Leadership, not one size fits all.
There are many leadership books, podcasts and training that tell you about leadership. However, leadership is quite individual.
You move from people worker to a manager and then fall into the leadership role. It’s the role models that you have watched and your ideal around leadership that helps develop who you are.
There are many leadership books, podcasts and training that tell you about leadership. However, leadership is quite individual.
You move from people worker to a manager and then fall into the leadership role.
It’s the role models that you have watched and your ideal around leadership that helps develop who you are.
Working for bad leaders, teaches you likely the most. I don’t want to be like that person, so I am going to be this kind of leader. No leader is perfect, and early in leadership you learn what works, what is not good and what kind of leader you want to be. I made my fair share of mistakes as a young CFO and leader. Knowing what I wanted to achieve, but how you take the team on that journey was a different story.
I think there is a place for training, coaching and reading books and listening to podcasts but then you need to decide what kind of leader you want to be, and then be honest when you fall short or you hit it out in the park. Ask for feedback from your team – create a save space for them to provide feedback to you – and determine what you will work on 3-4 key pieces of feedback that you want to improve.
How you interact with your staff / leadership team will change overtime. Each individual needs different assistance, help and guidance and needs to be managed or led a different way. No one size fits all.
So when you are a leader you need to be clear on your style but then work out how you operate with different leaders/direct reports in your team.
No one sets out to be a bad leader, however there are a lot of them around. Being a good leader, takes concerted effort and focus and continual feedback and learning.
“The joy of leading people, celebrating success and building an effective team is one of the true joys I appreciated when I led people.”
Things have changed with COVID and while I am all for flexibility, leadership styles need to change to adapt to the new flexible world.
At Whiteark we have some great articles, tools on leadership that we will share with you……
Check more good stuff from our thought articles library
Am I getting old, does it matter?
I know I am getting older, every day, every year but am I getting old.
This Christmas break has me thinking, am I old?
It’s all relative. I expect as when I was 10, and someone was 44 I would have said yes, however 44
probably isn’t old.
I know I am getting older, every day, every year but am I getting old. This Christmas break has me thinking, am I old?
It’s all relative. I expect as when I was 10, and someone was 44 I would have said yes, however 44 probably isn’t old.
I looked up the definition of old; having lived for a long time; no longer young. And so, I looked up the definition of young; having lived or existed for only a short time. I decided that there must be something on a scale between young and old and I am sitting there, not sure what it is called, I am not young, and I am not old.
I do feel old sometimes when I go to hospital and the people looking after you look like 15/16, or you go to restaurant and the waiter tells you he is 19/20 and you think wow, I remember when I was 19/20…it feels like a long time ago. So relatively I am old compared to these people, but not sure that makes me old.
I always test out – you want to be 20, 30 again? And I reflect and think no, I’ve done that time in my life and I am where I am from those experiences so going back doesn’t sound like a plan.
However, I don’t think I want to keep getting older. Not that I can do anything about it.
If I have a working time machine, I would go back and make some changes to my experiences and life, but since that is unlikely to be possible I try not to dwell on the past and focus in on the future. How do Imake my future amazing.?
If you like big bang, you have to watch that episode.
I start to think that I am likely halfway through my life, if lucky. Therefore, need to make the most of it.
Having things to look forward to.
Doing things you love at work and during your personal time.
Make a difference to people’s live, every day.
So, as I get older, not old. Being extra careful with my energy, time, and investment to ensure it brings me joy, contributes to my life goals and ensures that I am living my best life.
It probably doesn’t matter if I’m old or young, but I don’t think I’m either. It’s just a label.
The new year brings some reflection and 2023 will bring much joy for me and my crew and an ability to make a difference, every day.
PS: I did some more searching and I am middle age…. it’s a large bucket from 40-60. So I really think there needs to be a split and rebranding.
How about you? Do you feel old or young? Given a chance, would you go back and change the past?
Check more good stuff from our thought articles library
People are important, so what?
It make sense that people are critical to a businesss. Without the people, You couldn’t operate.
Your people interact with your customers, without them you would not have customers or people to service and help them. I think we can agree people are important.
It make sense that people are critical to a businesss. Without the people, You couldn’t operate.
Your people interact with your customers, without them you would not have customers or people to service and help them. I think we can agree people are important.
Many, if not most organisations have an HR team, it’s their job to do all the people compliance, put policies and procedures in place to protect employees and the employer and ensure there are critical programs for roles, responsibilities, leadership and development, 360 feedback, secondments, and other programs to support employees.
However, it’s the leader’s role (supported by HR) to hire, retain, manage, develop their people. It means getting the right people in, supporting and developing them, creating an environment where people are developed, rewarded and recognised.
Now more than ever, managing your people is important. The war on talent has meant that getting good people to join your organisation/team is harder than it’s ever been, therefore looking after your existing employees and retaining your existing workforce is critical.
Every employee wants something different and therefore understanding where they are at, and what they need to be successful and work to be rewarding is critical. A lot of HR can be theory, policies and procedures. However, it needs to be practical hands-on approach to work with each team or employee to ensure that you set up all the teams and the organisation for success.
This will also come down to the culture, it’s about building a culture that people want to work in, that is bottom up built rather than top down.
If you want to work with someone that is brilliant at working with leaders, businesses and employees to redefine culture with a practical, action-oriented approach – look up Colin Ellis. Unbelievable outcomes!
2023 is another year of uncertain times, but one thing is for certain, attracting and retaining the best talent is critical to ensure you can deliver on your goals and key metrics.
At Whiteark we work with companies on their people strategy, with hands on experience we offer a range of services and templates that can be used to help you implement some good people strategies.
Check more good stuff from our thought articles library
Where do you get your inspiration?
It’s early January 2023, and while getting over COVID I am thinking
about the year ahead and scroll through Linkedin looking for inspiration…
but found a lot of stuff that didn’t inspire me. It got me to thinking about what inspires me.
It’s early January 2023, and while getting over COVID, I am thinking about the year ahead and scroll through Linkedin looking for inspiration…
but found a lot of stuff that didn’t inspire me. It got me to thinking about
what inspires me.
My inspiration comes from ….
1. Making a difference
I love being able to make a difference, I love working with businesses to improve how they work and operate. There are always changes you can make to improve how a business performs. Sometimes when you are in the business, you are too close or too much to do but when you come in with a fresh perspective you can see how small / medium changes can make the biggest impact.
Therefore, I really do enjoy being a consultant. Working across a lot of businesses and helping optimise.
