotionalIntelligence #TeamBuilding #SelfAwareness #HealthyConversations #PositiveInteractions #SupportYoungLeaders #TransformativeLeadership

 

Moral Uncoupling from a Boomer Perspective on Supporting Pragmatic Leadership

As a member of the Baby Boomer generation, understanding the concept of moral uncoupling can feel like navigating a new world. Raised in a time when values and ethics were often viewed through more black-and-white lenses, the flexible approach of moral uncoupling can seem foreign and, at times, unsettling. However, this generational shift in perspective is essential to grasp why people today, including boomers, might support leadership that delivers on our primal needs.

Today our resident expert in all things Human Behaviour, guest blogger Alex Reed reflects on Boomers

Moral uncoupling is a complex and often controversial practice that allows individuals and groups to navigate ethical ambiguities in various professional and personal contexts. While it can lead to positive outcomes and pragmatic solutions, it also raises questions about the boundaries of ethical flexibility and accountability. Understanding this dynamic helps illuminate why and how people sometimes support or engage with ethically contentious figures or organizations.

Moral Uncoupling Through a Boomer Lens

As a member of the Baby Boomer generation, understanding the concept of moral uncoupling can feel like navigating a new world. Raised in a time when values and ethics were often viewed through more black-and-white lenses, the flexible approach of moral uncoupling can seem foreign and, at times, unsettling. However, this generational shift in perspective is essential to grasp why people today, including boomers, might support leadership that delivers on our primal needs.

Primal Needs and Leadership

  1. Security and Stability: Leaders who promise and deliver security, whether it’s economic, national, or personal, tend to garner support. This primal need for safety can sometimes outweigh ethical concerns. For example, a political leader who enacts strong national defense policies might be supported despite personal or ethical controversies.
  2. Economic Prosperity: Economic stability and growth are fundamental needs. Leaders who drive economic success often receive strong backing, even if their methods are ethically ambiguous. This focus on pragmatic outcomes over strict adherence to ethical norms can lead to moral uncoupling.
  3. Community and Belonging: Feeling part of a community is a deep-seated human need. Leaders who foster a sense of belonging and unity, especially in times of social division, can attract loyalty. This emotional connection can lead individuals to overlook ethical lapses, prioritizing the sense of identity and community the leader cultivates.

The Evolution of Ethical Perspectives

For many boomers, the concept of moral uncoupling can seem at odds with the values instilled during their formative years. Yet, as societal norms evolve, so too does the approach to ethics. Here are some considerations for boomers grappling with this shift:

  1. Changing Social Norms: Society’s understanding of ethics is not static. What was once considered unequivocally wrong may now be seen in a more nuanced light. Boomers have witnessed significant societal changes, from civil rights movements to technological advancements, each reshaping ethical perspectives.
  2. Pragmatic Realism: Today’s world often requires balancing idealism with realism. The complexities of modern life mean that achieving positive outcomes sometimes involves ethical compromises. Recognizing this pragmatic realism can help boomers understand why moral uncoupling occurs.
  3. Increased Information Access: The digital age has inundated us with information, making it easier to see multiple sides of an issue. This abundance of perspectives can lead to greater acceptance of moral ambiguities and the need for ethical flexibility.

Navigating Ethical Flexibility

Understanding moral uncoupling involves recognizing that ethical decision-making is rarely straightforward. Here are some ways to navigate this:

  1. Critical Thinking: Evaluate the reasons behind supporting a leader. Is it purely for pragmatic reasons, or is there a genuine alignment with values? Reflecting on this can help balance ethical considerations with practical needs.
  2. Ethical Boundaries: Identify personal ethical boundaries. Knowing where to draw the line can help in making informed decisions about when moral uncoupling is acceptable and when it isn’t.
  3. Open Dialogue: Engage in conversations with different generations to understand their perspectives. This can foster a more comprehensive understanding of moral uncoupling and its implications.

Conclusion

Moral uncoupling, viewed from a boomer perspective, underscores the tension between ethical ideals and pragmatic needs. By understanding this dynamic, we can better navigate the complexities of modern leadership support, recognizing that while moral flexibility can lead to positive outcomes, it also necessitates careful consideration of ethical boundaries and accountability. Embracing this nuanced view can help bridge generational gaps and foster a more cohesive approach to ethical decision-making.

