28. What to do when your boss is in the clouds

The Inner Chief – Episode 28 – What to do when your boss is in the clouds

Most of us have had a boss who seems totally disinterested in our work. They’re the opposite of micro-managers, leaving us completely to our own devices and at times in more senior regional roles can go missing for weeks at a time.

In this episode we cover:

  1. The most common reasons why they're not giving you the attention you deserve
  2. What this is really costing you
  3. Actionable steps  you can take to remedy the situation

Stay epic

27. CEO Hetty Johnston on passion, resilience and negotiating with Prime Ministers

In this episode of The Inner Chief we hear from Hetty Johnston, AM, Founder and Chair of Bravehearts.

You can support Hetty’s work through Bravehearts at www.bravehearts.org.au

CHANGE OF PLAN

Normally I put a detailed set of show notes. In this case, I’m electing not to. This will make sense when you’ve heard this episode. Hetty is someone you have to listen to. She is one of the most influential leaders of modern Australia and summary notes just won’t do her justice.

So find an hour to really focus on this session. Hetty tells the FULL story of her life and the horrific circumstances that led to the beginnings of Bravehearts after her daughter disclosed she was being assaulted. She also shares some of her techniques for negotiating with Prime Ministers, staying resilient and gives the ultimate career advice if you want to be a GREAT chief.

ABOUT HETTY JOHNSTON AM

Hetty is the Founder and Chair of Bravehearts & Australia’s leading child protection advocate.

https://bravehearts.org.au/who-we-are/founder-chairman/

For over 20 years Hetty has been leading the charge in child protection and has built Bravehearts into powerful not-for-profit with global reach. She and her team are regularly asked to speak and advice on their most important work all over the world.

Hetty’s most recent accolades include:

  • Australian Businesswomen’s 2016 Hall of Fame Inductee
  • Queensland Australian of the Year 2015
  • Logan’s Wall of Acclaim 2015 Inductee
  • Member of the Order of Australia (AM) 2014
  • Author of national awareness campaign, ‘White Balloon Day’, ‘Sexual Assault Disclosure Scheme (SADS)’, ‘Ditto’s Keep Safe Adventure’ child protection CD-Rom and her autobiography, ‘In the Best Interests of the Child’ (2004)

Just some of her responsibilities include:

  1. Chaired the Queensland Child Protection Week Committee for three years;
  2. Held a position on the Board of NAPCAN (National Association for Prevention of Child Abuse and Neglect);
  3. Was a participant on the Federal Government’s Working Party on a ‘National Approach to Child Protection’;
  4. Currently sits on the Federal Governments working party on Cyber-Safety;
  5. Working with the Federal Government’s Royal Commission into Institutional Responses to Child Sexual Abuse.

She is consistently sought after by media for commentary on issues pertaining to child protection and has been the subject of personal profile in many print media, talk back radio and television documentaries such as Australian Story.

Hetty is a truly GREAT chief. She has battled resistance to change for 20 years from every angle imaginable and from some of the powerful groups in our community. And through it all she has stayed, strong, focused, warm and immovable. I’ve know Hetty personally for over a decade. She is a force of nature when it comes to leading change across our society and through all this has maintained a warmth and kindness, never forgetting that this is ABOUT THE KIDS.

Recommended Books by Hetty Johnston

The Gift of Fear – https://www.amazon.com/Other-Survival-Signals-Protect-Violence/dp/0440508835/ref=sr_1_1?ie=UTF8&qid=1522021749&sr=8-1&keywords=the+gift+of+fear

 

24. How to get and keep a CEO Mentor

G’day Chiefs,

In this episode we are going to cover How to get and keep a CEO mentor.

Every CEO I’ve met has had a mentor of some sort in their career. Interestingly, in most cases, these were through a reporting structure and weren’t formal mentoring relationships.

How to convince a CEO to mentor you

CEOs are insanely busy people in very high demand. And yet, every one of them I have met finds time to mentor several of the next generation. The fact is they want to help and give back, but they don’t want to waste their time.