2. People in my inner circle
They say that you are most influenced by the 5 people you associate with the most in your life. Over your life, those people will change for different periods, by design or by fate, it tends to change. COVID has made us all consider who are top 4-5 people are, the cheer leaders, the ones that are always there when you need them and if you can only go out a bit, the ones you would want to spend time with.
I am a social person, and the interaction of friends is very important but it’s how much you invest in the relationship that becomes really important.
As you get older, or maybe it’s just me you are more picky about those people and they become your people.
3. Quotes
I have always loved quotes. Quotes are a good way to reflect on life, work etc. I love a good quote and normally gets me smiling and inspired.
There are probably other things that inspire me, however these are the three that come to mind.
My personal frame of reference, my mental state is very important to ensure that I am my own cheer leader and I remind myself my experience and skills to really drive and help businesses be more successful.
Inspiration provides me a reason to get up in the morning, to help other businesses, to invest in myself and to keep smiling.
How about you? What inspires you today?
Check more good stuff from our thought articles library
Do you have all the elements for a strong company culture?
Company culture can be defined as a set of shared values, goals, attitudes and practices that characterise a company. Company culture impacts all facets of the business, from recruitment to retention to performance. Organisations with strong corporate cultures have been linked to higher retention rates and increased engagement.
Company culture can be defined as a set of shared values, goals, attitudes and practices that characterise a company. Company culture impacts all facets of the business, from recruitment to retention to performance. Organisations with strong corporate cultures have been linked to higher retention rates and increased engagement.
Company culture is a naturally occurring phenomenon; your company will develop a culture whether intentional or not. Culture is influenced by a company’s mission statement, core values, beliefs and attitudes, appetite and success of innovation, work environment, employee benefits, charitable and social events and flexibility/business working hours.
Post Covid-19 culture is going to play an extremely important role in retaining and attracting top talent. Has your organisation considered what changes need to be made to create/maintain a strong company culture post covid-19?
There is no one size fits all option
When redesigning your company’s ways of working it’s critical that you design a model that intentionally and thoughtfully supports your business operations.
The covid-19 pandemic has fuelled the remote working trend that was already underway – it has accelerated the shift toward more flexible and customised models. If companies don’t reinvent their people strategy and how they support their employees, they will lose in the new reality. This week’s focus will be on “Ways of Working and Your People Strategy”.
Business leaders have the opportunity and imperative to redesign the future of work to unleash a new wave of human creativity and productivity. The new design will need to have intent and requires effort, leadership engagement and innovative thinking. This will result in unlocking new talent, creativity, and productivity benefits.
When redesigning your company’s ways of working, it is fundamental that you adopt a broad and holistic approach while considering the value at risk to revenues, efficiencies, customer and employee satisfaction, retention, acquiring new talent, sustainability, and wellness.
Life's not always fair, but it's sure made me tough...
Jo Hands writes about what makes her tick, she explains “Life's not always fair, but it's sure made me tough...” When I was a child I was big about justice. I wanted to feel like life was fair. My mother told me that life wasn't fair and I thought that was crap. As I grew up I realised that she was right - life is not fair. Everyone has their challenges, battles and hard times, you are not alone. People want to be perceived as having their life together but no one really does, let's be honest.
When I was a child I was big about justice. I wanted to feel like life was fair. My mother told me that life wasn't fair and I thought that was crap. As I grew up I realised that she was right - life is not fair. Everyone has their challenges, battles and hard times, you are not alone. People want to be perceived as having their life together but no one really does, let's be honest.
The hard times is where I've learnt so much, I've grown, I've backed myself, I've realised how strong I really am. I want to make a difference to people. I love people - I love my team, people I meet, I want people to be successful and I genuinely want the best for people.
I'm good at business, it gets me out of bed in the morning with a spring. I love helping people get the most out of their business. There is so much opportunities to drive better outcomes in business - I see it and I want to help people.
Making a difference isn't easy - there are a lot of people telling you why it's not possible, it's not good enough. Experience tells me to trust my gut. Embrace and push through the change as the outcome will be better they just can't see it. I'm confident in my ability and I'll admit when I'm wrong but I will not stop striving for great.
For people that know me well, I'm an open book, someone who cares so deeply, someone who loves to make a difference and I have a genuine love of people and business optimisation.
Life isn't fair. Life isn't kind. But everyone has their journey that has shaped them and so embrace the imperfections and make the best of your life.
🙃 Smile - lean in - no regrets.
💜 Embrace life and make the best of everyday. Be kind to you - you're only human and you're enough.
🌈 Be kind - you don't know peoples journey and kindness is overrated.
Read more articles by Jo Hands:
We’re Whiteark. Leaders in Transformation & Private Equity.
Fuelled by passion, we revel in working with Private Equity; the pace, targeted focus on business optimisation and limited timeframes spark unforeseen transformation opportunities, which we’re excited to deliver on. Our approach is rooted in data, ensuring the right decisions are made – based on accurate information. Hands-on, we get into the trenches with you, working directly with the management team to realise outcomes expected by shareholders. We offer a range of transformation services which can be tailored to suit standard private equity options; always accompanied by a laser focus on profit optimisation of the business.
Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
What kind of leader are you?
Jo Hands asks the question: What kind of leader are you? Leadership is a gift. It's not easy. It's not a popularity contest. It's about setting up your team for success. Sometimes as leaders we get lost. Meetings, emails, approvals and pressure and we lose sight of what is important - taking people on the journey. We've all worked for good leaders and not great leaders and therefore know what good leadership is ...I think I've learnt the most from the bad leaders that I've worked with.
Leadership is a gift. It's not easy. It's not a popularity contest. It's about setting up your team for success.
Sometimes as leaders we get lost. Meetings, emails, approvals and pressure and we lose sight of what is important - taking people on the journey.
We've all worked for good leaders and not great leaders and therefore know what good leadership is ...I think I've learnt the most from the bad leaders that I've worked with.
Three key considerations for leadership;
Lead from the heart
Consistency is key
Understand your why
Leadership evolves over time. Everyone has their own style and styles are adapted for different people but leaders that lead from the heart is critical to success.
Leading from the heart is not weak but connecting with people and driving and pulling people with a clear vision. A leader that takes this approach will get a better outcome than a stick approach.
Consistency is critical. Having a consistent style and consider how this impacts your team etc. Have you ever worked for a leader who was chaotic and you didn't know what you would get on each and every day? It creates an unproductive and toxic work environment.