#MoralUncoupling #BoomerPerspective #Leadership #Ethics #Pragmatism #GenerationalShift #HumanNeeds #Security #EconomicProsperity #Community #EthicalFlexibility

The Urgent Crusade when Advocacy Fuelled by Life-Changing Experiences

Navigating the world of community advocacy and leadership can be both incredibly rewarding and deeply challenging. As passionate advocates, many of us find ourselves driven by a relentless desire to make a difference, to push for change, and to ensure that our voices—and the voices of those we represent—are heard. However, this unwavering commitment can sometimes lead us to go one step too far, especially when faced with opposition that isn’t listening. If you’ve ever felt the frustration of trying to win the unwinnable battle or the compulsion to prove your point against all odds, know that you’re not alone.

For some, this drive is intensified by personal experiences that have heightened our sense of urgency. In my case, an almost successful attempt on my life has fuelled a deep-seated concern that I don’t have time to achieve all that I want to achieve.

Our resident expert Alex Reed tells us this feeling of urgency is not uncommon among those who have faced significant life challenges. Many who have endured life-threatening experiences, made life changing decisions or suffered profound personal losses find themselves on a crusade, driven by a fierce commitment to make the most of their time and impact the world in meaningful ways.

Notable Advocates Driven by Life Changing Experiences
  1. Malala Yousafzai:
    • After surviving an assassination attempt by the Taliban, Malala has become a global advocate for girls’ education, driven by the urgency of ensuring that every girl receives the education she deserves.
  2. Nelson Mandela:
    • Having spent 27 years in prison, Mandela emerged with an intensified resolve to end apartheid in South Africa, knowing that his time to influence change was precious.
  3. Gabrielle Giffords:
    • Following an attempt on her life during a mass shooting, Giffords became a prominent advocate for gun control, using her personal experience to highlight the urgency of reform.
Strategies for Managing the Drive
  1. Choose Your Battles Wisely:
    • Recognise that not every point needs to be proven immediately. Focus on strategic wins that can build momentum over time.
  2. Active Listening:
    • Practice active listening to understand the other side’s perspective. Sometimes, acknowledging their concerns can open up new pathways for dialogue.
  3. Mindfulness and Reflection:
    • Engage in mindfulness practices to stay grounded. Reflect on your motivations and the potential impact of your actions on yourself and others.
  4. Build Alliances:
    • Instead of trying to win over opponents single-handedly, build alliances with others who share your vision. Collective voices often carry more weight.
  5. Set Realistic Goals:
    • Break down your larger goals into smaller, achievable steps. Celebrate these small victories to maintain motivation and demonstrate progress.
  6. Seek Constructive Feedback:
    • Invite feedback from trusted colleagues or mentors who can offer a balanced perspective and help you refine your approach.
  7. Emotional Regulation:
    • Develop techniques for emotional regulation, such as deep breathing, journaling, or talking with a confidant. This can help manage frustration and maintain a clear head.
Conclusion

Your drive and determination are significant assets, but balancing them with strategic patience and empathy can enhance your effectiveness as a leader. Remember, progress often comes from persistent, collaborative efforts rather than a single, decisive victory. Keep your passion alive but channel it in ways that build bridges and foster sustainable change.

Final Thoughts from me

If you, like me, feel the weight of urgency because of personal experiences, remember that this urgency can be a powerful motivator but also a challenge to manage. By adopting strategies to balance your drive with patience and empathy, you can continue to make meaningful contributions to your cause while maintaining your well-being.

Join the Conversation

Have you experienced similar challenges in your advocacy work? Share your stories and strategies in the comments below. Let’s learn from each other and continue to build stronger, more resilient communities together.

#Advocacy #PersonalExperience #Urgency #Leadership #CommunityAction #Persistence #Mindfulness #ActiveListening #BuildingAlliances #ConstructiveFeedback #EmotionalRegulation

 

How to Confront a Domineering Team Leader

In many high-pressure environments, bullying behaviours can proliferate due to high-stakes situations, rigid power differentials, and challenging schedule demands. This can have devastating impacts on employee morale, productivity, and retention. One common issue is dealing with disrespect and abuse from team leaders who hold significant power and influence within the organisation.

