DECEMBER - JANUARY LBDGroup Publication
PUBLISHERS NOTE
HOW DID 2016 END UP FOR YOU?
How did 2016 end up for you? What worked well? What do you want to achieve and maybe do differently in 2016? I love this time of year - The time spent with family and friends, the chance to rejuvenate and relax, to hang at the beach. I equally love using this holiday period to plan my next year - to vision board what I want to achieve in the year ahead and to set those all important goals. I spend some time looking back on the year that was - identifying what worked well, the successes, the achievements, the steps forward and equally the learnings and improvements. More importantly, this is the perfect time of year to think about what I want to achieve in the year ahead for my family, my business and for myself What one big word could you use to describe and sum up your goals for 2017? What does that word feel like? What emotion does that word create for you? Famous. Sustainable. Lioness. Fearless. Brave. Don’t be frightened to make your word a strong one. YOU have the ability to change your game. YOU can challenge your status quo. Become someone that matters, be your
best, shine your light and help others equally become the best of them. 2016 has been an incredible year for so many of our LBDGroup community - many have experienced significant success as businesses have expanded, books have been published, as careers have taken new heights, as new products have been launched, as accolade after accolade have been awarded, It is an absolute pleasure to support each and every one of our LBDGroup members in their vision and big picture dreams and goals for the future. What I value above all are the friendships that are being formed and the support that this is creating across the country (and even over to London) through the highs and lows of business, This is connection. This is LBDGroup businesswomen who are generous of time, generous of spirit, generous of knowledge and generous of support. I wish you all a wonderful and restful holiday period. Enjoy the quality time with your nearest and dearest, those special people in your own tribes. Rejuvenate. Rejuvenate. Relax. Laugh until your face hurts. I am looking forward to what is already looking to be a massive 2017 and supporting you all in your dreams of success. Connect. Inspire. Succeed.
JANINE GARNER PUBLISHER / EDITOR
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From
Janine Garner HUFFINGTON POST COLUMNIST AND FOUNDER OF LBDGroup
COM
I
NG S Janin OON e’s ea ... gerly secon antic “It’s W i d p ho Yo book ated u Kn ow”
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GLO S S
34
GLOSS MAGAZINE Issue 32 Janine Garner Art Director
Andrea Welsh
CONTRIBUTING EDITORS
Margot Andersen Dr Jenny Brockis Melissa Browne Nikki Fogden-Moore Renata Cooper Fiona Tuck
FEATURED THIS MONTH
Louise Agnew Emily Verstege Sarah Mitchell Olivia Walsh Chelsea Roffey Simon Dowling Stephen Johnson Deborah Lange Karl Schwantes Michelle Loch Linda Gunek Gwen Blake Jacqui Walford Ondina Gregoric Julie Hyde Kath Creel Kylie D’Costa
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CO N T E N T S
PUBLISHER & EdITOR
How Did 2016 End Up for You?..................2
FEATURE ARTICLES
Setting Goals And Breaking Ground .... .........................................................................6 The Roles Of Empowerment...............10 Finding Your Destiny In Cash Flow, Budgeting & Forecasting ......................... .......................................................................14 When Hollywood Calls..........................18
Business Section Building A Culture Of Lateral Leadership.................................................24 Philanthropy And Human Behaviour...................................................26 How People Fit Is Your Business......................................................30 I’m Bringing Human Back.....................34 Startup Founder Productivity Foundations For Growth.......................36 A Point of Difference...............................38 How To Make Leadership Easier ........42 Playing And Pioneering To Create The Conditions For Business Vitality ........46
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38
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24
Money
Fabulous not Broke .................................................................52 A Rock Solid Investment........................................................56
You
Let’s Talk Computer Connectors And Adaptors.............70 Building Connection & Community with Generosity...72 Your Health is your Wealth ....................................................76 Vitamin D Deficiency................................................................80 The Power of Personal Presence......................................... 82 LBDs Out And About .............................................................84 Book Extract ..............................................................................86 Top 10 Insights .........................................................................90
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FEATURE ARTICLE By Chelsea Roffey
Setting goals and breaking ground How did you get into goal umpiring? I grew up in Queensland, but was born in footy-mad South Australia and spent my early years there, so I became a footy tragic from a young age. I found the game exciting to watch and would attend Gabba matches with my family to see the Brisbane Lions in action. I answered a call for volunteers to goal umpire the boys’ team during my final year of high school. The following year, I started umpiring locally for pocket money while studying for a music degree at the Queensland Conservatorium. I saw it as a chance to be paid for doing something fun
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‘Courtesy AFL Photos’
and challenging. Five and a half years later, in 2004, I stepped out onto the Gabba as the second woman in history to umpire professionally at that level. What’s the toughest part of your job? Some decisions are incredibly close and tough to pick up – for example a contest online where a defender barely grazes the ball, or when someone throws a boot at the ball from a pack in the goal square. Learning to read the play and move decisively to the right position is imperative to consistently getting these decisions correct. Blocking out “advice” from people in the crowd takes practice, but the most challenging aspect is learning to deal with constant scrutiny in a pressure cooker environment. What does a typical week entail? During the football season we attend training twice a week, which involves fitness and conditioning sessions, skills coaching and video review analysis of decisions from the weekend’s games. Outside of training we are expected to maintain fitness in preparation for testing including endurance time trials run over three kilometres, beep tests, agility tests and skin folds. On game day we arrive at the ground at least 90 minutes before the siren to familiarise ourselves with the conditions, get suited up in vests housing ear pieces and microphones for communicating on field, and to get in the zone mentally. Match observers critique our performances for each game to determine our rankings through the year, which will decide who is selected for finals, so everything
we do is heavily scrutinised. After the season’s end in October we have a few weeks off to rejuvenate and then get back into training to prepare for pre-season time trials. How has your job prepared you for other aspects of life? Umpiring has taught me to maintain composure under pressure, back my judgement and let go of situations that are out of my control – how you respond may affect your next decision, so you have to learn to focus on the positives. I love being paid to challenge myself mentally and physically, to develop attention to detail and concentration, and to work as part of a team with other umpires. The combination allows you to get into a sense of flow where you’re totally in the zone. It’s a buzz. These skills transfer to many situations in life. Giving a keynote talk to 500 people is less daunting when you regularly perform in front of audiences upwards of 50,000, having every move televised! What have been some highlights? I’ve officiated in front of some spine-tingling crowds, including the incredible atmosphere on Anzac Day. Umpiring at different grounds has given me a chance to travel within Australia, and I’ve also umpired in Wellington, New Zealand, and for an exhibition match in London. Without doubt, being the first woman to officiate in an AFL grand final is the greatest
highlight. The game itself was incredible – a 10-point nail-biter between Hawthorn and Sydney. The game was a breeze compared to managing the media hype surrounding my appointment. News reached as far as the New York Times and BBC, while Prime Minister Gillard requested access to the change rooms before the match to congratulate me. That blew my mind more than being selected for the game itself! But there is nothing quite like riding the excitement of a closely contested grand final with 100,000 screaming fans. How have the men adapted to having women on the field? The players are for the most part very professional. As long as you do your job, they don’t care about your gender (unlike some of the experiences faced coming up the ranks of grassroots competition). The culture of umpiring has shifted greatly from a heavily DECEMBER - JANUARY | 7
FEATURE ARTICLE By Chelsea Roffey
male dominated industry to one that fosters diversity and is more open to new ways of doing things. The AFL industry recognises the economic imperative for including women, and rightly so, but change is a slow process. I moved from Brisbane to football heartland in Melbourne in 2008 with trepidation about how my colleagues would react, having never had a woman amid their ranks. While adapting to fit into a male dominated environment has had some really tough challenges, I’ve noticed a massive shift in attitudes over the time I’ve been involved. There are now three AFL listed female goal umpires and a female pathway for field umpires. As women become more accepted in traditionally male environments, it will help to ease the burden of pressure on those who break new ground in their industries. How has your umpiring experience shaped your personal and career goals? Umpiring is not a full-time gig, and I work as a journalist outside of football. My experiences have shaped what I write and speak about, and football has opened doors for me in that sense. I’ve become a passionate advocate for diversity and promoting women who challenge the status quo. In 2014, I completed a Winston Churchill fellowship, travelling to the United Kingdom, United States, Canada, Sweden and India to explore strategies for influencing social change that enables girls to be the authors of their own lives. I’ve also been an invited guest of APEC at their women’s leadership forum in Beijing. I love facilitating discussions and sharing my story with people from all walks of life: from school students to women in male dominated industries to men who want to promote environments for female staff to thrive. Everything I do is underpinned by the desire to challenge the way people think and to encourage creativity in thought and diversity in culture.