It is unlikely that you can offer them much from spending time with you except for giving back. So that is the lever to pull. Here are a few steps that have worked time and again when I’m connecting with big chiefs.

If I skip any of the steps the success rate plummets. :

  1. Carefully select the right mentor for you. This should be someone you admire and trust through what you’ve seen of them. You need to be able to connect with them and so if it’s a fabricated relationship setup by the company if very often doesn’t work. Start with someone you WANT to learn from.
  2. As a rule of thumb aim for someone 2 to 3 (stretch 4) levels above you in your current organisation. If they can see common ground you’ll be more likely to get a positive response.
  3. Get to know them in a social setting at a work function or similar first. This has a massive impact of response rate. Build an initial connection by asking natural questions and just being yourself and show that you’re willing to be vulnerable and learn…if they can sense that you’re genuine and comfortable in your own skin then that goes a long way to them having a good instinct about you. In the end, if they can put a face to a name when you send through an note requesting to meet up for a coffee then your chances will sky rocket.
  4. Don’t ask, don’t get. Stop the rot and all the ridiculous reasons why you think they’ll say no and just ask. I’ve had plenty of CEOs turn me down for The Inner Chief or to meet up for a coffee but never once has any of them ever made me feel bad about asking. They respect it. Mainly because it is what they did.
  5. Get your email request right, this is not all about you. You have to pull the right heart strings. As a guide include the following:
    1. Proof that you listen to what they say and have read any articles/newsletter they’ve published
    2. Demonstrate that you’re keen to learn, aspirational and are challenging the status quo in your work
    3. Make the request and outline that you are also mentoring a couple of younger leaders (If you’re not, then start you’ll learn just as much in that process as in having a mentor and its rocket fuel for the soul)
    4. Just ask for one coffee to begin with rather than a full blow mentoring relationship. This is sort of like going on a bit of a date.

Example email:

Subject: Are you open to a coffee?

Dear CEO,

Thanks for your presentation at the recent annual leaders forum. Your insights around accountability really hit home for me and I’ve been thinking more about how I approach my career and life.

We’ve met briefly a couple of timesand if you recall I lead ABC function. We are in the middle of a significant transformation that requires full commitment and energy for all involved.

I’ve always been a believer in having mentors and currently mentor several young leaders in the business. I’m looking to be really stretched in my career and I was wondering if you could spare 45 mins for a coffee to give me a little guidance. I’ll come to you, I’ll buy the coffee. Whatever fits for you.

Of course, I understand if you’re already fully committed.

Sincerely

etc

How to manage your CEO relationship

If you don’t get a coffee that’s cool. The timing just isn’t right. Try someone else. If you nail it then get yourself prepared and take a mindset to LEARN.

According to Dan Hunter, CEO of HealthShare NSW, “you manage the relationship, you manage the agenda.” This is spot on. You need to make this as simple as humanly possible for the CEO. Here is your agenda. Aim for once a quarter and arrange the time with their EA.

Agenda:

  1. Establish rapport and ask about their work, career and challenges
  2. Reconnect and update them on your progress. Outline how you acted on the advice they gave, the results from each of these and the lessons you learned.
  3. Ask any further advice on those challenges. E.g. “How would you approach…”, “What would you do in x situation?”
  4. Finalise by thanking the for their time and if they are open to catching up once a quarter in a similar format.

Other quick tips. If they recommend a book. Read it and take notes. Send them a one line email when done to say you read the book and the one big lesson you got from it. Be vulnerable and genuine and show that you’re looking for areas to grow and learn. CEOs are not looking for people that know it all or are blind to their development areas or impact on others. In fact, they are looking for quite the opposite.

Stay epic

Greg

22. CEO Geoff Lloyd on being a guide not a guru and ensuring clarity and focus

In this episode we hear from Geoff Lloyd, CEO and MD of Perpetual Limited.

SUPPORT GEOFF IN THE CEO COOK OFF FOR OZ HARVEST HERE

ABOUT GEOFF

Geoff joined Perpetual in August 2010 as Group Executive of Perpetual Private and led the development and implementation of the growth strategy for this business. He took on the additional responsibility of Head of Retail Distribution in September 2011 and was appointed Managing Director and CEO in February 2012.