Goal

To create a safe and respectful working environment by addressing the abusive behaviour of a domineering team leader.

Problem

In many high-pressure environments, bullying behaviours can proliferate due to high-stakes situations, rigid power differentials, and challenging schedule demands. This can have devastating impacts on employee morale, productivity, and retention. One common issue is dealing with disrespect and abuse from team leaders who hold significant power and influence within the organisation.

In this case, a team member is experiencing rude and aggressive behaviour from two new team leaders. This bullying has not only impacted their mental health but has also negatively influenced the team dynamics and workplace culture. The need to address this pattern of abuse is crucial for maintaining a healthy and productive work environment.

Solution

Define the Problem

The most common mistake people make is to confront a single incident of abuse as if it were the only problem—in this case, a recent verbal attack. Most likely, the problem is not that single incident but a pattern of abuse. Focusing on the incident alone can lead to getting bogged down in the details of who said what and why.

Find Mutual Purpose

Approaching the conversation in a way that solves both parties’ problems is essential. Here are a few questions to help find Mutual Purpose:

  • Ask the Humanising Question: Why would a reasonable, rational, and decent person get angry and abusive like this? What is he trying to achieve and why is he so frustrated?
  • Clarify Your Long-term Goals: What do you really want from the conversation, not just for yourself, but for the other person and the relationship? This helps to take the high road and aim for a win-win solution.
  • Identify What You Respect About the Team Leader: Focus on elements you respect, which helps to establish Mutual Respect. Respect is like air; as soon as it’s absent, it’s all anyone can think about. Ensuring respect in the relationship is crucial for productive dialogue.
Prepare for the Conversation

Personal preparation sets the stage for a productive conversation. It’s important to get your head and heart right before engaging in dialogue. Once you’re ready, request a private conversation with the team leader.

Conduct the Conversation
  • Share the Facts: Present the facts of the recent abuse as you experienced them.
  • Describe the Consequences: Explain how the behaviour made you feel, impacted the culture, and put projects at risk.
  • Express Your Desire for Change: Outline how you would like to work differently together in the future.
  • Listen Actively: Ask the team leader how they see the situation. Listen to understand their perspective, which may reveal aspects of the situation you were unaware of or highlight your own or others’ roles in their frustration.
Assess the Outcome

If the team leader acknowledges the problem and agrees to work on changing their behaviour, this is a positive step forward. If the abusive behaviour continues, it may be necessary to escalate the issue to HR to protect the well-being of the staff and the organisation.

Case Study

A renowned business school addressed similar issues by training their teams to handle abusive behaviour effectively. Leaders administered pre- and post-training surveys to measure confidence in addressing disruptive behaviour. The results showed a statistically significant increase in participants’ confidence and ability to address bad behaviour both immediately after and four weeks post-training. Staff reported numerous instances of disruptive behaviour but also noted that they spoke up and addressed the bad behaviour most of the time.

Conclusion

Addressing abusive behaviour in the workplace is critical for maintaining a safe, respectful, and productive environment. By preparing effectively, finding mutual purpose, and conducting thoughtful conversations, you can help foster a positive change in your workplace culture.

This article is adapted from the original piece by Brittney Maxfield May 29, 2024.

#WorkplaceBullying #Leadership #WorkplaceCulture #EmployeeWellbeing

 

Embracing Change. Exploring the 4H and Future Farmers of America Movements

Change is scary, but what’s scarier is stagnation

Firstly don’t be like me and expect Deposit Photos will give you a gender balanced image for this post. Not taking away from the key points BUT ( i cant help myself)  it is important to note I put the same key words into the Deposit Photos search engine  except I added “female” to the second set. Its clear men are super heroes and women are just putting their feet in the water. Maybe not and this is what the media want us to believe

 

 

Getting back to the passion for this post …

It’s remarkable how often the solutions we seek are right in front of us, yet we manage to overlook them amidst a million excuses. Whether it’s fear of change, inertia, or simply a reluctance to challenge the status quo, we often find ourselves hesitating to embrace the very answers we’ve been searching for. It’s a common human tendency to complicate matters, seeking complex solutions when simplicity may hold the key. Perhaps it’s time to pause, reflect, and acknowledge that sometimes the most effective path forward is the one we’ve been avoiding all along. Let’s challenge ourselves to confront the solutions that lie within reach and muster the courage to implement them, for therein lies the true potential for progress and transformation.