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Chelsea Roffey is the first and only woman to have umpired in an AFL grand final. As the second woman in history to reach the elite level of officiating, and the only on-field female over a decade, she regularly engages audiences about her experiences climbing the ranks of a “starkly male domain”. cvroffey@gmail.com
FEATURE ARTICLE By Blythe Chidgey
The Roles of Empowerment and Courage in a Diverse Workplace 10 | GLOSS
t
O
ver ten years ago when Olivia Walsh made the choice to move from Ireland to Australia,
she thought she would be making the brave step with two friends. A sudden change of plans left Olivia choosing to find the courage to make the leap of faith on her own. For Olivia, it has been that brave step that has set the tone for a career that has been both rewarding and unexpected. Now the Head of Talent Management and Diversity at CBRE Asia Pacific, Walsh is enjoying a career that has recently seen her shortlisted for an AHRI (Australian Human Resources Institute) Award. The role of Head of Talent Management and Diversity is no small task at CBRE. A Fortune 500 company with over 70,000 employees globally they are the world’s largest commercial real estate services and investment firm in terms of revenue. Add to that leading the internal Women’s Network that has earned a Top Ten ranking in the inaugural Global Diversity List, as supported by the economist, and you have a woman who’s career is both demanding and values aligned. In her recent interview with Gloss Magazine, Olivia revealed that not only is she a woman who is not afraid to gather her courage to take leaps of faith, but she is trusting of her intuition, accepting and welcoming to change and has found her career “sweet spot” where work often doesn’t feel like work at all. Encourage courage in others When asked what she would tell her 21-year-old self, Olivia is unsure she would want to change anything at all. Instead, she admits she’d rather share some encouraging words to ensure the brave leaps of faith that have brought her to a place in life in a career she is proud of, are still courageously taken. While we know we can’t time travel and converse with our younger selves, Walsh is a keen advocate for taking the opportunity to have meaningful conversations with younger family members, colleagues, and mentees. She says, “We all have a role to play to help give young people as much help to make their decisions and sometimes people can be too structured at what they choose. I see more issues where people
chose a career path and 15 years later they want to move into something else.” Olivia has seen firsthand the power of executive sponsorship programs that outdo tired mentor style programs and reliance on networking in the workplace. It is such programs she has seen work well within her organisation, “executive sponsorship is a very underutilised, exceptional tool to help retain, engage and advance young talent.” Plan to not have a plan and embrace change From the leap of faith she took when she left Ireland on her own, to putting trust in her intuition and guidance from others, Walsh is familiar with the fluidity of planning not to have a plan at all. Instead of creating five or ten-year career plans she believes we can be strategic in our careers in other, often more exciting ways. This includes taking notice of those we choose to take advice from and taking note of profound conversations when a senior colleague has identified strengths or encouraged confidence and taking chances. It is this flexibility in career planning and strong trust in her intuition that has allowed Walsh to confidently embrace change, particularly in the workplace. “People say we are in the technology era; I believe we in the change era, your phone software is getting updated every couple of months, people just accept that and get on with it. I see the in the workplace too, it is evolving, it’s changing, it probably needs to change a bit faster. Because of the era of change we are in, I feel that is normal to change often; older generations need to be more prepared to be willing and accepting of that kind of change, it becomes a learning for them too.” The diverse worker needs a diverse workplace As a driving force for the CBRE Women’s Network Olivia has seen the power of an organisation aligning it’s values to address diversity in a structured and planned for way. She says “This is not a HR initiative; it is absolutely a strategic business imperative. Diversity and inclusion need to be considered and thought of. It is not a social club; it’s not a ‘nice thing’ to do, but a strategic business imperative.” Through hard work and dedication to the cause Walsh has led CBRE to address diversity through various initiatives, including leadership programs, mentoring, diverse succession planning programs and flexible working hours. DECEMBER - JANUARY | 11
FEATURE ARTICLE By Blythe Chidgey
She’s also adamant that organisations need to commit to “less talk and more action.” This ‘less talk’ approach includes a commitment to not creating programs that encourage diversity to simply be used as a PR story. Instead, she believes that for truly diverse workplaces to exist there needs to be a willingness to ingrain the necessary values and include them in targets and quotas. “Don’t be afraid, or run away from targets. I think there is a lot of debate and at times provocative conversation about companies not wanting to introduce quotas or targets. If you want to be serious about diversity in the workplace, welcome targets. You can always start conservatively and grow, but it is good to have a benchmark.” Walsh believes it is this type of strategic direction that ensures that diversity doesn’t just fall to one of two people within an organisation because “diversity is everyone’s issue.” The rise of women in tech While women have been historically underrepresented in STEM (Science, Technology, Engineering and Maths) fields Walsh, who herself possesses a degree in Software Engineering, believes it’s crucial that we engage and concourse women to explore STEM fields. “The practical skills and disciplines that I learned at Uni still stand to me now. Even when working in HR related roles I have helped lead numerous technology focused solutions- including 3 Learning management systems. The commercial world values these skills immensely, and they have allowed me to be more successful by having a systematic, practical approach.” She adds to this that the innovative, tech-based learning opportunities and environments that exist now mean more exciting, engaging and creative ways for everyone to become skilled in STEM fields.
Olivia Walsh is in her element, encouraging, empowering and advocating for diverse workplaces where change is openly welcomed. “I want to work and be part of communities, networks, companies where everyone’s contribution is welcome, and everyone can be afforded the possibility of being as successful as they aspire to.” olivia.Walsh@cbre.com.au
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DECEMBER - JANUARY | 13
FEATURE ARTICLE By Sarah Mitchell
Finding your destiny in cash flow, budgeting & forecasting.
Natalie Egerton-Warburton takes nothing for granted. She’s spent her career engrossed with things many business owners outsource or don’t do at all. While her day-to-day focus is the stuff that makes many entrepreneurs crazy with boredom, she believes cash flow is the single most important factor for business vitality. If you have cash flow, you can do anything. 14 | GLOSS
WAs director and co-founder of Mastergroup, Natalie heads up the Finance, HR and Operations departments of the software company located in the Perth suburb of Shenton Park. Her husband, David, is Managing Director. In addition to running a business together, they have three school-aged boys at home. Natalie’s background in finance is essential to the success of the Mastergroup products. ‘When I married David, I had just finished managing a rural bank branch, and then I closed it. So I had no job. That’s when banks were trying to get into desktop banking’, explains Natalie. ‘We were actually the first software provider to link desktop banking to the financial package.’ Both Natalie and David grew up on farms in rural Western Australia. It was a natural step to provide financial software for agribusinesses when they started Mastergroup in 2001. Fast forward to 2016 and the business has expanded to any small-business owner. They’ve recently launched Reep, an online cash flow and budgeting program giving small-business owners an easy way to see the state of their finances. ‘My number one thing is taking charge of your destiny.’ ‘Seriously, no one’s going to save you when you go bankrupt’, says Natalie. Natalie has been instrumental in product development, insisting the product integrate with popular financial systems like Xero and MYOB. She believes the easier the product is to use, the more people will embrace the benefits of forecasting.
‘I get sick to death of hearing, “It’s the bank’s fault. It’s the accountant’s fault. They didn’t pay me on time”.’ ‘It’s nobody’s fault. Horrible things happen, but ultimately if you are in control of your numbers, your cash flow, your destiny – you can plan for it.’ Natalie is the first to concede small-business owners get caught in circumstances beyond their control. It makes her even more resolved about the value of having a healthy cash flow and being able to demonstrate a working budget. What could be a hard conversation with your banker becomes much easier when they see your planning and your ability to demonstrate a firm grasp on your financial position, regardless of how bad it might be. ‘We all have to stop blaming people because ultimately, it’s my fault if I take my eye off my responsibility for three weeks because I was doing something else.’ Compassion for the smallbusiness owner is central to everything Natalie does because
she knows first hand how quickly the stresses can mount, especially when starting out. ‘Dave and I literally had no money’, Natalie says about the early days of Mastergroup. ‘We used to draw such a tiny amount and live on nothing, because everything that we did, we put back into the company. ‘We just knew the only way that we could afford to do stuff was to budget.’ Her frustration kicks in because making a commitment to addressing budgets and cash flow is a relatively small sacrifice compared to the personal and professional benefits smallbusiness owners receive as a result. ‘This is where I find our biggest challenge is trying to get people to realise it’s a simple way to make your life so much better’, says Natalie. ‘The number one thing when you’re running a business, as long as everybody is paid, your staff are paid, all your commitments are up to date, you can sleep easy’, she says. Sleeping easy is something Natalie takes seriously. She insists on seven hours of sleep a night: the one thing she won’t give up in a modern life of compromises. ‘You have to look after yourself. Exercise, diet, sleep, it’s so important’, Natalie says. She and Dave have a rule of thumb not to talk about work once they’re home. They’re out of bed at 5:20 every morning to spend an hour and ten minutes walking in King’s Park.
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FEATURE ARTICLE By Sarah Mitchell
‘It’s that time where we just put ourselves first, and it only goes pear-shaped if we start talking about work’, Natalie says. Natalie’s determined to make it as easy as possible for small-business owners to enjoy the rewards of having healthy cash flow. She understands it can be hard to convince someone who doesn’t want to delve into the financial details of their business. And she also knows there’s a pervasive belief in small business that the purpose of the finance department is to kill ideas and complain about expenditure. ‘We’re not there to do that, honestly. I think we’re like the mum and dad of the business’, says Natalie. ‘We’re the ones who have to say “yes” and “no”, and it’s not a sexy job.’ ‘It’s pretty cool that I do what I do’, says Natalie. ‘Developing software costs a lot of money. We wouldn’t have been able to get to where we are if someone hadn’t been watching every step with all the financial stuff.’