Everyone has become a leader for their own reason. Know your why. Be deliberate in understanding the why and deliberate driving the outcome you want. Being passionate and deliberate will drive the best outcome for your team.
At Whiteark we are passionate about leadership and working with leadership teams to get the best out of their people. Reach out to us for a no obligation conversation and advice around managing talent.
The Chiefs Podcast | Tune in to more leadership lessons
Article by Jo Hands, Co-Founder Whiteark
Looking to hone your leadership skills? Let us help.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes. We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business.
Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
What do I want to do when I grow up??
Jo Hands writes about what she wanted to be when she grew up, and the lessons she learned along the way. She explains “In year 9, we needed to work out what we wanted to be when we grew up to pick our majors / subjects that determined our chance to get into 'the' university course. We were just kids and let's be honest, we didn’t know. Some still don’t know today.”
In year 9, we needed to work out what we wanted to be when we grew up to pick our majors / subjects that determined our chance to get into 'the' university course. We were just kids and let's be honest, we didn’t know. Some still don’t know today.
I'm generation X, so considered extremely loyal which explains my first 10+ years of my career. I chose accounting because I loved my accounting teacher at school, she encouraged me, and I just ‘got’ it.
When I finished high school, I took an intern role at an accounting firm for 13k a year. I learnt how to be an auditor. Went to University, and got my first role with Arthur Andersen (that later became EY) the first year, 2002.
My 9 years at EY taught me:
How to work hard
How to problem solve
Teamwork
Accountability
Client service
Industry experience
Ability to work on number of assignments
I worked out I didn't want to be partner and I wanted to really drive an outcome in business, so I left EY to join Telstra. I loved my experience at Telstra which then led to private equity experience.
I love working with private equity because:
I love the speed
I love the focus on activity
I love the simplification on priorities
Measuring success
Holding people accountable
My career has now changed to running my own business, which has been an amazing experience. The ability to not have a boss, being accountable to yourself and your business partner - and being able to make a difference to businesses and people.
I never knew I was going to do my own business or be as successful or enjoy it this much - but it's the depth and breadth of experience that has made it possible.
Your career path is not linear, take the experience, work hard, learn from good people and enjoy yourself, life's too short.
It's ok if you don't know what you want to do, but take a chance, risk, get experience and don’t forget to have a little fun.
Leaders in Private Equity.
Fuelled by passion, we revel in working with Private Equity; the pace, targeted focus on business optimisation and limited timeframes spark unforeseen transformation opportunities, which we’re excited to deliver on. Our approach is rooted in data, ensuring the right decisions are made – based on accurate information. Hands-on, we get into the trenches with you, working directly with the management team to realise outcomes expected by shareholders. We offer a range of transformation services which can be tailored to suit standard private equity options; always accompanied by a laser focus on profit optimisation of the business.
Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
The Problem Is …. How to Solve It?
Mark Easdown writes about problem solving… Good problem solving needs: cognitive diversity, valuing dissent to mitigate consensus “fails” & “group think”, a clear approach in stressful situations, switch thinking or adding some randomness to process, a healthy power relationship (no hubris or silencing of opposition, a need for participative management & subordinate assertiveness training), multiple approaches to problem solving …
Article written by Mark Easdown
Individuals, Teams & Enterprise, Mental Models, Ways of Working
““A problem well put is half solved.””
““I think that there is only one way to science – or to philosophy, for that matter: to meet a problem, to see its beauty and fall in love with it; to get married to it and to live happily, till death do ye part – unless you should meet another and even more fascinating problem or unless, indeed, you should obtain a solution. But even if you do obtain a solution, you may discover, to your delight, the existence of a whole family of enchanting, though perhaps difficult, problem children …””
““By operating without a leader the scout bees of a swarm neatly avoid one of the greatest threats to good decision making by groups: a domineering leader. Such an individual reduces a group’s collective power to uncover a diverse set of possible solutions to a problem, to critically appraise these possibilities, and to winnow out all but the best one.””
““Probably he played it the way he did because it was not a good piano. Because he could not fall in love with it he found another way to get the most out of it.” ”
Did you know ?
3M has a “flexible attention” policy (take a walk, nap, play a game) as they know creative ideas and problem solutions can sneak up on us as we pay attention to something else. Ideas flow between silos with engineers rotated between departments each few years.
Problem solving is a process followed to find solutions to difficult or complex issues.
What might that look like ?
Variances & deviations from desired outcomes – this may be pleasant (an opportunity) or unpleasant (Apollo 13)
For a problem to be solved suggests some precision in description, identification, root cause
Maybe we have a criterion that our best explanation or lived experience just fails to meet
An exploration of problem solving uncovers useful practices, shines a light on power structures and reveals a wider array of human perceptions, traits & group dynamics;
Author Charlan Nemeth in “No! , The power of disagreement in a world that wants to get along” highlights the case of United Airlines Flight 173, in the days before Christmas in 1978 flying from NY to Portland Oregon, USA. As the plane approached Portland it lowered the landing gear and the cockpit heard a large thump with the plane vibrating and rotating. The pilot questioned the landing gear, aborted landing and put the plane into a holding pattern. For 45 minutes, pilot and crew investigated the flight panel & landing gear problem yet overlooked the fact the plane proceeded to run out of fuel, falling out of sky, killing 10 people of the 196 on board, just six miles from airport. How can this problem solving go so tragically wrong?
Good problem solving needs: cognitive diversity, valuing dissent to mitigate consensus “fails” & “group think”, a clear approach in stressful situations, switch thinking or adding some randomness to process, a healthy power relationship (no hubris or silencing of opposition, a need for participative management & subordinate assertiveness training), multiple approaches to problem solving (broad information search, multiple alternatives considered), a human tendency to not see a solution if it is at odds with majority judgement, the very action of voicing dissent with conviction will alter the perception & awareness of others.
Maybe the way things “are” differ from our best thinking or theory on the way things “should be” .
Let’s take a look at Problem Solving & Mental Models across a few domains; In Adversity, In Manufacturing, In Investment Markets and In Nature
Producing your finest problem solving & improvisation, driven on by adversity
“”Messy : How to be creative and resilient in a tidy-minded world””
In January 1975, 17 year old Vera Brandes stood on the stage of the Cologne Opera House, awaiting a full house, as the youngest concert promoter in Germany. Vera had convinced American Jazz Pianist, Keith Jarrett to perform a solo recital, had arranged the grand concert hall, invited 1,400 people and arranged for delivery of a very specific & artist requested Bosendorfer 290 Imperial concert grand piano.