Change is inevitable, yet often met with resistance. Whether it’s personal habits, societal norms, or organisational structures, humans tend to cling to familiarity. This reluctance to change is deeply ingrained in our psyche, stemming from a variety of factors including fear of the unknown, comfort in routine, and a reluctance to abandon the status quo. However, amidst this resistance, there are shining examples of initiatives that effectively engage young people, fostering a culture of adaptation and innovation. The 4H movement and the Future Farmers of America (FFA) serve as prime illustrations of how embracing change can lead to transformative outcomes.

Understanding the 4H Movement and FFA:

The 4H movement and FFA are youth organisations deeply rooted in agricultural communities in the United States. They provide young people with opportunities to develop leadership skills, explore agricultural practices, and engage in community service. These organisations have thrived for decades, evolving with the times while staying true to their core values.

Key Principles of Engagement:

  1. Hands-on Learning: Both 4H and FFA emphasise experiential learning, allowing members to actively participate in agricultural activities. This hands-on approach not only instills practical skills but also fosters a sense of ownership and responsibility.
  2. Holistic Development: Beyond agricultural education, these movements focus on holistic development, including leadership, teamwork, and communication skills. By nurturing well-rounded individuals, they prepare young people to navigate an ever-changing world.
  3. Community Integration: 4H and FFA are deeply embedded within local communities, encouraging collaboration and cooperation among members. This sense of belonging fosters a supportive environment where young people feel empowered to embrace change.
  4. Adaptability: Both movements have demonstrated a remarkable ability to adapt to changing societal trends and technological advancements. By staying relevant and responsive, they continue to attract and retain members across generations.

Challenges to Adoption:

Despite their success in the United States, the 4H movement and FFA have struggled to gain traction in other countries, including Australia. Several factors contribute to this reluctance:

  1. Cultural Differences: Agricultural practices and traditions vary significantly from one country to another. What works in the United States may not necessarily resonate with communities elsewhere. Adapting the 4H and FFA models to fit local contexts requires careful consideration of cultural nuances.
  2. Policy and Funding: The support infrastructure for youth organisations may differ between countries, affecting their ability to scale and sustain operations. Without adequate policy backing and financial resources, initiatives like 4H and FFA may struggle to gain momentum.
  3. Perception of Agriculture: In some countries, agriculture is perceived as a traditional or outdated industry, lacking the appeal and prestige of other sectors. This perception hinders efforts to promote agricultural education and engage young people in related activities.

The 4H movement and FFA exemplify the power of youth engagement in driving positive change within agricultural communities. By embracing innovation, fostering leadership, and cultivating a sense of belonging, these organisations empower young people to become agents of change in a rapidly evolving world. While challenges persist in expanding their reach globally, the principles and practices of 4H and FFA serve as inspiration for cultivating a new generation of resilient, adaptable leaders.

In the quest for change, we must look to initiatives like the 4H movement and FFA as beacons of hope, demonstrating that transformation is not only possible but essential for building a brighter future for generations to come.

It starts with you. Does the culture in your organisation empower, enhance, enable and engage?

It Starts with you Graphic

I fell into leadership as no-one else was putting their hand up at the time

I was not comfortable because whilst I know everyone admires my courage and the fact that I get stuff done my style does not suit everyone.

I wasn’t crazy about it myself.

So I went on a journey to improve my leadership style

I am the first to admit its progress not perfection

What my journey has taught me is CULTURE in organisations is the must have foundation.

Because I identified some of the best leadership coaches in the business to go on my learning journey with, I have become very good at identifying good leadership in others and organisations that get stuff done because they get the culture right first

I got to experience what that looks like at the highest level in the last month.

Best practice following a meeting is to send a follow up document that outlines from your perspective what all parties agreed to do. Then all parties go on that journey (with any tweaks that you missed). BTW You know you are working with the best when the other party sends the follow up email before you do.

Three weeks ago, I was in a meeting where both parties had the opportunity to get more great stuff done by working with others they had not yet been introduced to.