Sarah Mitchell is the Director of Content Strategy at Lush Digital Media and the co-host of the Brand Newsroom podcast. She’s particularly interested in helping small businesses communicate more effectively. sarah@lushdigital.com
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DECEMBER - JANUARY | 17
FEATURE ARTICLE By Chelsea Roffey
WHEN
HOLLYWOOD
CALLS Like many actors, Millie Heywood is well acquainted with the skills of bartending.
A
necessary trade-off for pursuing her art, she begrudgingly accepted that, barring a feminist inspired remake of Cocktail, the high end Sydney bar that employed her was unlikely to offer anything more than a fortnightly pay packet. Little did she know her flair for hospitality would lay the groundwork for her career as a film director.
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D
The insight struck after missing out on an arts grant to produce a short film called Girl Falling – a follow-up to her first major project, Tropfest 2014 finalist Spirit Stones, which she co-wrote, produced, directed and acted in. Determined to see the film made, and having already secured the key creatives, a friend prompted her to host an exclusive party to raise the money. Heywood mobilised her networks – from acquiring a free venue to catering the event, producing a video about the project, and inviting people who had followed and supported her acting career, many of them patrons she’d met while serving drinks. They chipped in to raise $18,000 in one night, and $30,000 overall after the momentum piqued interest from another investor. Girl Falling encompasses Heywood’s aim to tell stories through a female lens. But while many of her backers support the need for greater diversity on our screens, without Heywood’s drive and tenacity in sharing her vision, their support may never have grown from a passing interest in her career to throwing their weight behind her success. “The majority of my investors are male, and they tend to be from the corporate and finance sectors.
“Some people will love it, some will hate it but I know it’s going to ruffle some feathers,” she says.
They aren’t film people, but they want to see women succeed. A lot of them have daughters, and they want a better world for their daughters,” says Heywood on a Skype call from her West Hollywood neighbourhood, where she and husband Jerom have been based for several months. Plunging into film industry heartland to complete postproduction on her project (which she hopes to one day turn into a feature film) was an ambitious yet natural progression after dipping her toe into directing waters back in Australia. “When we shot Spirit Stones, I’d never directed or produced anything. It was the first proper screenplay I’d co-written,” she admits. “I didn’t know what I was doing but I had enough people around me who wanted to be involved. It was really a process of dive in, do it … and swim.” Embracing her leadership style As an actress who has appeared in short films and Australian television series including Paper Giants: The birth of Cleo, Heywood draws on her on-screen experience to empathise with her cast when directing. It’s one of many traits that she has embraced in forming her leadership style. She also regards her worldview as a woman as an essential ingredient for DECEMBER - JANUARY | 19
FEATURE ARTICLE By Chelsea Roffey
getting the best out of her actors and creating stories that challenge the viewer. In Girl Falling, she tackles the provocative issue of sexual assault through the eyes of teenaged Sarah. Heywood wrote the script based on the true experience of a friend, but has since heard from many other women who say they went through similar situations growing up. Determined to ensure a female gaze would do the story justice, Heywood also wanted to portray the perpetrators not simply as evil characters, but as products of society. She believes drawing on a decidedly female brand of leadership enabled her to achieve that sensitive balance. “It was really important to me that every character was a victim of the way society is right now. This happens to teenage girls all the time. Society turns on them, [asking] ‘Why were you wearing a short skirt? Why were you drinking?’ instead of asking why society is allowing young men to feel they can behave this way. The boys are a product of society, too,” she says. The actor who plays the aggressor wrote to Heywood to express gratitude for helping him to explore the toughest role he’d ever played, highlighting her capacity as a mother figure able to guide young actors aged in their early twenties. “There were moments [as the director during filming] I needed to be tough and blunt, and moments I had to be vulnerable, to
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Heywood wrote the script based on the true experience of a friend, but has since heard from many other women who say they went through similar situations growing up.
show sensitivity and compassion as a leader – which is completely different to how a man may do it, because the way women see the world is different to the way men do,” she explains. “Me being uniquely woman enabled me to balance that tough love with compassion.” Like a boss Heywood’s experience has taught her to embrace strength as a facet of femininity, and she wants other women to do the same.
“It’s important that if we want something, we go after it,” she says. “We’re afraid to be seen as cocky or arrogant. I got called bossy my entire life but that’s why I’m a leader and that’s why I can direct films. It’s up to us to stop tearing each other down and [instead] say ‘We need women like this’ – and support them.” While the tide of progress in many industries to welcome women as
leaders is glacially slow, actresses such as Jennifer Lawrence, Patricia Arquette and Meryl Streep have put Hollywood on notice, demanding the industry redress the gender pay gap and create a greater depth of female roles. Whether the pressure will encourage the extremely maledominated realm of directing to readily open its arms to women remains to be seen, but Heywood is poised to take up the challenge. “The doors are opening for me as a director. It’s a really exciting time to be a female director because people are listening and wanting us to stand up. It’s time for us to share our voices and to get our stories out there,” she says. Being the change Support has been fundamental to Heywood’s pursuit of her dream as she prepares for the upcoming short film festival circuit. Jerom is happily embarking on the adventure by her side, working as a barista imbuing the virtues of a strong flat white to the people of Los Angeles. She has a tightknit community of friends and family back in Sydney – including younger brother Jackson, who she encouraged into acting and has emerged as one of Summer Bay’s latest heartthrobs on Home and Away. While this network has helped to instil the self-belief and ambition that is evident when talking to the 30-year-old, the themes she explores through film have transpired from the limitations
of her own thinking. “As a teenager, I thought, ‘I love storytelling and I love film, so I’ll be an actor – it’s amazing I get to tell stories.’ I didn’t even think being a director was a possibility back then,” she says.
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This recent revelation has fuelled a desire to create stories and characters that shape a healthy diversity within media and popular culture. “If we’re not showing women as doctors, lawyers, rocket scientists and CEOs in film, then we’re not reflecting the society that we want,” she says. “I want a world where we’re not limited by sex and where girls think, ‘I could be a director,’ if that’s what they want to do.” While an Oscar and millions of dollars would be graciously accepted some day, Heywood’s immediate hope is to challenge audiences with Girl Falling. “Some people will love it, some will hate it but I know it’s going to ruffle some feathers,” she says. Heywood’s journey to innovate what we see on our screens may be just beginning, but she is well on her way to setting an example behind the scenes.
Millie Rose Heywood director, writer, actor, producer and founder of Millie On Air Productions - is passionate about bringing female narratives to our screens and increasing female participation behind the camera. She aspires to be a powerful and influential advocate for gender equality in film. millie@millieonairproductions.com millieonairproductions.com
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noun 1.
a person’s regular occupation, profession, or trade. 2. commercial activity.
business
business
BUSINESS by Simon Dowling
Building a culture of lateral leadership (It’s the key to the collaborative workplace!)
The Greek philosopher Heraclitus once said, “Everything changes and nothing stands still.” Well, you can put that one in the file marked ‘timeless classics’. Because surely, our determination to keep pace with change is stronger than it’s ever been – at a time when words like “agile” and “innovation” bounce around the corridors of corporate Australia on a daily basis. In today’s economy, ideas represent the greatest form of currency - and the barriers to entry are low. As big institutional players frantically tour Silicon Valley in search of the secret Antidote to Disruption, their biggest threat is probably sitting in a home office somewhere, quietly building a platform of ideas capable of stealing away large segments of the market.
To get this right, organisations must forge a culture of lateral leadership – where people at all levels are empowered to reach out across the business, regardless of their role or title, to build willing and enthusiastic support for their ideas and initiatives. At the heart of lateral leadership lies the gentle art of buy-in – a special kind of influence that puts aside attempts to coerce, compel or manipulate. Building buy-in is not just about getting people to work with you. It’s about doing so in ways that generate energy, commitment and genuine cooperation.
Managers must loosen the reins and encourage people to think for themselves.!
Any organisation serious about keeping pace – whether through innovation, customer responsiveness or speed-to-market – must create an environment where ideas can truly thrive. They must let go of slow and cumbersome models of leadership borne of the industrial age. Managers must loosen the reins and encourage people to think for themselves; to generate ideas and find ways to bring them to life, without waiting for someone with more authority to tell them what to do.