Geoff was previously General Manager of Advice and Private Banking at BT Financial Group following the Westpac Group merger with St.George Bank. Before the merger, he led St.George's wealth management portfolio. He held many senior positions at BT Financial Group, including Chief Legal Counsel and Head of the Customer and Business Services Division.

Geoff is the Chairman of the Financial Services Council, an Advisory board member of The Big Issue and the Patron of the Financial Industry Community Aid Program.   He is a Patron of Emerge Foundation and is also Chairman of the University of Technology Sydney Law Advisory board.

Key Questions and Answers from Geoff (curated for clarification and brevity):

What did you learn from the police force?

In the police force, I got to learn a lot about people and what I still take with me is that you don't judge too quickly. Take the time to step back and see what else might be going on, what's driving an outcome, because what you see is normally just the surface of a thing. When it involves people in complex environments, there's always emotion. So that's something I've tried to take with me where I don't judge too quickly, stand back, ask questions and observe.

 

What did you learn from your first move interstate to Sydney with ASIC?

It was the first time I learned about stretching myself out of what you might call a comfort zone, and how it can lead to just so many unforeseen, unplanned, unexpected outcomes. And so for me, that was probably the first time I've learned that as you actually stretch yourself and take real risk, it is not just a little bit that comes from that. It is quite amazing and you really don't know what you can achieve until you've tried.

 

What drives you internally? You’re this, very aspirational man, you always want to grow again and take your game to another level. What drives that?

I've learned for a long time that there's always evidence of how you can keep getting better and you just don't know what you can achieve. And so having that mindset, of being curious…if you aren't finding evidence and keep getting better, then you're going to plateau. And so for me it's about that looking forward, being curious. If I don't have a 110 percent passion and energy for something, it becomes 50 percent and so I need to be operating at that level to truly find rewarding outcomes, whether it's philanthropic, social, business or family.

 

Do you have moments when you doubt your abilities? What do you in do in those moments to keep going?

Yeah, I do. You know, if you don't, if you can't look in the mirror and get a bit paranoid, then you're probably not able to really find evidence of how to keep getting better. I've tried to find different times in my career where I've hit inflection points and probably the most successful times the more paranoid I get.

You've got to have enough confidence to know you're going to be able to follow on to what the  next challenge is… I get energy from others. So, getting access to and making sure I've got the right network, that's really important. But equally I’ve always had this philosophy that you've got to hire the best people you can listen to them, trust them, invest in them and then make sure you're having some fun along the way, you know, because it's, it's a very serious game that we play.

If you can get that sort of talent around you then your job as a leader is really about being their guide and helping guide them rather than do or carry out the activity. Great leaders are able to step back and be able to motivate people through how they give them that guidance and help set direction and boundaries.

 

Why did you switch from General Counsel into other more broader roles and how did that lead to CEO level roles?

I actually started to think differently about my career and stretch myself beyond being tall and skinny in a career or a profession to being broad. Think about it as the goal is to grow skills and experience over the next three to five years rather than, I want this job or that job. I think if you just go off the job titles, you might never know how good you can be and how different the work that you can do will be

 

Did anyone give you tough feedback that really rang true for you? That was important for the young Geoff Lloyd to hear?

BT was a very driven meritocracy, with enormous amount of opportunity. So running too fast can happen and it happened for me. And so learning about not stepping on others around you, but picking others up around you is what you're going to be judged for.

And, that it takes time. Actually there's no shortcuts to hard work. I've tried lots of them. it's just about hard work. It's actually about focus and it's about making sure that you're true to yourself. Don't try to be somebody else. I've worked for some great leaders and I've picked up their characteristics and often said, ‘oh, well, if I can be like that’. And you can't be, you can pick up those characteristics and learn from them. But then you have got to be you again. Today we would talk about authentic leadership. You just have to be, you.

How was the final step to CEO different?