The problem for Vera’s project was that the opera house staff had wheeled out the wrong piano and gone home. They had wheeled out a small piano which would not produce enough sound to reach the furthest balconies, the piano was out of tune, the black notes in the middle of the keyboard didn’t work, the piano pedals were stuck – it was unplayable. In the scarce time before the concert, the local piano tuner concluded that given the heavy rain outside, a substitute piano would not survive the transitional trip from nearby storage facility.
Technicians spent several hours trying to make the piano sound halfway decent, the high and low notes jangled, the piano pedals malfunctioned and even the performer was suffering from several days of back pain and wearing extra spinal support. Understandably Keith Jarrett refused to play, but Vera Brandes cajoled, pacified & pleaded and at 11-30pm the concert finally began.
So with Vera Brandes project flashing bright red, what problem solving skills did Keith Jarrett deploy to overcome sub-optimal & malfunctioning tools ?
As the author says “ The minute he played the first note, everybody knew this was magic”, “It was beautiful and strange”, “ The Koln concert album has sold 3.5 million copies, no other solo jazz album nor piano solo has matched it”, “Jarrett really had to play the piano very hard to get enough volume to the balconies”, “ ….”handed a mess, Keith Jarrett embraced it, and soared”.
Toyota Business Practices (TBP) – A problem solving model
Toyota has a rich and deep history of instruction, values, actions shared, practiced, experienced and refined by many staff across many cultures around the world. Its Best Practices are constantly evolving. Toyota Business Practices are an example of tangible approaches to daily work, the essence of TBP is a problem solving model. Whilst a mastery is achieved across time and through daily work and with a mindset of drive and dedication, a basic summary includes the following elements;
Toyota defines “a problem” as a gap between the current state (as is) and future/ideal state (to be). The concept of problem is not viewed as a negative, as to find problems and to take countermeasures to eliminate them leads to continuous improvement.
““No one has more trouble than the person who claims to have no trouble””
A summary of the basic steps of Toyota Problem Solving, 2006 includes;
1. Clarify the Problem: requires understanding and pre-emptive thinking around: Ultimate Goal (what is the contribution, the purpose, how is it realised and for whom?), Current Situation ( talk to people involved, observe, concrete terms) & Ideal Situation ( a clear standard result to be achieved after problem is solved, it is a concrete & achievable and contributes to the ultimate goal)
2. Break down the Problem: requires qualitative and quantitative analysis, prioritise and break down bigger problem into smaller and more concrete ones to observe and find the point of occurrence
3. Set a Target: A target is measurable & states by when & is challenging in nature
4. Analyse the Root Cause: look at the point of occurrence & cascade thinking through asking why & seek peer review. If the countermeasures are applied to something other than root cause – this leads to wasted effort and resources
5. Develop countermeasures: develop many versions, select highest value-add & compliance, build consensus , make clear action plans
6. See countermeasures through: implement with concerted efforts, speed & persistence, share information, inform, report and consult, trial and error to expected results
7. Monitor results & process: ensure targets achieved, understand reasons for success or failure and accumulate continuous improvement knowledge
8. Standardise Successful Process: establish new standard and start next round of continuous problem solving / PDCA
““I have found it helpful to think of my life as if it were a game in which each problem I face is a puzzle I need to solve. By solving the puzzle, I get a gem in the form of a principle that helps me avoid the same sort of problem in the future. Collecting these gems continually improves my decision making, so I am able to ascend to higher and higher levels of play in which the game gets harder and the stakes become ever greater.” ”
Ray Dalio – Principles & Problem Solving in Investment Management
In 1975, Ray Dalio founded Bridgewater Associates which went on to become the world’s largest hedge fund by 2005. He is known as a successful investor, innovator and aimed to structure global portfolios with uncorrelated investment returns, with allocations based on risk analysis rather than by asset classes. In 2011, Ray & Barbara Dalio established a philanthropic foundation and pledged to donate more than half their fortune in their lifetimes. In 2011, he self-published on-line his philosophy of investment which evolved to be an acclaimed 2017 book “Principles” on corporate management and investment. An overview of the framework Ray Dalio approaches problem solving includes;
1. Have Clear Goals: You cannot have everything – prioritise, don’t conflate your goals with just desires and decide what you really want, setbacks are important to making progress – in bad times you may need to modify goals to preserve what you have.
2. Identify & don’t tolerate problems: a useful mind hack if that painful problems are usually a good signpost you have a problem worth diagnosing and improving, don’t avoid problems as they are rooted in harsh and unpleasant realities, be precise and specific with your problem description, pull apart causes and the real problem, fix problems that yield biggest returns and take care small problems are not symptoms of larger ones, failing to address a problem has the same consequences as failing to identify it.
3. Diagnose problems to get at their root causes: don’t jump immediately into solution mode, identify “what” before commencing “what to do about it”, you must identify the root cause – not proximate ones, sometimes you will find the root cause is people or system or process, it can be a painful journey to resolution
4. Design a Plan: visual what you need to do to achieve goals, what needs to change to produce better outcomes, there are possibly many pathways – you just need to find one that works, create a narrative and time lines, identify tasks that connect to the narrative to achieve goals.
5. Push through to completion : you will need self-discipline, good work habits (well organised, to-do lists, priorities) are vastly underrated, establish clear metrics, have another monitor your results, as you discover new problems – repeat
Dalio’s problem solving mental models also covers: self-awareness (knowing your weakness & staring into them is a first step to success), seek to understand what your missing, be humble & radically open-minded (address ego and blind spot barriers), beware of harmful emotions, first learn then decide, simplify, use principles, determine who you should be listening to and what is true, be very specific about problems – don’t start with generalisations, convert your principles into algorithms and have these make decisions alongside you.
“The Waggle Dance” – Nest site selection & group decision making
In the 1950s, Martin Lindauer published a study on house hunting by honey bees and observed that bee scouts perform “waggle dances” on the surface of a swarm to advertise potential new nest sites. Advancing this research Cornell biologist Thomas Seeley noted the process was “complicated enough to rival the dealings of any department committee”, as potentially 10,000+ bees will relocate and need an efficient process to narrow alternatives and mitigate risks of bad decisions. When a hive gets too crowded, its queen and half the hive will swarm to a nearby tree and wait for several hundred scouts to go house hunting. Seeley notes “the bee’s method, which is a product of disagreement and contest rather than consensus and compromise, consistently yields excellent collective decisions”
Let’s explore the bee’s problem to solve;
The bee colony survival is as stake, so an accurate decision is required. New home must be suitable for rearing brood and storing honey and offer protections from: predators, thieves and bad weather.