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MASTERING THE ART OF BUY-IN Building buy-in and fostering cooperation is one of those skills that seem to come more naturally to some people than others. But it is something that can be learned and mastered by anyone. Here are 4 key tips to getting it right:
Tip #1: Have a Big So What When it comes to building buy-in, there’s a big difference between someone who exudes belief in their ideas and someone who seems to be simply going through the motions. People who fall into the latter category are couriers, and while couriers might be good at delivering information, that’s about the extent of their commitment. Couriers carry information, but not leadership. In contrast, people who exude conviction are catalysts, and they’re much better placed to capture people’s attention and imagination. Catalysts not only want to initiate a change but to achieve that change. Their passion and commitment is infectious. Becoming a catalyst means taking the time to establish why your idea really matters – to you, to your team, to your customers. To get to that point, ask yourself “so what?” in advance – and keep asking it, until you can come up with a truly compelling reason for change: the Big So What. Tip #2: Adopt a What’s Possible? Stance Lateral leaders need to balance their passion and desire to generate support for an idea with a willingness to listen and be open to suggestions. Often the desire to drive a particular agenda can cause leaders to become single-minded (or worse, overzealous), which can lead people to switch off. Your ability to successfully influence others paradoxically requires you to let go of the reins in a conversation. To lean into people’s concerns and reluctance to embrace an idea, and to wholeheartedly welcome pushback into the conversation. This is what I call a what’s possible? stance: an attitude of curiosity, creativity and commitment to the best possible outcome – not simply the outcome you already have in mind. This helps you to remain flexible, adaptive, and responsive as you enter the unpredictable terrain of building people’s support and cooperation around an idea. Adopting a what’s possible? stance takes courage, because it asks you to let go of control of the conversation. But doing so is often the very thing that creates space for others to become part of a decision and, ultimately, buy into it. Tip #3: Read the play In the sporting world, there’s a concept called “reading the play”. This refers to the way some players read the game as it’s unfolding and make judgments about how to best adapt to the game. In much the same way, the best lateral leaders are good at reading the play in their own organisation and adjusting their strategies and their approach. No matter how ready you might feel to get moving on an idea, if the prevailing conditions aren’t in your favour, you might well be sending the idea to its early death. Consider things such as the current mood of your stakeholders; whether there are major distractions or competing priorities vying for people’s attention right now; and how the current social landscape (read: organisational politics) might impact your ability to get things off the ground.
Tip #4: Make action the focus One of the most common things that thwarts lateral leadership is the inability to get people to take action. Simply getting others to say yes isn’t enough – even if they mean it. Ultimately, it’s action that matters and the best lateral leaders work hard to convert agreement into action. This means mastering the language of action and accountability – not just ideas and intent. Be the first to ask action-focused questions such as: “How do we make this happen?”, “What will get in the way?”, and “How do we make sure this doesn’t fizzle out after the first month?”. And then ensure everyone is crystal clear about what they expect of one another. As a rule of thumb, spend at least half as much time discussing implementation as you spent getting people’s agreement in the first instance.
SIMON DOWLING Simon Dowling works with leaders and teams, helping them to create truly collaborative workplaces. With a background as both a lawyer and an improviser, Simon is a pragmatic and engaging speaker. He is the author of Work with Me: How to get people to buy into your ideas (Wiley, 2016). simon@simondowling.com.au simondowling.com.au
DECEMBER - JANUARY | 25
BUSINESS by Stephen Johnson
Philanthropy and Human Behaviour – Radical Intervention and Innovation
According to Google, philanthropy is ‘the desire to promote the welfare of others, expressed especially by the generous donation of money to good causes’. Now, imagine that you are walking down a busy street in a mind of your own when from the peripheral you spy the brightly coloured and effervescent chuggers [charity muggers] hustling money on the street corner. If you haven’t made eye contact there’s still time to adjust trajectory to the other side of the street. Wait, what? Sigh. You’ve been spotted! Quickly rehearse script in head and pretend to look interested. ‘Me? Oh, hi! Yes, well of course I think
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it’s important to support [insert Good Cause]. Ugh, I’d love to donate but [insert shopping list of other important causes you’re financially supporting] but I’m not in a position to right now. [Awkward silence. Walksaway feeling accosted and annoyed at having to justify seemingly uncharitable self to a complete stranger]. Nobody wants to be seen as ‘this kind of person’. This scene describes the tactics of paid “charity” street workers (read: students) who are trained
to believe that they are carrying out a worthy task, improving peoples’ lives by conning Joe Public out of his money for this week’s Good Cause. Typically an agency takes a hefty cut of the hourly rate that the charity in question has paid for, whilst at the same time increasing profits by selling-on details of those foolish enough to actually stop and sign up. But here’s the thing – by adopting this approach charities don’t realise (or out of desperation choose to
ignore) the damage it does to their brands. There are currently around 600,000 notfor-profit organisations (NFPs) in Australia competing for the same donor dollar, the bulk of which are small, nonemploying organisations that rely on the voluntary contributions of members. Institutional philanthropy is in-crisis, trapped within an unsustainable modus operandi that calls for radical intervention and overhaul. How charities evolve from often hostile and reactionary tactics
that lack context and vital human connection, to a place of conscious leadership and coownership that creates value across and increasingly diverse spectrum of stakeholders, will ultimately determine long-term sustainability or failure to escape the gravity of a dying institutional model. The situation is far more complex than people simply not caring. I coined the phrase comfy chair syndrome in the late 90’s – a context that refers to the psychological disconnect and inertia that occurs when charities cause bash unassuming citizens without context. Instinctively people want to help and in fact, many are actively engaged in causes giving of their time, money and influence. The underlying
problem is outmoded and irrelevant fundraising tactics that fall short of the positive impact they set out to create, leading to a deep-seated avoidance and lack of support. I’m no stranger to this context. For the past 20 years I’ve been engaged in a professional and probono capacity as a social movement architect and strategist on large-scale health and environmental initiatives, spanning the Alliance for Climate Protection Live Earth, United Nations World Malaria Envoy, California Public Utilities Commission Engage 360, and World Wildlife Fund Fight For The Reef, just to name a few. Notwithstanding, each of these organisations sought a movement approach when millions of dollars of investment
into traditional campaign mechanisms failed to affect behaviour change. Interestingly, whilst these programmes varied in quest and scope their remit was always the same – mobilise a critical mass of awareness, advocacy and engagement to catalyse donor support. To sustain involvement of this calibre is no mean feat and requires more than a lacklustre cause campaign devoid of vitality, force and conviction. Having spent more than a decade in a global agency at the forefront of digital innovation and social marketing, I have witnessed the launch
[consumers, donors et al] by numbers and without context is akin to launching a rocket with a faulty guidance system. Ubiquitous social media and social networking have certainly made it easier for marketers to adopt a more human approach, however the reality is campaigns are media-driven, costly to maintain, and not proven to drive loyalty. Statistical analysis, demographic research, creative design, channel planning and media buy are all attempts to predetermine outcomes. At campaign go-live the control tower observes the rocket launch into the stratosphere, anticipating
The reality is campaigns are media-driven, costly to maintain, and not proven to drive loyalty! of hundreds of these types of campaigns and it was in this context that I began to realise something was inherently wrong with institutional philanthropy. Consider that the seekand-destroy approach of targeting people
and hoping like crazy that it will fly true and without incident toward its intended target. Does this behaviour seem somewhat insane to you? Regardless of whether your organisation is a non-profit, corporate institution or DECEMBER - JANUARY | 27
BUSINESS by Stephen Johnson
grassroots community, the point I’m making is that marketers don’t have a crystal ball and neither are they able to control the environment of a campaign once it has launched. There is a lot that can cause that rocket to falter, economic instability, simultaneous competitor campaigns, industry aggressors, and negative peer-to-peer reviews. In other words, no amount of deal persuasion or content optimisation is going to defy campaign gravity once your rocket has launched, notwithstanding the vast amounts of energy and resource required to keep that rocket in the sky. When the fuel [media budget] runs out, the rocket comes down and said cause has zero visibility. The solution isn’t a shinier, more technologically advanced rocket. A self-sustaining system and essential set of tools to transform engagement, growth and impact is what is really needed. Co-creation is the answer – an approach that is less about timing and more about context and establishing a replication system to empower people to participate individually, whilst at the same time visualise the impact of their involvement on a grand scale. This is where campaign-driven advertising falls short. The difference with a movement is that people are emotionally invested and give it life and meaning through storytelling. It’s a living, breathing, process of initiation and transference that creates a ripple and keeps expanding. Co-creation is the essence of a movement – empowering autonomous, yet highly connected and interdependent action. A movement is a living, breathing, process of initiation and transference that creates a ripple and keeps expanding. Whatever your cause or business, learning how to co-create effectively is a more considered, cost-effective, measurable and sustainable model for growth, and smarter, more agile system and strategy for engagement. Organisations who authentically embrace co-creation will write the future and ultimately, become the true heroes of industry. Will yours be one of them?
STEPHEN JOHNSON Stephen Scott Johnson is an innovation and culture transformation expert with 20 years experience in global business. He has worked with hundreds of people and organisations to transform their impact. Stephen is the author of two books: Co-Create—Culture Of Innovation By Design And Emergent—The Future Of Culture (Wiley 2017). stephen@stephenscottjohnson.com stephenscottjohnson.com
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Sometimes you win,
Sometimes you learn.
BUSINESS by Margot Andersen
HOW
‘PEOPLE FIT’ IS YOUR BUSINESS?
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The wrong person in the wrong place = Regression The wrong person in the right place = Frustration The right person in the wrong place = Confusion The right person in the right place = Progression The right people in the right places = Multiplication.” - John C Maxwell
A
s business leaders we all know the impact of ‘people power’. All too often they are the key to
As leaders there are three fundamental people questions we need to answer if we are going to build healthy, fit and thriving businesses: What can our people do?
winning and performing great work or
What do they want to do?
conversely they are the greatest source
Where do they best fit in my team or business?
of pain, frustration and angst. Sure we
For many managers and leaders there still exists an enormous reluctance to engage in the necessary conversations that provide these answers misunderstandings, confused expectations, individual sensitivities, lack of trust and uncertainty about business directions all form a part of this reluctance.
need great systems and good processes but without the right people, in the right place at the right time, our businesses and teams will never realise their full potential. As leaders one of our greatest challenges is completing this people puzzle and doing so in an environment that is ever changing. Just when you think you’ve got it right something happens that requires a pivot, shift or sometimes even a complete turn about. Whilst it’s one thing for us to know and recognise this, taking your people on this journey is another thing. The reality is we are all under constant pressure to manage change, do more with less and find new sources of competitive advantage, so truly understanding the capability, ambitions and motivations of our people has never been so important. Failing to do so sees us not only risking ‘business vitality’ but also stability, opportunity and return.