The step was quite different because as much as I've worked in large organizations, ran much bigger teams in the past than at perpetual, when you become the CEO, there's nobody else that's coming. It's words that we've used around the executive team that ‘nobody's coming’. It's us. You know, you run two and a half thousand people in a bank, there's always somebody else who can ask or the decision can go to. So the big gap is…Nobody's coming.

 

Does ‘Ownership Precedes Victory’ resonate with you?

I think you've got to have courage or otherwise you're not going to keep challenging yourself. If you don’t you're not going to keep challenging your team, you're not going to take the right amount of risk and you won't see the other sides of the benefit that can come with that risk. So make sure you've got the courage is the key, that conviction of something you've started to create change. Maybe that’s the words that gravitate more with me.

 

How do you stay focused?

I suspect that at perpetual I will be remembered for at least two words. Hopefully it's clarity and focus. I think complexity kills businesses. I'm a big believer in that a quality businesses can’t do lots of things. What are the few things that you can do incredibly well and be the leader at.

And then once you become a leader at anything, it's very hard to stay there. Everyone's coming after you. For us at perpetual and for me it's about clarity on a few things. Do them really well and then move to the next few things. Try not to be distracted by a long list, we try to prioritise on what we can do and then draw a line under number three. And you know, often the team will hear me say, just tell me the top two. Actually, I'm not interested in the top three.

We also had to try to focus on what we're not going to do and write that down because a lot of businesses are good at telling you what they do, but if you can articulate what you're not going to do, it brings more clarity to that focus around what you're going to do

 

Where do leaders in the middle and senior management waste their time and effort?

I think often getting too much into the detail because if you're a leader, you've got to have sort of three hats. You've got to do work, improve your work and lead your team. And you've got to have, at least a third of each of those….So you've got to dedicate time and focus to leadership, not just doing. And I think it's easy to go back to the doing. You know, I had somebody put it in my mind a long time ago, a phrase called ‘being a guide, not a guru’.

I think as you become more of a leader and your sole job, which is mine, is leading, not doing. So the job is to guide people not to be the technical guru. It took me a long time to learn that. As a lawyer, you want to be the smartest person in the room when it comes to the topic on ‘x of the law’. And that's not your job as even the general counsel, because my job was to hire the smartest people in the room, trust them, invest them, listen to them, guide them because it was their job to be that smart. It's not mine. And so that stuck with me for a long time. So maybe they should be more of a guide than a guru because your job is to hire the gurus as a leader.

 

How important is it for young people coming through in middle management and senior executives to have a network?

I think it's vital. You know, I also chair the Financial Services Council now, a leading industry body and one of the things we've reintroduced is a group called ‘the circuit’. I call it the 30 somethings and it's actually about bringing interesting topics to a forum of 40 to 100 of all of our members staff.

 

What was the most important thing you learned in Harvard?

How bad Australians are at negotiation. I think that was a really big part of that program and you know, just seeing our cultural norms. We are ranked in the bottom five countries in the world in negotiation!

 

You've been CEO here for six years now, and the share price has gone from $19 to just shy of 50 which is a remarkable period of growth for the company. How important is it for individuals to build a track record, perhaps not as spectacular as that, but to keep thinking about change and transformation?

I've worked with a gentlemen named Andy Meikle who has left a couple of thoughts with me over the years and one was, you know, high performers create a track record that you can leave on the table and they can leave the room and it speaks for itself. It is important to be able to think about not the way you would tell the story, how the story would tell itself. And that doesn't have to be about share price growth.

 

What is the difference between Change and Transformation?

I had this view that change is what happens to you. Transformation is what you do to yourself. So with change, you react to your competitor, you're reacting to, it puts out a new product, you react. Transformations are where you have that honest, courageous look and say we're going to go from x to y and it's going to be tough and we're going to have to have clarity, courage, and control which are three woods, we used a lot. Clarity of what we would or wouldn't do, control because the market is going to tell us what's wrong and we also needed to keep the courage to hold the course because we couldn't possibly plan for everything to that level of detail.

 

How would you define a GREAT Chief?