A speedy decision is required, as the more hours the entire hive is exposed to elements it loses energy and reserves
A unified choice is required. Communications and contestability are crucial, a split decision could be fatal
What can bees teach us about problem solving & decision making?
Whilst the problem to solve is of a clear and stable nature, information may be incomplete or inaccurate
Information in a complex environment may be constantly evolving and changing
Bees use hundreds of independent, widely distributed scouts who return with heterogeneous information (differing constituents, dissimilar components, non-uniform in composition) which may be better or worse and is shared with other scouts by way of a waggle dance, no scout is stifled & the swarm leverages its collective intelligence.
So, how do they find consensus as any individual scout has only direct experience with select potential sites, yet many are examined and considered?
It is in the friendly competition between scouts and the various coalitions all vying for favoured sites, the exercise is not solved with “group-think”, rather a scout may leave the swarm cluster and go to examine potential site to judge its merit. There is no need for an individual scout to have a macro global view of all alternatives, nor a need to tally and compare votes – it is the smarts of the swarm working as individuals or collectives making speedy, accurate and unified assessments.
To recap
As we have seen across multiple domains and across several mental models, problems are not necessarily a bad thing – sometimes they are a pathway to travel to deliver quality strategic outcomes, sometimes they are a link in a chain of continuous improvement (kaizen), if they are material they must be addressed to mitigate severe consequences (Flight 173, Investment Returns and bee hive nest selection), a structure and process is very useful, to solve problems will often reveal some uncomfortable truths about the nature of the individuals, the group, power structures, communications and these must also be confronted and resolved.
Yet, as Keith Jarrett demonstrated bringing passion, intelligence, skill, pragmatism and persistence to problem solving, can yield your teams greatest moment. White Ark is here to help you.
When Richard Feynman faces a problem, he's unusually good at going back to being like a child, ignoring what everyone else thinks... He was so unstuck --- if something didn't work, he'd look at it another way." --- Marvin Minsky, MIT
LOOKING TO CURATE YOUR BUSINESS STRATEGY? REACH OUT.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article written by Mark Easdown
Why I joined the Business Chicks, Business Club
Jo Hands writes about why she joined the Business Chicks, Business Club. She explains - “I’ve always loved the Business Chicks events – they are always inspiring, give you perspective and a great way to connect. The Business Chicks brand is strong and it has a strong ability to bring out the best in people.“
Image Credit: businesschicks.com
I’ve always loved the Business Chicks events – they are always inspiring, give you perspective and a great way to connect. The Business Chicks brand is strong and it has a strong ability to bring out the best in people.
Whiteark was launched in July 2020 in the middle of Covid19 and I am lucky to have an amazing Co-founder who is so supportive of me and everything we are co-creating through Whiteark. We have a great team here and 2020 was our foundational kick-off.
In January 2021 I was reflecting on finding some like-minded people that would give me connection, perspective, different experiences and an opportunity to grow. I research and joined Business Chicks Business Club.
The induction session was expectational – inspiring to see so many ladies doing great things for them and looking like me for an opportunity to connect, learn and grow. The fire side chats and virtual events have been great and I’m so excited about attending the offsite in early May 2021. An opportunity to reflect, connect, challenge and really help support each other as we grow our businesses.
In your life, you need to find your kind of people.
People how lift others higher. Who bring out the best in you. Who teach you, who support you and that always know they have your back. What I have learnt about myself from joining Business Chicks Business Club:
People genuinely looking for support / connection
Women are amazing at running their own businesses and juggling so many other commitments
It’s an environment where people want you to be successful and they are interested in you and how to support and help you
In Corporate life, it’s disappointment that it’s normally the more senior women that have made it that don’t provide the support for the women coming up the ranks, why is this? Maybe’s it’s why women go and start up their own thing and do something bigger / better for themselves. I’m passionate about supporting women – helping them find their voice, work through the things that are holding them back and giving them the opportunities to prove to themselves how amazing they are.
If you are looking for your kind of women, people to raise you up, support, connect and provide a sense of tribe – and we are in this together – look no further than Business Chicks Business Club. I’ve only just started but I feel like it’s just what I need right now and probably forever.
Need support in your organisation? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
Leadership – your legacy
Jo Hands writes about leadership - and creating your legacy. It doesn’t mean you are old – legacy. What leadership legacy do you want to leave? What kind of leader you do want to be? What do you want to be remembered for? When I think about Legacy I think about leaders that I have had in my career. Which ones have inspired me and which one disappointed me.
It doesn’t mean you are old – legacy. What leadership legacy do you want to leave? What kind of leader you do want to be? What do you want to be remembered for?
When I think about Legacy I think about leaders that I have had in my career. Which ones have inspired me and which one disappointed me. I use this to work out what kind of leader I want to be. How about you?
Words that I want around my leadership:
Strong
Decisive
Quick to respond
Caring
Challenging
Outside comfort zone
I want to be a strong decisive leader that is focusing on the greater good of the organisation and team. Sometimes this requires you to make hard decisions but you do it for the greater good. I want to encourage, challenge my people and get them outside their comfort zone to do bigger things and know that I have there back. My role is to bring out the best in people, team and organisation and this is about finding the people to invest in and the people to manage out/exit.
Great leadership will not make you popular but it will make you respected. No one wants to be unpopular but as a leaders if you are too focused on making people like you and not upsetting people you will likely be an average leader at best. You have to make the hard decisions – you need to take people on the journey. Change management is not a person/role it’s the way leaders take the team on the journey.
Leadership is a journey – you need to fail to learn and be the best leader you can be. It’s a decision every day, it’s being honest when you get it wrong and it’s having another go the next day – it’s being resilient.
There have been a number of leaders that I have admired in my career – David McGregor from EY, David Thodey from Telstra. These leaders taught me about finding your way, being your authentic self, there is no perfect way but find your way. It is such good advice.
I have learnt just as much from the leaders I haven’t respected and it’s made me realise on the leader I don’t want to be – selfish, focused on individual gain and not taking a strong stance on unacceptable performance.
I love to learn from leaders; what works for them, what doesn’t and what they have learnt on their journey. The highlight of my week to do the Chiefs podcast focused on getting lessons and learnings from a range of different leaders. Tune in …we should add in link.