The reality though is that if we don’t acknowledge or truly understand what our people can do, want to do and where they best fit, the following scenarios tend to emerge: •
Individuals who are in the wrong place at the wrong time will under-perform
•
High performing employees who are looking for fresh challenges will begin to coast along
•
Outstanding employees who are often deemed to be critical to future success, will leave in search of other opportunities
All scenarios are problematic and unfortunately are often not addressed in a timely or appropriate manner because many of our managers simply don’t know how to have the ‘career chat’ in a genuine and authentic manner.
DECEMBER - JANUARY | 31
BUSINESS by Margot Andersen Whilst performance reviews tend to highlight this contribution and value retrospectively, Career Conversations focus on future contributions and help employees and businesses align this contribution for mutual success. So what are the keys to conducting successful Career Conversations? Preparation: Preparation as they say is the key to success. In order to maximise the time and opportunity it is critical that both managers and employees are given time and practical frameworks to with. These frameworks should allow for individuals to reflect, plan and discuss their contributions and ambitions and explore how they align to the needs of the business. Communication: Given that trust and transparency are built over time and through active collaboration and positive interactions only reinforces the need for regular communication. The adage ‘you have to give a bit to get a bit’ certainly rings true. Sharing your business objectives, challenges and opportunities will help individuals explore how their background can compliment what is required. It will also help them set realistic career goals and drive career and role ownership. Accountability: In order to ensure that the conversation doesn’t remain just that, it is important to conclude any meeting with a clear plan that has mutually agreed actions, timelines and milestones. This will also ensure that all follow up dialogue is relevant and action orientated and further demonstrates the importance and value placed on defining and supporting career ambitions and progression. Follow Up: Regular conversations are crucial to ensuring your employee’s plan is moving forward. As well as offering opportunities to provide or gather support, they also consolidate purpose and strengthen relationships. It is also worth remembering that informal conversations can also add enormous value. With our people being our greatest source of business vitality, failing to understand what they want to do with their careers is risky business. Organisations can all too easily find themselves in jeopardy of not only losing talented people but also risking disengagement and lost productivity and opportunity. Conversely businesses that actively promote and create a culture of individual career management are far better positioned to succeed as they not only attract, engage and retain the brightest people in the marketplace, but also help individuals take ownership of their careers and success.
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MARGOT ANDERSEN Margot Andersen is a global careers and leadership expert. She is the owner of talentinsight – a management consultancy specialising in the optimisation of careers, performance and business workforce planning solutions. Margot is also founder of Insync Network Group, a rapidly expanding network that supports expatriates and their spouses as they return from living and working overseas. Working to align careers with talents; and ambitions with opportunities she and her team provide mentoring, training and talent advisory services. margot@talentinsight.com.au
talentinsight.com.au
BUSINESS By Emily Verstege
I’M BRINGING HUMAN BACK
O
ne of the great pleasures in my life is sitting with smart, savvy business women and talking—really talking—about our work, our lives, and the challenges we share. Often, these conversations take place as part of the LBD Group’s monthly Exclusive Dinner Series. Although there’s always an agenda, it’s hard to predict what will come from the discussion: though you can bet your life it’s going to be brilliant. You can also bet your life on there being a theme. Recently, the emerging theme was humanity. We spoke about what it means to be a human: how it’s messy, mixed up, illogical, often teary and increasingly frazzled. Sitting around the table, we shared stories about our experiences, which are the very essence of being alive. As we talked—candidly and with no holds (or expletives) barred—something amazing happened. The warmth and connection in the room just skyrocketed. Here was a group of wonderful humans just being honest about the experience of being human.
We’re keeping up appearances. Scroll through any of your social media feeds and you’ll start to feel the burn of appearances. Here, an always-clean, well-behaved child. There, a green smoothie with extra wheatgrass shot. And over there, another awards night with super glamorous hair and make up. Repeat after me. Appearances are deceiving and rob us of opportunity for connection.
2.
We lack confidence. It takes courage to say, ‘I’m not doing well, and this is why.’ And it also takes bravery to sit with someone who’s not okay and listen (no, really listen) to how they’re feeling. Remember, tears and mucous are part of being alive: that’s why tissues were invented. Practice getting comfortable with emotion.
To put people at the centre of what we do.
It got me thinking: why doesn’t this happen more? Because it absolutely should. I reckon there are four reasons we miss the opportunity for moments of humanity.
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1.
3. We don’t understand our power. When problems are complex, or emotions are supercharged, many of us forget that just by being present, we can actually make a really big difference. It’s the basis of helping professions, like counselling.
4. We don’t get how it fits our business as usual. Too often, we think, ‘but I’m an [insert important professional title] and I work in [insert paper-pushing role]. This has got nothing to do with me.’ Wrong. It’s got everything to do with you.
Much of my work is a policy analyst. In that role, yes, I push a lot of paper and get an important sounding title. But what’s incredible is that there’s also a lot of humanity. In my role, I’ve spent privileged hours listening to stories told by people who are homeless because of a chain reaction of really bad luck. I’ve spoken with women who made the decision to walk away from situations of incredible mental and physical violence, leaving their family a little bit safer but a lot poorer. I’ve sat quietly as parents poured out their hearts about their child’s diagnosis of severe, life limiting disability. Across these deeply saddening stories, what’s common is how much of a difference humanity makes to the outcome. People in the throes of extreme vulnerability or crisis remember humanity It matters. The newly single mum remembers the community support worker who made sure she had some vouchers to buy her children’s schoolbooks and shoes. A person who’s tried everything they can to find employment remembers the Centrelink officer who sits quietly while they cry their heart out, and then systematically cuts through every piece of red tape required to get some benefits flowing. A friend of mine is a ‘turnaround’ expert: sometimes she is all that’s standing between a struggling business and the street. Technically, she’s working to provide strategic accounting advice; but she knows the technical aspect of her work isn’t as important as the emotional support she provides by standing beside them. I absolutely believe that it’s our responsibility—as business leaders and as human beings—to put people at the centre of what we do. I’m bringing human back. Who’s with me?
DR EMILY VERSTEGE Dr Emily Verstege is a technologist and strategist, who helps individuals and organisations simplify complexity. She’s passionate about putting people before technology to deliver better services. Emily is the author of the upcoming book, ‘It’s Persona(l). Building better public services through experience design’. emily@dremilyverstege.com dremilyverstege.com
DECEMBER - JANUARY | 35
BUSINESS by Renata Cooper
Startup Founder productivity
- foundations for growth
S
tartup founders and teams are often big on ideas and innovation but short on cash and time.
If you are like most entrepreneurs I know, there just isn’t enough time in the day. Productivity, in a busy startup environment, often feels like the pot of gold at the end of the rainbow – tempting, yet inaccessible. Advice on how to find productivity on the other hand is omnipresent. A simple search on Amazon’s books section for ‘productivity’ currently yields over 35,000 results. Where efficient teams and managers drive
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productivity in larger organisations, the productivity of a startup is very closely related to its leader. So how can founders create productive habits that help them and their teams on a daily basis? Founder’s link to productivity Unlike a well established business, founders, in addition to trying to make the startup a success, are also tasked with mentoring a young
team relying on them for critical decisions. How the founders tackle this decision making process could dictate how productive the organisation is.
It is crucial for the founder to take a few moments to see how their habits are impacting the productivity of those around them! Teams are also usually driven by the principles of the startup’s founder – those who like long lunches to the ones who don’t take a break, those that meet regularly to others who’ve banned meetings altogether.
While it is easy to forget structure and daily habits in the busy-ness of a startup life, it is crucial for the founder to take a few moments to see how their habits are impacting the productivity of those around them. Most founders are guilty of multitasking and doing too much at once. They need to remind themselves of one of my favourite quotes by Helen Keller – “Alone we can do so little; together we can do much”. Accomplishment and purpose driven I remember reading somewhere that if you define your self worth as
an entrepreneur by how busy you are, it’s time to find another lifestyle. We all know people who are extraordinarily busy, but never seem to accomplish anything. For survival, entrepreneurs need to be all about accomplishing results that matter for themselves, their team, and their customers. That’s productivity. While the systems, technologies, processes and guidelines are aimed at helping produce more in shorter timeframes are increasing daily, it’s important to question what it is that you’re producing. Pareto’s Law aptly states that, “80 percent of all outputs result from 20 percent of the inputs”. It’s not the hours a founder works, but the work they put into those hours. Think seriously about which 20 percent of your tasks will produce more results than the other 80 percent combined. And likewise, directly or indirectly, influence those around you to do so. Scaling a startup does feel like trying to climb Mount Everest. But, purpose is what will keep you going. If you get overwhelmed with the ‘how’, scale back and think of the ‘why’ and what works best for you. Surround yourself with problem solvers The very foundation of a startup culture is that of actively seeking to solve a problem or devise a
solution for a situation where it was previously lacking. Surround yourself with people who share this philosophy and empower them to be solution thinkers. It connects back to my earlier point about employees in startup requiring more direction – especially in early stages. Breeding a culture of getting them to identify the problems and thinking of presenting solutions from an early stage is critical. A Harvard Business Review article pointed out that the average startup founder worked close to 12 hours a day. This number decreased after the initial few years. The only people who really did seem to spend less time on their companies as time went on were entrepreneurs who had previously started other firms, this being at least their third venture. A few commented that they had learnt to delegate and to be less compulsive about every aspect of their enterprise. The key thing to note from this is how entrepreneurs, after a few years in the business, start to get more productive with their time. Those who learn the art of delegation and surround themselves with problem solvers are more likely to achieve this balance faster.