I had connections for the organisation I was talking to and some-one from the organisation I was talking to had previously worked for a legend whose organisation would be the perfect partner for the schools our organisation works with

And meeting this legend would be for me be like meeting Barack Obama or Bill Gates

The introductions were made and then I saw why this legend and the organisation she founded has achieved so much

It was extraordinary. I sent an email to the legend outlining what our organisation does and highlighted potential synergies from my perspective.

She then did this thing I have never seen in action before.

She connected me with her Executive Assistant, all the key program managers, told me who would be allocated to blind cc and who was accountable for what in one paragraph.

Meetings followed and magic is happening !!!!!!!!!

How does your CEO deal with their Inbox?

How many people and organisations do you talk to who spend more time telling you how busy they than they do getting stuff done.?

'do something today that your future self will thank you for' hand lettering quote on dark background
‘do something today that your future self will thank you for’ hand lettering quote on dark background

Kownledge into action

 

Rudderless Dairy – makes my heart bleed

Yfmq5GGe_400x400.jpg

Marian McDonald was a gusty woman when she took on the family farm in 2008. She bought a refreshing feistiness to dairy conversations. She is a champion of the grass roots, is not afraid to tackle the tough issues in her blog MilkMaid Marian, she asks the questions that need to be asked of people who should have the answers and she has the courage of her convictions

Today she gives her thoughts on John Mulvaney’s opinion piece in The Weekly Times in her post Disillusioned Dairy  

Mike Logan the former CEO of Dairy Connect also reflected on the state of the Australian Dairy Industry in Nov last year in his opinion piece Australian Dairy has Lost its Rudder.

Mike says

The leadership challenge of the Australian dairy industry has increased to a level that I believe is insurmountable without significant government intervention. I am not a supporter of government intervention.

Unfortunately, the time has come.

…..

The hubris of the board and senior executives of MG ( Murray Goulburn) has left the Victorian dairy industry – and by association, the Australian dairy industry – without a guiding rudder. The Victorians are at sea and going nowhere and are hoping for tides or winds to take them.

….

Put simply, the end of the era of co-operatives has allowed the processors to control the industry. Presently, there is no unity between the farmers and the processors. Many will blame the supermarkets but the numbers don’t support that view. It is not Colesworth.

The leadership challenge is within the industry itself. Specifically, the leadership challenge is with the farm sector of the dairy industry.

…….

The ship is at sea, rudderless.

It is tawdry to note that the current Chairman of the ADF is also an ex-chairman and I believe a current Director of WCB. Another Director is from Fonterra. Most of the ADF’s budget is channelled through the processors. Clearly, the processors control the farmer’s representative body.

Mike comes from an industry with a highly successful farmer leadership lobby model in Cotton Australia. As a former Chairman of the Board of the Cotton Research and Development Corporation he bought a breath of fresh air, a wealth of experience and drive and like Marian feistiness to the dairy industry.

In his opinion piece Mike proffers the following solutions

What should the ADF do?

The ADF is the focal point of the leadership challenge. The ADF needs to reform itself into a functional & efficient dairy farmer representative body.

What should the Government do?

The government is rightly reluctant to interfere in industry policy and strategy. Governments all hope to be guided by an industry with a unified approach to the challenges of the future. When governments are forced into these positions they usually deliver blunt and inelegant solutions. Often, there are deleterious impacts from the unintended consequences of government interference in industry policy.

The Government is now at a point where it has to assume that role. The government has to free up the relationship between the farmers and the processors by addressing the focal point of the relationship – the contracts.

You can read the full piece here  It makes one hell of a lot of sense

My thoughts on farmer leadership in dairy?

As some-one who did put their hand up for roles on farmer lobby groups I agree with Marian. We wear out our champions. The majority of us are under-prepared from a governance, negotiation skills and general whole of supply chain knowledge capacity to make the changes required.  I was one of those under-prepared. ADF has some fresh blood and now has funding to build leadership capacity for our farmers. I look forward to them using it wisely. I look forward to our farmers seeking out the successful models, asking the right questions, being prepared to listen and feeling confident they have the skills and the support of their fellow farmers to take the Australian Dairy Industry to the heights it deserves

Added note. Another hugely successful farmer lobby group model is Farmers for Climate Action I know why this model works so well. It would be a very exciting day if  Australian dairy farmers embraced this model. Look out world

 

 

Leadership reflections. Be good to yourself. Life is short. Live it with joy.