At Whiteark we are lucky to work with so many amazing leaders, to get leaders to connect and to provide thought leadership and other insights to leaders on key topics that are important to them.
If you want to know more about us, reach out for a no obligation chat.
Want to talk about building your leadership team? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our founder has a combined experience of over 20 years’ working as Executive in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Founder Whiteark
8 Key lessons we have learnt from launching our own podcast
Jo Hands unpacks the lessons learnt from starting the Whiteark Podcast - The Chiefs. We have interviewed a range of leaders; young, older, CEO, Executive, owning and running their own business. Each leaders provided so many great tips and lessons around their leadership journey. It’s very inspiring.
We launched Whiteark - The Chiefs Podcast in October 2020. We have loved every minute of it.
What makes leaders tick? The Chiefs gives you insight into what makes our great leaders so great. With organisation’s top chiefs in the hot seat each week, we chat about the highs – and lows – and lessons along the way; tackling the biggest issues people are facing today. We know that leading can be a lonely role and we believe that learning from other great people is one of the best resources we have. So join us on our journey, and enjoy the stories behind some of the greats…
At the end of May here are the key statistics for our podcast:
Number of Episodes: 32
Key Topics covered (maybe some groupings) – People and Leadership, Impacts of Covid, Post Covid Recovery, Data, Transformation, Innovation, Sales and Service.
We have interviewed a range of leaders; young, older, CEO, Executive, owning and running their own business. Each leaders provided so many great tips and lessons around their leadership journey. It’s very inspiring. In 30 mins it’s amazing what you can learn about someone.
We feel privileged to have some amazing leaders that have shared their stories with us and our leaders and we are also privileged to have so many loyal followers.
When I reflect at the end of the week; on my highlight it’s likely that that the podcast will be my highlight – I’ve met someone new, I’ve learnt something new and it’s given me some inspiration / perspective. I feel very honoured and privileged to be able to take their precious time to share their journey and wisdom with our Whiteark family.
There are 8 key lessons we have learnt from interviewing 35+ leaders on The Chiefs Podcast:
1. Everyone has a story – regardless of age/role etc everyone has a story to tell. Tell your story so your business understands how you got here and what this role means to you. People want to know your story.
2. People learn most from their mistakes – failure is ok -it’s how you respond that is important. Everyone makes mistakes, yep it’s true but it’s how you respond that separates people. Learn from your mistakes and move forward.
3. Your job is to make hard decisions. It’s not all about consensus, you need to make the right decision for the organisation. Listen, understand and make a decision – your people will respect you for it.
4. Sometimes your job is lonely so finding like-minded professionals for connection is important. For me business chicks business club has been a God send but find your mentor, your support network.
5. Trusting your employees and giving them he environment to flourish is critical. Trust is easy to say but actions speak louder than words.
6. Being able to navigate ambiguity is critical – make decisions, pivot and dealing with ambiguity and moving forward will be critical.
7. Being a leader requires you to be at your best – look after yourself – put your oxygen mask on first and ensure you look after yourself so you can come back tomorrow for another day.
8. Be authentic – authentic leadership – be yourself and your people will respect you and follow you. While it’s talked about a lot really being true to you and being your own leader is critical.
While there are other lessons that we have learnt these would be have been the top 8.
We continue every week to bring you leaders that inspire, challenge and give you a different perspective. For an investment of 30 mins of your time – please tune into The Chiefs each week on Wednesday to ensure you don’t miss a beat.
If you would love to be on our podcast – please click the button below and we will be in contact.
Want to talk about building your business? Reach out.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
Article by Jo Hands, Co-Founder Whiteark
Being true to your values
Jo Hands, Whiteark’s Co-founder & Director, writes about what it means to be true to your values. She explains, “When growing up, we learn to understand the impact core values have on driving our behaviour and activity, as well as attracting those you work well with because you share similar values.”
When growing up, we learn to understand the impact core values have on driving our behaviour and activity, as well as attracting those you work well with because you share similar values. Your values are critical, they are at the heart of everything that you do.
I attended a Brene Brown course called “Dare to Lead” in 2020 - it was a chance to consider what kind of leader you want to be and understand your values.
My core personal values are:
Connection - I value having strong connections with people and I'm a connector. It drives me and my thinking. I genuinely love people
Achievement - I love to do a great job, I put 100%+ into everything I do
Passionate - I'm passionate about helping people / companies to deliver the best outcome. I have energy and drive to help people find their passion
Company values
Most companies have a set of values but unfortunately most don't live by them – it’s frustrating and impacts the culture of companies.
Company values and alignment with executives / co-founders and employees is important. Data, research suggests that companies where leaders align culturally and on values are 63% more successful than companies that don't.
Having a clearly defined set of values helps your stakeholders to understand what you stand for. Your values provide guidance to your employees in delivering their work and creates a sense of unity and belonging. Your set of values encourage your employees to make decisions that help them achieve the company’s vision and mission.
Whiteark
Once upon a time, in a land (not so) far away, two values aligned human beings came together to collaborate. The result? Whiteark was born. Whiteark is committed to bridging the gaps within organisations and making a lasting difference.
At Whiteark, we have spent the last 6 months refining and aligning on our Vision, Mission and Values before we launch with you all!
Our values are important to us and are at the core of everything we do, who we partner with, who collaborate with, and who employ to be a part of our team.
Here are our values that we live and breathe 😊
Leadership
Shaping the future.
Passion
Energising, engaging and inspiring.
Excellence
Achieving ambitious goals.
Value
Data drive outcomes.
Fun
Doing things differently.
Our values underpin our Vision and Mission and why we wake up every day, excited and ready to help our clients and our networks.
Watch the video that James and I put together for our value launch to understand what these mean to us.
If our values resonate with you and you'd like to have a conversation about working for us, working alongside us or if we can help you, please reach out.
The Importance of Connection
Jo Hands, Whiteark’s Co-founder & Director, writes about the art and inherent need for connection. Connection is defined as a relationship in which a person or thing is linked or associated with something else - and it’s important, probably more than you’ll know. But did it have to take a global pandemic, border closures and state lockdowns for us to realise just how important connection really is?
Connection is defined as a relationship in which a person or thing is linked or associated with something else. Connection is important. Did it have to take a global pandemic, border closures and state lockdowns for us to realise just how important connection really is?
If you’re feeling lonely, know that you’re not the only one. You don’t have to live in isolation. We live in a world with over seven billion people, and we all need connection.
The importance of human connection
What do you do from day to day to care for yourself? Most would say that to be healthy, you need nutritious food and exercise.