RENATA COOPER Renata Cooper is the founder of Forming Circles Global, a unique angel investment and mentoring organisation that predominantly invests in female-led technology startups. Committed to empowering women entrepreneurs, Renata has invested in over 100 national and global businesses, individuals and organisations since 2011. She is a member of Scale Investors and a muru-D mentor. info@formingcircles.com.au
formingcircles.com.au
DECEMBER - JANUARY | 37
BUSINESS By Karl Schwantes
POINT of
DIFFERENCE
I
f you have kids like I do, you will relate to their behaviour at the
end of a school year.
Having spent the year being taxed by assignments and extracurricular activities, they are worn out. Their patience is shortened and they need a break to recharge. School holidays arrive just in time, allowing kids to break the Groundhog Day cycle and refocus on their next challenge. So, as business owners and entrepreneurs, how do we recharge ourselves to ensure we are laser focused and our
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businesses are performing at their best? Just like our children, we need to take a break, take a step back so we can analyse our business. Work out what is working and what can we fix to ensure optimal performance for the coming year ahead. If your business is stagnating, have a look at changing the way you do things by pushing past the boundaries and leaning in to some new ideas. What could you achieve if you changed your mindset and made decisions based on anything being possible. My wife calls me the eternal optimist; I don’t just see the glass as half full, I see cookies next to the milk as
well. This is because I approach my business from a ‘What if?’ philosophy. I often step back, refocus and imagine what is possible if I simply go for it. When you create a pivot point in your business it can revitalise your business in ways that you would or could never expect. I recently relocated my diamond boutique to a new showroom in the Queen St Mall, Brisbane as I wanted to create something that simply didn’t exist in Brisbane or Australia. Like Sir Richard Branson – he looked at the airline industry and created an experience that he would want to fly on, I looked at the jewellery business and wanted to create a concept that would excite me every time I walked into it.
It requires a complete mind shift to innovate the business or industry that you are in. Just because it has never been done before is no reason not to try it. To be first in your industry to come up with an idea is not only incredibly satisfying but also inspiring. You only have to look at the Apples or Tesla’s of the world to see what happens when you push beyond the barriers of STANDARD. Today I believe that we are moving from a transaction style to an experience economy. The research today supports clients are moved more by experiences than just products alone. More interestingly, when wrapped in an experience, consumers not only feel happier about their product at the time of purchase but they feel more fulfilled long term. Apple is a brand that understands this concept exceptionally well. Apple knows that it’s how their products make their clients feel and the experience the brand creates that generates love and loyalty. One of the ways I looked to
that I incorporated was a scotch bar. What I found is that the whole sales process was radically changed when sharing a glass of scotch with a client. No longer was it a sales person talking to a client, it was just two people enjoying a drink and talking about how they could help each other. This new experience led me to create our very own Scotch club, which meets each month to appreciate different scotches. Since it began 5 months ago, we have had 200 members join and our events are oversubscribed. There is no hidden agenda with our scotch nights, just scotch lovers coming together to experience a drink they love in a stunning diamond boutique. We have now branched out to other events such as champagne nights, where ladies are pampered with champagne and jewellery cleaning services. Both events have been extremely successful for us, not from an event point of view, but from the sales that have
I think it is also incredibly important to be able to anticipate the future needs of clients. change the way we do things was to create a community around our business. When I was designing my new showroom, one of the new surprise and delight elements
followed in the weeks after the event. In addition to the events that we currently run for our clients we
are now running events for other businesses. The events all have the same core tenet of creating phenomenal experiences around jewellery. Our most popular event is our Diamond Master Class evening where guests are taught not only to grade diamonds in an hour and half but given greater knowledge than perhaps 90% of the jewellery store sales staff that you will run into. These experiences are delivered in a fun way that lets the businesses owners interact with the top clients or potential clients in a way that is memorable. The aim behind these events is not just to create a wonderful evening for the participants but also to help the business owners complete their strategic goals for the events. So far we have run these events for stockbrokers, financial advisors and recruitment businesses. Creating this kind of parallel community has totally changed the way clients view Xennox Diamonds, creating a stronger and more meaningful relationship with clients and partners. Future proofing the business is also forefront in my mind so when building our new showroom, I wanted to allow for technology that hasn’t quite been created yet. In the middle of the store we have a 65cm portrait touch screen plasma, which will become our augmented reality screen. What this means is that clients will be able to see jewellery on, in DECEMBER - JANUARY | 39
BUSINESS By Karl Schwantes
different colours and different diamond sizes, without trying it on. A simple pinch or spread of the fingers will change the size of the diamond. A press will enable them to see complementary pieces to complete the set, or add them to a wish list for their partners to purchase for an upcoming anniversary. I think it is also incredibly important to be able to anticipate the future needs of clients. Our new customised design booth, which has computer connectivity and a virtual camera, will allow clients who are not able to come into the store, to still have that Xennox Diamonds experience with a designer in the comfort of their home or office. In the future, I see this evolving into an oculus rift style experience. Allowing our clients from around the world to have a phenomenal experience around jewellery as if they were in store. Thereby removing the geographical barriers of a local market place.
You only have to look at the Apples or Tesla’s of the world to see what happens when you push beyond the barriers of STANDARD. I am extremely excited about the future, and how the client experience is evolving. The blending of new technology with old world craftsmanship in a way that gives clients an experience that is beyond their wildest expectations is something that I am incredibly passionate about. So, if your business needs a much-needed boost look to incorporate an experience element into your business. Choose something that you ideally love yourself, as it will shine through in the authenticity you communicate to your clients. For me it was scotch and diamonds, for you it could be something completely different. If you are struggling for ideas try and look at other industries as the best ideas rarely come from looking at your competitors. Remember what it was like when you were a child, and you wanted that ice cream? Don’t let anyone tell you that you can’t have it, go out and create a vision for your business that excites and invigorates yourself and your clients.
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KARL SCHWANTES As a national award winning jewellery designer, Karl has an uncanny eye for quality and uniqueness. Over the last 21 years, he has helped over 5,200 couples find their perfect dream ring. From diamonds, to creation and crafting, Karl is the ultimate guide when it comes to helping men create that perfect piece that their partners will love forever.. karl@xennoxdiamonds.com.au xennoxdiamonds.com.au
BRAVERY is striving to be a
CHANGE MAKER and to improve the way things are done
BUSINESS By Michelle Loch
p i h s r e d a e l e k a m o t w o H Leading people is not easy. Engaging people is hard….according to Gallup, only 30% of workers are engaged and that’s been the case for quite a while. Fostering collaboration is challenging…teams can be ‘connected’, yet the left might not know what the right is doing. Being nice doesn’t work…either your good nature is taken advantage of, or things get left to you to do. AND Accountability is noticeably absent… increasingly, YOU as the leader are the only person with a care factor. We are all aware of the rhetoric (truthful rhetoric that is) about the VUCA world and times of accelerating change – we get the message – but what can YOU do about it when things are as they
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are. How can you make leadership easier? The world of neuroscience continues to provide us with new perspectives that can help us to REWIRE the way we think, behave and lead the humans in our teams. And your people are ‘human’, so taking a human-centred perspective is the new leadership black! We have learned more about the human brains (yes, there are more than one…but let’s focus on the one that sits on your shoulders) in the last 25 years than in all of history, and this new knowledge suggests that we are getting quite a lot of our human interactions wrong.
This has implications for how we think, behave and lead – and we must now take leadership to a new level of mastery. On the pathway to leadership mastery, there are four key elements that, when combined create what I call a ‘Leader of Substance’ and Leaders of Substance have a deep understanding of human nature and motivation combined with a deep understanding of self – helping to make leading people much easier to manage. You are a Leader of Substance if… 1. You make things happen - getting stuff done is where the
rubber hits the road. After all, that’s what you are paid for. 2. People want to work with you – you have the personal and social skills to make people feel good when they work with you. 3. You influence thinking and behaviour – you understand the depth of influence you have over the brain connections of your team, and… 4. You facilitate, through powerful conversation skills, the insights and mental connections your people need to have to do great work with great energy.
As you build these competencies, you move through the stages of • Leader by Title…to • Leader in Training….to • Leader of Choice, and to • Leader of Substance.