International Womens Day (IDW) 2005 was a pivotal point in my life journey. When I got the call to tell me I was the inaugural Kiama IWD Electorate Women of the Year, I was thrilled, I was flabbergasted, and I had a huge dose of imposter syndrome. It was the imposter syndrome that weighed heavily so I set the bar high for myself and was determined to live up to award and so the journey began.

This is a post for everyone out there fighting the good fight, spending a lot of time questioning themselves, feeling a bit (very) jaded, and keen to get their mojo back.

I woke up yesterday morning to see this post from Airlie Trescowthick founder of Farm Table . Airlie  started her post Thank you for inspiring me: 14 rural women I want to celebrate this IWD. with this preface

In celebration of International Women’s Day (8th March 2018), I wanted to take the time out to thank some women who have made an impact on me during my Farm Table journey so far.

 Some know me, some do not, but they have all inspired me and given me the confidence to develop, grow and take risks running my own business.

These women are running businesses and building solutions to issues and challenges we share across rural and agricultural industries. Starting up a business can be lonely and scary, particularly when in a rural area. But, with a network of like-minded and supportive women across the country, you are never truly alone.

Thank you, from me, and from all that you inspire.

Of the 14 people Airlie profiled I only know two personally and I look forward to the day I meet the other twelve. Wow

When I read Airlie’s profile on me – it generated a lot of reflection

Farm Table 3.jpg

MMMh the ‘ultimate leader’. What is a leader. One thing I know for sure is what Airlie and her support team have created with Farm Table is nothing short of phenomenal and there is no way in the world I could have pulled it off. Super kudos to them

If leadership is creating a movement and being part of that movement. I can wear that hat. My style is not one that everyone is comfortable with and I have spent the last five years questioning it myself.

I’ve been called a leader for taking initiative, getting things done and standing my ground on big issues. My journey has taught me that results are not everything and leadership is not a solo activity.  It’s something that you do with people, not despite people. To be a successful leader we also need to work on how we engage to get those results. One of the things I’ve been working on is developing my style to build stronger relationships because relationships are everything. We always need to be thinking about how we can improve, how can we learn, and to take every leadership opportunity as a personal growth experience as well as a product delivery outcome.

Last year I signed up for several “leadership” courses. I engaged a leadership coach. I identified all the things I wanted to ‘improve’ about myself and poured my heart and soul into it. Let me tell you – you can have too much self-awareness. What my journey to be a  ‘better version of myself’  has reinforced is the importance of deep, genuine friendships, seeking help and surrounding yourself with people who bring joy into your life.

The most insightful advice I can give every-one out there (and we are all leaders) is be kind to yourself. As Steve Jobs so famously said “if you want to be liked, sell ice-cream”. People can pick and choose whether they want to be part of your movement or not.

And the tall poppy syndrome. Don’t beat yourself up. If some-one singles you out for an award or gives you an accolade, wear it with pride. Sure, there will be plenty of people they could have given it too, but they picked you. It’s what you do with the award, it’s how you leverage it on behalf of your cause that counts.

As Airlie identified there is no shortage of women in agriculture doing diverse and exciting things. There is no shortage of people in agriculture doing exciting things. There is no shortage of people in all our communities doing exciting things. If you want to start a movement or join a movement, find the one that brings joy into your life.

Thanks Airlie.  I look forward to following your journey.  I havent had the opportunity to work with you but my gut tells me you have an inclusive leadership style I have always aspired too

#IDW2018 #strongwomen #strongertogether

Speaking of Leadership Courses. The one that has left the most indelible impression on me is Leading Transformational Change. Its a live-in course at the Melbourne Business School. The course is transformational but its the people I met at the course who helped me put perspective to my life journey. They helped me celebrate the person I am. The good, the bits others think I should change and the bits I would like to change.  What others think no longer occupies large parts of my head space and the bits I would like to change help me appreciate others with those characteristics and aspire to surround myself with them.

Be good to  yourself. Life is short. Live it with joy