But what about your social connections?
Research shows us that loneliness is on the rise, and that a lack of human connection can be more harmful to your health than obesity, smoking and high blood pressure.
In today’s age, we live busy lives, trying to strike a balance between work, school, hobbies, self-care and more. Often, our social connections fall by the wayside. But connecting with others is more important than you might think. Social connection can lower anxiety and depression, help us regulate our emotions, lead to higher self-esteem and empathy, and actually improve our immune systems. By neglecting our need to connect, we put our health at risk.
The reality is that we’re living in a time of true disconnection. While technology seems to connect us more than ever, the screens around us disconnect us from nature, from ourselves, and from others. Wi-Fi alone isn’t enough to fulfill our social needs – we need face-to-face interaction to thrive. Technology should be enhancing our connection to others, not replacing it.
Our inherent need for human connection doesn’t mean that every introvert must become a social butterfly.
Having human connection can look different for each person. If you’re not sure where to start in finding meaningful connection, that’s okay.
Here are some ideas to help you out:
• Join a new club, or try out a group activity
• Reach out to an old friend you’ve lost touch with
• Volunteer for a cause you care about
• Eat lunch in a communal space
• Introduce yourself to your neighbours
• Ask someone for help when you need it
• Do a random act of kindness
Human beings are inherently social creatures. As far back as we can trace, humans have travelled, hunted, and thrived in social groups and for good reason. Humans who were separated from their tribe often suffered severe consequences.
Social groups provide us with an important part of our identity, and more than that, they teach us a set of skills that help us to live our lives. Feeling socially connected, especially in an increasingly isolated world, is more important than ever. The benefits of social connectedness shouldn’t be overlooked.
Social connections have four science / research backed benefits;
1. Improve your quality of life:
If you’ve ever moved away from your social “home base” then you have a good idea of just how much social connections shape your everyday life and well-being. One study showed that social connection is a greater determinant to health than obesity, smoking, and high blood pressure. And social connection doesn’t necessarily mean physically being present with people in a literal sense, but someone’s subjective experience of feeling understood and connected to others. One scale that experts use to determine a person’s subjective level of loneliness is the UCLA Loneliness Scale.
2. Boost your mental health:
Friendships offer a number of mental health benefits, such as increased feelings of belonging, purpose, increased levels of happiness, reduced levels of stress, improved self-worth and confidence. A study conducted at a free health clinic in Buffalo, New York found that respondents with insufficient perceived social support were the most likely to suffer from mental health disorders like anxiety and depression.
3. Help you live longer:
Research has shown that social connections not only impact your mental health, but your physical health as well. A review of 148 studies (309K participants) indicated that the individuals with stronger social relationships had a 50% increased likelihood of survival. This remained true across a number of factors, including age, sex, initial health status, and cause of death.
4. Decrease your risk of suicide:
There are a number of factors that put people at higher or lower risk for suicide. One of these factors is connectedness, which the Centers for Disease Control (CDC) defines as “The degree to which a person or group is socially close, interrelated or shares resources with other persons or groups.” Relationships can play a crucial role in protecting a person against suicidal thoughts and behaviors.
If you’re not sure how to begin forming social connections start by looking inward. What are your interests or hobbies? What kind of personalities are you naturally comfortable around?
Devote time to becoming active in your community, volunteering, or joining a club or social organisation and if you meet a potential friend, create an opportunity to spend time together.
Remember that social connections that impact your overall health and well-being may begin with lattes or a shared meal, but they require time and effort. Forming strong, healthy relationships with others means opening up, actively listening, and being open to sharing what you’re going through. These relationships can change the course of your life.
““Never underestimate the empowering effect of human connection.
All you need is that one person, who understands you completely, believes in you and makes you feel loved for what you are, to enable you - to unfold the miraculous YOU.””
What does resilience and adaptability mean to you?
Common themes for 2021 off the back of the year we have had…resilience and adaptability. This article will explore what they mean (let’s get back to basics), how does it apply personally, how does it apply professionally and key practical tips to be more resilient and adaptable.
Common themes for 2021 off the back of the year we have had…resilience and adaptability. This article will explore what they mean (let’s get back to basics), how does it apply personally, how does it apply professionally and key practical tips to be more resilient and adaptable.
This all comes down to experience so keen to get your practical view and experience on this – what works and what doesn’t so we can share this as a community.
What does this mean?
Let’s go back to the basics, the dictionary.
Resilience is defined as:
the capacity to recover quickly from difficulties; toughness.
"the often remarkable resilience of so many British institutions"
the ability of a substance or object to spring back into shape; elasticity.
"nylon is excellent in wearability, abrasion resistance and resilience"
Adaptability is defined as:
the quality of being able to adjust to new conditions.
"adaptability is an advantage in the harshly competitive global economy"
the capacity to be modified for a new use or purpose.
"this is a good example of the adaptability of listed buildings"
How does it apply to me personally?
Change is constant.
Being able to adapt to change and deal with things life throws at you (resilience) is critical to your happiness and success. That doesn’t mean that you are always ok or you are always having a good day. It means that you take what life gives you and make the best of it. Some days this is not easy, other days it is.
Adaptability allows you to proactive change based on a change in circumstance.
It means embracing the change and looking for the positives, opportunities and way to make the best of the situation. It’s an important skill in your personal life for the challenges that life will throw at us.
My mother always told me …life is not fair…which I didn’t like and thought maybe she was wrong but I have learnt this also to be true. Life throws its challenge at everyone – what doesn’t kill you makes you stronger – but it’s how you bounce back is your true sense of character. Everyone has a story, everyone has tragedy – so that doesn’t make you unique but your response determines the impact to your life – if you are resilient you bounce back / recover quickly.
Most of you will resonate with this BUT it takes some difficulty in your life for you to really know and appreciate how resilient you are. Your inner strength, what you can deal with and how you respond normally surprises you – so be kind to yourself and reflect if this is true for you.
“It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change.”
How does it apply to me professionally?
Managing organisational change – adapting, responding and showing resilience through change will make you a strong leader and role model in the organisation. It’s hard to find leaders that are happy to champion change. To be able to manage change well with your team you need to explain the why and how it impacts them and the team. Be a good communicator.
Leading by example & navigating your team through change – it ties into the managing organisational change but leading by example in words and actions and ensuring a clear message of leadership to your team. Teams go on a journey with change – people respond differently and go through various phases of responding to change as demonstrated by the change curve below. As a leader you are responsible to manage and help your team work through change to allow them to be both adaptable and more resilient.