Here are some ideas to help you REWIRE your leadership to develop leadership mastery. Help make things happen In today’s world of incessant distraction, you must develop the skills of focusing, of eliminating distraction, and the capacity to zoom in to the detail and then
instantly zoom out to assess the big picture. The brain focuses not by ‘focusing’, but by eliminating distractions relying on the presence of dopamine – your happy hormone. Supporting yourself and your team to stay in the ‘reward’ zone increases your capacity to get focused and get things done. Tip: REWIRE your focus. Take the time to value any effort or activity that creates a positive environment. Simply smiling more and helping your team laugh more will have an influential effect on your team’s capacity to do their best and get things done. Make sure people WANT to work with you People don’t remember what you do, they remember how you make them feel. The human brain is very sensitive to fear and threat, and today our brains are responding more
often to social threat (rejection, humiliation, uncertainty, overwhelm, lack of respect) with the same intensity as physical threat. We underestimate the significance in terms of frequency, intensity and the degree to which it compromises our capacity to think clearly and logically, and make good decisions. Tip: REWIRE your level of selfawareness. Be present to your own behaviour and it’s minuteby-minute impact on others that could be ‘threatening’. Understand and accept that when others are not responding the way you want, part of the problem could be you! Learn to facilitate insight in your conversations For people to grow, be motivated to act and be creative requires insight – the creation of new connections in the brain that ‘make sense’ of a previously unclear situation. Insights feel good and motivate us to take action. Insight can seem insignificant and seemingly obvious, but their impact is powerful. DECEMBER - JANUARY | 43
BUSINESS By Michelle Loch
According to Mark Beeman (Professor, Neuroscience, Northwestern University, USA) insight is more likely to occur in the brain when we: • are slightly happy • have a quiet brain • are reflecting inwardly • are NOT thinking directly about the issue at hand. Leaders who master the art of powerful questioning can create this ideal mental environment, thereby increasing the number of insights in their team. Tip: REWIRE the way you ask questions. Ask curious questions. Curious questions are those that neither you nor the other person instantly know the answer to. You can download a list of curious questions from this link. [hyperlink to come] Understand how to influence thinking and behaviour Understanding neuroplasticity has, in my experience, revolutionised the way my executive clients lead. Humans are walking collections of thinking and behavioural habits. These habits are built and ‘hardwired’ through the deliberate or random direction of attention. What you pay attention to strengthens the habitual connections in your brain, so you can effectively influence the wiring of your own brain, and the brains of others by deliberately re-directing attention to more useful places. When you influence brain connections, you influence behaviour. Tip: REWIRE your influence by paying attention to attention. Start to notice where your attention, and the attention of your team is focused. Is it on the positive or the negative, is it on the past or the future, is it on the problem or the solution, and is it focused in useful or nonuseful ways. Just starting to experiment with these few ideas will start you on your journey to harnessing more potential from your team.
MICHELLE LOCH Michelle Loch is a well-known Thought Leader, Speaker, Author and Mentor. She is an expert in Neuroleadership, an emerging field of study that takes the latest in social cognitive neuroscience and applies it in a practical way to the art of leadership. She is all about making leadership easier, with a passion for creating masterful leaders who have conversations that count. michelle@michelleloch.com michelleloch.com
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w w w. b r i n g h a p p y b a c k . c o m . a u DECEMBER - JANUARY | 45
BUSINESS By Deborah Lange
Playing and Pioneering to Create the Conditions for Business Vitality
T
he status quo on reviewing the health of a business often looks like a medical diagnostic looking
for the visible and measurable. We may look at numbers of clients, money in the bank, costs, turnover, engagement, then prescribe something to fix the“troubled” parts.
Challenges and Status Quo Responses Problem: Costly Mistakes Solution: Implement more procedures to stop people making mistakes Beliefs: We need to control people and tell them what to do Developing more procedures to “control” mistakes results in people feeling repressed and being forced into compliance, hence vitality declines. When people feel judged and are blamed for mistakes they feel minimised. This increases the fear of speaking up and hence we inadvertently increase a lack of engagement and cover ups.
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Resistance emerges from a lack of safety and respect. In a controlling, low trust work environment the only way people have a sense of agency is to resist change efforts imposed upon them, and create safety through the comfort of the way things are. We then say we have a resistance to change problem, and create a strategy to overcome the resistance. We unintentionally create dependence, low vitality and resistance. The exact opposite of what we want to create. Perpetuating the Problem These kinds of strategies are like giving an aspirin to someone who has a headache. If the person has a belief they should work “like a machine,” 18 hours a day, they will continue to have headaches and take aspirin. The aspirin does not “fix” the cause of the problem. If we review our invisible beliefs about the actions we choose, we will realise the actions attached to those beliefs generate stress. For example, we may unconsciously believe we are more are like a machine than a human being, without physical, emotional, psychological, relational, financial, and spiritual needs. We may also uncover a dependency belief about needing someone else to fix our problems, in this case, a doctor who prescribes aspirin. When we reconnect with our humanity, we increase the options for fostering vitality. We may take responsibility for starting a new sleep pattern, pursue creative activities or spend time enriching relationships, all vital for whole person well being. The more these activities are pursued
the more we experience a sense of aliveness that compels us to keep doing the things that make us feel good. The consequence, being headache free, and surprise, surprise, it is likely we will find more creative solutions surface from a state of vitality and well being, than when working hard as an “emotionless machine”. We will not need the aspirin anymore. This is “transformation”for well being and vitality. The first “aspirin taking” scenario is a simplistic, dependency, orientated solution that perpetuates the problem. The second solution generates long term, adaptive change. From the Individual to the Organisation “The Peckham Experiment” into Health Ecology conducted over 60 years ago, provides vital research into the conditions that create vitality. Dr Scott Williamson and Dr Innes Pearse designed an experiment to study how people created health and well being, spanning a 15 year period with over 1000 people. The central tenets to this study offer implications for vitality in health, wellbeing, creativity and productivity in business, community and family. The keys to vitality: • Safe, supportive, enabling environment • Freedom to be spontaneous • Non-judgemental feedback • Supportive staff versus intrusive and manipulative staff • Support during transitions The results of this experiment on families were astounding. Over a 15 year period there were: • No marriage breakdowns • No bullying and only one accident • Low interest in competition • High level collaboration and joint projects • High skills acquisition • Improved health and well being • Increased creativity What did the keys to the environment create?
DECEMBER - JANUARY | 47
BUSINESS By Deborah Lange Health, well being and vitality when people lived, worked, played and learnt together in a spontaneous, safe and trusting environment. What was critical in the Peckham experiment was the ability to allow confusion and chaos to reign as people learnt how to self-organise and co-create high trust and autonomy to achieve well being for themselves and the collective. GOOGLE implement skunk works for people to be creative, other companies like ATLASSIAN give people 20% of their time to do whatever they like within the business. Some Business Owners and managers, say, that is all very well for GOOGLE or ATLASSIAN, they need to be creative, we can not give people high trust and autonomy in banking, or insurance, or retail. The conditions for human vitality in business are not dependent on what business we are in. Every group of people that co-exist and work together will thrive and generate vitality if allowed to co-create the conditions for vitality to emerge.
The 2 elements trust and autonomy are the starting place, to enhance our capacities and create the conditions for vitality to emerge, as a living, thriving, dynamic process that becomes contagious by it’s very nature. “Trust Your Senses” and turn to wonder, to be a part of this new Renaissance of the human spirit, co-creating the conditions for vitality in business today.
Our current state of disruption is a great opportunity to pioneer and experiment with the conditions that foster vitality. This is consistent with the Peckham experiment, whose results said initially they were in a state of chaos as they worked out the best conditions to thrive. We have mountains of research spanning almost a 100 year period from Peckham, to the 2016 FORTUNE 500 Great Place to Work studies, and many in between. So what is stopping us? 9 capacities GOOGLE’s research found the key to vitality in teams was safety. Safety enables us to have the conversations we need with others and increase our social and society IQ. When we feel safe we can connect to and respond with a deep conscience to create better conditions for humans to thrive. When we do this in collaboration with others creativity emerges. In turn, we gain the strength to speak up and voice what has previously not been said, and as we are free to be spontaneous in response to unpredictable events around us, the velocity of our actions expands and our vitality increases. Vitality becomes contagious.
DEBORAH LANGE Deborah Lange is known for her ability to guide both individuals and companies to create the conditions for vitality. She helps create safety through the stages of chaos, to being enabled to adapt and co-create with mutual respect and freedom, enhancing our capacities to be creative and thrive. deblange@me.com deblange.com.
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DECEMBER - JANUARY | 49
noun
a current medium of exchange in the form of coins and banknotes; coins and banknotes collectively.
money
money:
MONEY by Melissa Browne
NOT BROKE
O
nce upon a time life was far more predictable. There was a well-trod path laid out in front of us and everyone understood what was expected. We would finish school, find a job, marry, buy a house and have children, at
which time the wife would of course stop working. Meanwhile the husband would work for the one company and retire at an appropriate age, accept a gold watch and receive the old age pension. It was like a roadmap, with each event rolling out in a predictable order. Today, this 1950’s fairy tale has been exposed as just that: a fantasy. The concept of ‘a job for life’ is extinct and most of us will actively seek out not just different jobs but different career paths at least once in our working life. It’s not just in the world of work that things have changed. We now
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anticipate there will be more than one partner for each of us and the term family includes couples with single children, single parents, child-free couples, childless couples, gay couples, friendship groups and more. There is also a growing awareness you don’t have to own your home and a growing suspicion there may not be an old age pension to rely on when many of us finally
reach retirement age. An age that is moving further away as governments scramble to find the funds to support an ageing population. We’re also witnessing a growing movement of people who are keen to seize the day, live for the moment and seek out experiences above all else. The primary focus for many of us is becoming how to enjoy the here and now and to let the future take care of itself, because we can’t
predict what three years’ time will look like, never mind 30.