I think it's someone who is able to bring passion and energy to the way they communicate to people and the way they support and develop and grow everyone around them. It means you've able to motivate, support and nourish people in your community.

 

What is the final message of wisdom and hope you think is vital for the next generation of executives?

I still believe that there's no shortcuts, it's all about hard work. But remaining really very curious, have curiosity in your life and you can define what that means and make sure you've got the courage.

 

SUPPORT GEOFF IN THE CEO COOK OFF HERE

 

Recommended Books by Geoff Lloyd.

Repeatability :

https://www.amazon.com/Repeatability-Enduring-Businesses-Constant-Change-ebook/dp/B0070YQQI4/ref=sr_1_1?ie=UTF8&qid=1520487587&sr=8-1&keywords=repeatability

Founders Mentality:

https://www.amazon.com/Founders-Mentality-Overcome-Predictable-Crises-ebook/dp/B01BO6QMC8/ref=pd_sim_351_1?_encoding=UTF8&psc=1&refRID=WSXZ3BEMWMND0FWN22E7

 

19. CEO Angela Buglass on Creating Your Own Destiny

Our CEO this week is Angela Buglass, who has recently returned from 15 years in the UK where she most recently held the role of VP Marketing for LF Beauty, part of the global sourcing giant Li & Fung.

Her experience includes roles with leading players Procter & Gamble, L’Oréal and Estée Lauder (working on the AVEDA brand).

Angela is now CEO of Trilogy International Limited (TIL), a NZX and ASX listed company which comprises of three high-performing consumer brands: Trilogy Natural Products, ECOYA and Goodness Natural Beauty Lab.

In August 2015, TIL acquired CS&Co., a leading New Zealand beauty distributor, which was then followed by an 80% acquisition of Lanocorp New Zealand Limited in 2017, a developer and manufacture, of skincare, bodycare and haircare products.

Her work has taken her from NZ all around the world and back again and her stories are inspirational, insightful and so wonderfully down to earth.

Key Points:

Angela’s top quotes and insights from this episode include:

  1. I think the biggest reflection I have now about university, is when you're studying things, you're often getting the highlights. You're learning the best parts of the story. “Here's where we won”. We don’t talk enough about the losses because losing is just as interesting in terms of the development process.
  2. The setbacks I had personally were probably just me not being focused enough, not knowing what I wanted or stopping to think about what I wanted and what the path was to get there. But then on the other hand, I look back and think, well, I had a lot of fun in those early years of my career too. And you don't want to get too serious too soon.
  3. When I worked for a smaller business the thing that was really interesting was even though my role was sales and marketing manager I was exposed to everything, not just the little bit of marketing I needed to do for my brand, but also the selling strategy. Also working with finance to make sure the cash flow was good. Working with supply chain to make sure I had stock to sell in the first place. And even working on product development, which I would never probably have got close to in the L’Oréal world. So that was probably my first sort of general role and I found that I was quite interested in all of those factors because to me they all spin around together. You can't have one without the other. And that's probably the best learning from a smaller business.
  4. Should people think about working for a smaller / mid size business for experience? Absolutely. For me it was fundamental in my development. I think you have to be aware of what you're opening yourself up for, that you must be sure that you can cope with variation and rapid variation in a day or within a time period. So you're switching from a finance meeting to a supply chain meeting. You're taking a different seat at the table to make decisions when you're in a supply chain scenario to that when you are with marketing.
  5. Are you good at life balance? I’d probably say ‘no’ for now. I've read a lot and I continue to read a lot about how my own personal wellness is so important to my company's wellness in terms of being able to have clarity, have vision and lead by example. That's one big, big thing. We've had quite an intense period of growth in our company and as, you know, a recent acquisition and that has probably meant more hours than normal. And there comes a time in a CEO role where you can't say, “Sorry, I didn't meet that objective”. There is absolute expectation by the shareholder that you will see those tasks through. I guess that's why often they say CEOs have an optimum period to be in their role because it's a lifestyle, more than just a role.
  6. What is the most important part of your routine? It's my diary management and the way we are thinking ahead. I had a new EA start last week and she said to me, “How do you do it? How do you have back to back meetings and get even basic things done in the day?” So, you know, we're talking about having diary gaps and breaks, but looking ahead to next week saying, what do I need to have done? We're putting deadlines on my diaries for prep time, deadlines for my team to have things to me. We'll usually go at least four or five weeks out just flicking through, because it can be very easy to run out of time to prepare for something that needs a lot of good thinking.
  1. What has really propelled me to do well in new roles or to succeed? It is about defining what are you missing as a leader and then finding that for yourself. So, if for example, you a really relationship driven person and you've spent many years doing great sales at a territory level or you know, with the same customer for many years, identifying that what you really need is fresh customers or a fresh market so that you can test your well-honed skills on something that you've never experienced before. Or being able to say, OK, I've just actually stopped learning altogether within this organization. There is nowhere for me to go. I need to step sideways like we talked before, either into a smaller organization or a bigger one, bearing in mind that a smaller one will mean a wider role in a bigger organization it will mean a narrower role.
  2. What are you looking for in future C-Level Executives? You're looking for that confidence first. Firstly, I'm don’t mean arrogance, but confidence and commerciality. I think what I learned was you rely on things such as CV’s and reports from executive search interviews, a whole lot of traditional methods to assess a person for a role. The reality is it's their ability to do the job, enjoy the job and relate to the rest of the team. That appears to me to be most important based on my experience. I've employed people at C-level who were perfect on paper and even had good reviews from previous employers and big organizations and again, that big organization, small organization thing played out. It's interesting, isn't it? Because if you apply for a hairdressing job, you must go and do a day or a couple of hours on the floor showing people that you can cut hair. In our worlds, you don't get a trial run and that's possibly a bit unfortunate because how people interact and fit into the culture and how they actually use their academic skills to develop the business are the two biggest things for me and I've seen that done well and I've seen it done not so well.
  3. Your best interview questions? I try and go down that sort of parallel life because everybody has a dream that they wanted for their future, what they thought they would do when they were younger. So, for me it's often saying, “You know, where should your career have gone? or Where would you have liked it to have gone?” Often it ends up in some sort soul searching in terms of, well I thought I was going to be an accountant and that didn’t happen, so here I am. And then you can also start to have a little bit of a feel for what their disappointments have been in their CV rather than talking only about the high points and promotions. I like to know what were the bits that haven’t happened for you so far?
  4. How do I know if I’m building good track record? It would depend on the category in the market. I always benchmark my brands against the category and both should be growing. If the category is flat , then maybe it’s OK to not have growth in your numbers. But if you're introducing a whole lot of new products and not growing, then there's definitely something wrong. And if you're spending more than you were spending before and still not growing, there's definitely something wrong there too. So, it comes back to some good commercial metrics.
  5. What is the final message of wisdom for the next generation? It's first and foremost, be honest within yourself. Are you doing something you love or are you doing this job because you think you should? Are you honest about where you want to go and how you want to get there? And then are you honest with your team about what the job is? There's a lot there around communication, self-development, honesty and really starting to build your own plan. You must be the creator of your own destiny.

 

Recommended Books & Articles

Patrick Lencioni – 5 Dysfunctions of a Team

Bob Garrett – The Fish Rots from the Head

15. CEO Sue Murphy on how to be honest, fun and make a difference in your work

In this episode you’ll hear from Sue Murphy, CEO of Water Corp.

Sue spent 25 years at Clough engineering after completing an engineering degree where she was one of only two women out of 300 students. She has been the Water Corporation CEO since 2008 and on the board at the Fremantle Dockers for 12 months. She is also a director at Water Services Association of Australia (WSAA).

We cover how to be honest, fun and make a difference in your work.