“When something goes wrong in your life, just yell ‘Plot Twist’ and move on.”
Organisational change requires strong leadership, an ability to be decisive, communicate and take the employees on the journey with you. This is the role of the CEO and the leadership team and will define the success of a leadership team – the ability for them to make change and take the employees on the journey.
Practical Guide
At Whiteark we are all about creating practical guides and tools to apply for key principles. So see two below that we think are great for improving adaptability and resilience.
The 7 C’s of Resilience:
Dr Ginsburg, child paediatrician and human development expert, proposes that there are 7 integral and interrelated components that make up being resilient in Children that can apply to all of us – the detail is below:
Competence
People need to be seen when they are doing something right and to be given opportunities to develop specific skills. If people in business have a particular passion for something or aptitude for a specific skill, activity or sport, we need to recognise this and let them know we’ve noticed and encourage them.
Confidence
The solid belief in one’s own abilities is everything. As we teach and nurture, we build confidence. We need to be careful not to undermine confidence but develop it by pushing our team to achieve and creating age-appropriate opportunities for experiencing success.
Connection
When people are part of a community (class, team, club) they know they aren’t alone if they struggle and that they can develop creative solutions to problems. Close ties to family, friends, and building a sense of community at work can get team members sense of security.
Character
People need an understanding of right and wrong and the capacity to follow a moral compass. A fundamental sense of right and wrong helps people make wise choices, contribute to the world.
Contribution
The experience of offering their own service makes it easier for people to ask for help when they need it. Once people understand the feel-good factor of helping others, it becomes easier to ask for help when it’s needed – being willing to ask for help is a big part of being resilient. People who learn to cope effectively with stress are better prepared to overcome life’s challenges.
Coping
People need healthy coping strategies to manage their stress. Some strategies involve engaging and disengaging such as breaking down seemingly impossible problems and challenges into smaller, achievable pieces, avoiding things that trigger extreme anxiety, and just letting some things go.
Control
People need to feel like they have a degree of control over their lives and their environment. When they realise that they can control their decisions and actions, they’re more likely to know that they have what it takes to bounce back.
4 Ways to Boost Your Adaptability Skills
Change Your Thought Process. Let go of the “Well, that's the way we've always done it” mentality
Force Yourself to Take Risks. Little progress is made without risk. ...how do you encourage failure in our organisation and innovation as it’s powerful and important
Encourage Others to Be Open Minded. One of the best ways you can develop an open mind is to encourage others to do the same
Embrace Learning. Always learn from others, from situations and make the most of everything
Well it’s fair to say that resilience and adaptability are key skills to be successful in life and work – so very important.
These skills and the ability to be able to apply them in business will allow companies to respond to changes in market, customer and consumer expectations and unexpected financial or commercial issues that occur. Building a leadership team of resilient and adaptable people will be a key differentiator for an organisation.
Determine what kind of leader you want to be and be proactive in creating this. Start by having a think about what resilience and adaptability means to you? Join the conversation online by Searching for Whiteark on LinkedIn. Whiteark chat with a chief every week to learn from leaders in their field so if you want to learn from experienced leaders tune into The Chiefs podcast series.
At Whiteark we have hands on practical experience helping leaders to build resilience and adaptability. Please reach out for a no obligation conversation.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
What does good leadership mean to you?
There are many resources you can draw on to understand what makes a good leader but you will find there are many varied opinions. In my experience, I have learnt the most from the poor leaders I have worked for as they have really emphasised what not to do if you want to be a good leader. Below is a list of what to avoid if you want to make a good leader...
There are many resources you can draw on to understand what makes a good leader but you will find there are many varied opinions. In my experience, I have learnt the most from the poor leaders I have worked for as they have really emphasised what not to do if you want to be a good leader.
Below is a list of what to avoid if you want to make a good leader:
A leader who is self serving
A leader who doesn't listen
A leader who wants yes people that will not challenge their ideas
A leader who doesn't care about your career development
A leader that doesn't have your back
A leader that changes their mind
A leader who is more interested in being political than driving an outcome
A leader that doesn't communicate
A leader that doesn't practice what they preach
A leader that thinks they are the smartest person in the room
A leader that is more interested in being popular than making good commercial decisions for the business
A leader that is disconnected from the customer and consumer
Being a leader is hard, lonely and requires you to make difficult decisions for the good of the company, not individuals or divisions but the collective good. You don't always get it right, but you are focused on what matters most (clear priorities) and set the organisation up for success.
Being led by a good leader is life changing as you feel supported and you do your best work. The power of a team that is being led by an amazing leader that empowers, encourages and challenges is beyond belief.
As a leader you have a very important job - to coach, mentor, guide and set a vision for your employees - to get the best out of everyone. The power of getting people to run in the right direction, is unbelievable.
Everyone has worked for a bad leader and I hope you've had the opportunity to work for a good leader, regardless, make sure you proactively shape the leader you want to be knowing that your leadership will have a lasting impact on the company and your employees. Make sure it's a good legacy, one you will be proud of.
The Top Three
If you want to be an amazing leader there are three key things to consider:
Make decisions for the good of the business - hard decisions that will ensure the business achieves the outcomes
Treat people with respect and kindness and take care of people - don't underestimate kindness
Always listen - understand challenges and people ideas
Determine what kind of leader you want to be and be proactive in creating this. Start by having a think about what good leadership means to you? Join the conversation online by Searching for Whiteark on LinkedIn. Whiteark chat with a chief every week to learn from leaders in their field so if you want to learn from experienced leaders tune into The Chiefs podcast series.
“Wherever you are, be all there.”
At Whiteark we have hands on practical experience to help CFOs navigate and set their company up for success, whatever is the challenge. Please reach out for a no obligation conversation.
Whiteark is not your average consulting firm, we have first-hand experience in delivering transformation programs for private equity and other organisations with a focus on people just as much as financial outcomes.
We understand that execution is the hardest part, and so we roll our sleeves up and work with you to ensure we can deliver the required outcomes for the business. Our co-founders have a combined experience of over 50 years’ working as Executives in organisations delivering outcomes for shareholders. Reach out for a no obligation conversation on how we can help you. Contact us on whiteark@whiteark.com.au
As a business owner or manager, it can be difficult to know whether a particular issue is related to capability or capacity.
In general, CAPABILITY refers to the skills and knowledge needed to perform a task, while CAPACITY refers to the available resources (time, staff, equipment, etc.) to complete the task.