Sue’s top quotes from this episode include:

Recommended Books

  1. I learnt that it's not what your background is that matters, it's how well you can relate to the people around you. You don't come in and enforce your own self on everybody around you, you learn about the people around you and you learn what matters to them
  2. Harold (Clough) was very strong on giving people empowerment. He's philosophy was employ the smartest, most sociable kids you can find straight out of university and let them loose and see what can happen
  3. Harold always argued you can fake it for a few hours when you work with someone and make them think you're clever, but when you work side by side with someone in a joint venture on a construction project for months and months at a time, real talent shines through. His motto was plagiarise shamelessly. We learned procedures and policies and design skills and all kind of things from our partners, but over the years we also taught a lot back
  4. Construction is a great way to learn a lot of things, mostly about managing people because when you're on a construction site, hierarchy has little status. Respect has to be earned
  5. I think the best advice you can give any young person is don't plan too much just say yes to every opportunity that's opened up to you
  6. I found the joy of a construction project is that all the discussion you have later in your life about mutual goals and common purpose. You don't even have to have that conversation because you're working in a God-awful place generally, and you're trying to finish the project on time and on budget and you all want to go home. You don't have to articulate a common purpose, it's clearly there. I was involved with lots of projects and with some great people and each group of us that worked together came out feeling that we knew each other inside out and we became wonderful friends that I've still got
  7. Never rip off a client when you can, because they'll look after you when you need it
  8. I've seen a lot of men and women who were technically very good at what they did, and who aspire to be managers and leaders for all the wrong reasons. They aspire to it because they thought it was the next step in their career or what they should do, and what they ended up being was a very adequate at best, manager and leader and very frustrated because they liked to do the tasks. To lead and mange people it's about giving them the power and the freedom to be the best they can possibly be. If you want to actually be the best engineer in the world, then you're probably not going to be a very good manager
  9. On what to do if you’re stuck in your career: My first question would be why, why do you feel stuck and if your passion and your thrill comes out of doing the work you do, can you not try to negotiate a wider range of projects in that area or something like that to give you the satisfaction that you want because too many of us follow other people's dreams not our own
  10. I think you waste time and effort trying to be all things to all people. You actually can't be all things to all people. You've got to work out what actually matters. What matters will move with time. There're times when you focus in a business should be external and there're times when it should be internal.
  11. Harold Clough was a wonderful mentor. You'd go and see Harold when a project was going bad and he owned the company outright. He'd give you a hug and say, “You smart, young people always come up with clever ideas.” and you'd go away and you'd think, “Oh my God, it's his money and he thinks that I can do this.” You'd work every hour God's sent to make it happen.
  12. On recruiting: I'm looking for someone with sense of humour, whose not up themselves that I could actually imagine enjoying time with. They have to have all the competency and skills and the basics. They have those before you usually meet them anyway. Part of it is about … they talk about the no dick heads policy, I actually think that's quite important, but apart from that, it's about a bit of passion and a bit of spark. They don't all have to be firing on all cylinders all that time. In fact that can be a bit irritating if they were but being able to articulate a bit of a passion.
  13. On interviewing: I like to have a chat as you walk out the door, I don't like to do the shake hands and the candidate gets ushered out by the head hunter. I'd rather walk them down and say, “That was really good. What are you doing this weekend?” just see how it goes. I also like to get my PA to bring them up, the old PA discussion it's really important, what did you think of those three, which one could you imagine working with
  14. On transformations: Most go wrong because if you're leading a transformation you know what's going to be better. You can see so clearly why you're doing what you're doing and where you're going. Transformations fail because nobody else can see that. You've got to be able to articulate, “What's in it for me to everybody”. You've also got to get to a point when you've explained and explained, you know who is not with you and lose them. You've just got to make them go away in some shape or form depending on they either need to be part of another team if it's a team based thing or leave the organisation because if you don't, not everyone's going to make every change
  15. My main saying is life's too short for instant coffee and cheap shoes
  16. Don't take yourself too seriously. It's not a big deal. Don't believe your own hype, but don't believe that you're that bad. When things are bad and projects are going poorly and everything is falling apart, just step back and look at it and laugh at the absurdity of it all because it's never as bad as you think it is.

Recommended Books

https://hbr.org/2000/09/why-should-anyone-be-led-by-you

Stay epic

Greg

 

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