I want my finances to give me enough options and choices so I can live in a way that brings happiness and fulfilment for the entirety of my life.
Sure, today’s stories allow for more freedom and opportunities than the stories of yesteryear, but the reality is, if you’re not making conscious decisions particularly when it comes to your finances, modern society can also be an extremely perilous time.
fabulous but broke.
That’s because with easy credit, the ability to spend 24/7, an unwillingness to be tied down, more uncertainty, more choices and less regard for future security, there is a strong possibility many of us will wake up one day and realise the ugly truth: we had a fabulous time for a period in our lives, but the rest of our time isn’t going to be particularly desirable. In short, we’ll find ourselves
I don’t know about you, but I’m not interested in being fabulous for a year or even a decade. I want my finances to give me enough options and choices so I can live in a way that brings happiness and fulfilment for the entirety of my life. The challenge therefore is to ensure we are making the most of whatever situation we choose or find ourselves in, for however long we may be there. To not simply
press pause until we get to the next stage – because there is no longer a traditional next stage. Instead to be truly present and make great financial decisions for wherever we happen to find ourselves - not only for today but for the future. To become mindful with our lives and with our money. That’s why we I believe, no matter where we are at in life, we need to seek out financial resilience. Now, financial resilience might not sound sexy or exciting, but it means wherever you end up in life you are able to land there without stress, worry and more importantly, with a whole host of options available to you. Financial resilience is about creating a lifestyle that is about more than simply being fabulous DECEMBER - JANUARY | 53
M MO ONNEEYY by Melissa Browne
in the moment, but broke next week. It encourages you to have the means to adapt and thrive, no matter what chapter you are at in life and no matter where your life takes you. Of course, to develop financial resilience you need to understand what you have to work with, to acknowledge where you are at and perhaps what you are unconsciously waiting for. It is more than believing your pay packet is large enough to pull you out of whatever hole you might find yourself in but instead it’s about working out what you want out of life and making a financial plan to get you there. And most importantly, to act on it. Two of the things I most enjoy about living in the age in history we do are the choices we’re able to make and the freedoms we enjoy. What is important is to ensure we don’t enjoy those choices and freedoms, only to discover further down the track our options are diminished because of the unconsciously bad financial moves we made along the way. Whatever your story, the most important thing you can do is to become the author of one of the details you can control within it: your finances. That way, no matter what type of story you find yourself in, you may not be financially buffeted, but you can at least be
MELISSA BROWNE financially ready for every page-turning moment of it.
Melissa Browne is CEO of A+TA (Accounting & Taxation Advantage), Director of Business at Thinkers.inq and author of More Money for Shoes and Fabulous but Broke. melissa@byata.com.au byata.com.au
e e r F w e i v e r r a e y o
tw
Are you hoping your accountant is looking after your business and saving you tax but you’re not really sure?
Why not take advantage of our FREE two year review. This involves us looking at your financials and tax returns for the past two years, suggesting any changes we might make and potentially saving you sh!tloads of money through tax savings or tweaks to your business. We’ve had an amazing response to this offer already and have saved or had clients refunded thousands of dollars. Why not take advantage too? To take advantage of this FREE two year review simply email Melissa at melissa@byata.com.au with two year review in the subject line and we’ll work with you to get started. Worst case scenario we use up a bit of time and we tell you that your accountant is a rockstar and they’re doing a great job. Best case scenario we save you thousands. What do you have to lose? Make sure you take advantage of our limited offer today
Blue Mountains 14 Barnet Street, Glenbrook NSW CBD 1803/168 Kent Street, Sydney 1300 692 228 byata.com.au It’s all about doing your numbers… with simplicity and style
DECEMBER - JANUARY | 55
MONEY by Louise Agnew
A
K C O R OLID S t n e m t s e Inv
Being restricted to how much we can contribute to our Super funds, we now need to be smarter about our strategy in this tax effective environment. Recently an article from a developer came out “siting scare tactics” around not having enough time to get money into Super before borrowing rules in Super change again. Investing in rental property was a clear winner on how to get ahead of the leverage curve without needing to keep adding large chunky sums into Super that so many Australian just don’t have available each year to contribute. So property would be the only way forward to leverage and cash in on the incredible tax incentives that Super provides. The main distinction lies in the 15% tax on income, as well as the 10% CGT or no CGT in pension phase. These two incentives combined can add several hundred thousand dollars as a result at the end game in your super come retirement. But there are several clever ways to take
K
advantage of this now, ensuring you can enjoy the upside of this reform for many years to come. Rental Property investment seems like the Holy Grail of investing to Australians, but you need to have a well formulated approach to be successful. At LyfeGroup, Jason Agnew has been sourcing stock directly from QLD developers for over 8 years and knows exactly how to source the DIAMONDS in the ROUGH versus much of the “spruiked” brand new property out there. He sources, boutique, under value stock just like any good fund manager would. Surely this is the type of expert you need on your side when trying to decide from so many SHINY other properties that are being sold off the back of low valuations and high commissions. After all as we believe it’s all about the numbers, if they don’t stack up, walk away. Could you honestly do that yourself if you “fall emotionally in love with a certain property”. Eliminate the emotion and rely on a property specialist to make this a financial investment as opposed to a lifestyle choice. This list is LyfeGroup’s top 10 tips that will help you on your way to property investing success. 1. Get good advice first - If you see a financial adviser first before a broker, real estate agent, the bank and your accountant you will stand a much higher chance of finding the right strategy to implement your property plan (or larger property portfolio). 2. Understand your cash flow now and for the next five years - Without some surplus funds, a steady ongoing income stream and a well-planned out property strategy, your property could be more of a burden than a blessing. So take the time now to consider all the options and map out your cash flow for even the worst-case scenarios. 3. Think about your tax options - Do you need to save tax? If tax is your main motivation, then maybe consider a few other strategies, like salary sacrifice instead. You need to be sure you are not investing for the wrong reasons and be honest with your reasoning. Tax variations can ensure that your tax refund is paid out to you monthly, which helps ensure that your affordability is in check. You can have this money held in your offset account, helping you make more payments on your mortgage rather than with the tax department until they release it to you. 4. Consider buying off the plan - Depending on your strategy, think about buying off the plan. Either a high rise located within a 6km radius of the city or house and land blocks in growth corridors around large cities with infrastructure and good stable rental income. This will provide you with the ability to get some growth in a rising market before completion. DECEMBER - JANUARY | 57
MONEY by Louise Agnew 5. Do the numbers so you know the risks - You need to crunch the numbers to know where you stand. Know what Loan to Value Ratio (the value versus the amount needed to borrow) and Debt Services Ratios (the income required to service the loan) are. Figure out your borrowing capacity and learn how to keep Lenders Mortgage Insurance (an insurance on the bank loans that the bank charges if you lend over 80% of the value of the property) to a minimum. Capitalising it, if need be but always ensuring you can service it and that your rent will steadily increase over time. Ensure your surplus cash savings buffer will cover any weeks of lost rent.
10. Curb obsession - Once you get bitten by the property investing bug, it can be hard to let go. But you need to make sure you have a balance between work, investing and your life! So be careful not to let it become an obsession. Once you start understanding property investing, it can be a lot of fun. Hopefully, the next investment property will come along at the right time, now that you are better equipped in understanding when and where to buy.
6. Follow a tried and tested methodology from an expert property strategist - Why learn the hard way? You can use the right business model for your objectives. This will help you with those things that you may think you know, but are not absolutely sure of. You don’t know what you don’t know so beware and ask for advice. But beware of property strategists touting get rich quick schemes. Ask your friends and family if they know of anyone who is successful in investing in property. Then get in touch with them. 7. Vision - Vision is something that most investors need. This is paramount to ensuring you can have a long and healthy relationship with your investment decisions. Consistently having your eye on the prize will help ensure things go well for you. Limit your emotional decisions and be led by the facts, the numbers and the investor mindset. 8. The eight step property criteria - Do you know the 8 things to look for when buying a property? There are books on this and any property adviser should be able to provide you with the details. One worth noting now is Valuation – these often come in short on off-the-plan properties, so be aware of it, it does not mean that’s all the property is worth. A property is worth what someone is willing to pay for it, for example a property might be up to $60,000 short because a bank is “debt heavy” in one area. You will need to look at other options at this point which will help you assess this so you can comfortably continue with the process. 9. Review and renew - Only you can decide when it’s time to review your investment, but my suggestion is annually or when the tenants renew or change. If you have long term tenants then ensure you still consider your refinance needs, structuring and level of rental income is keeping up with the market.
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LOUISE AGNEW Louise Agnew is a Director of LYFE Group, speaker, financial strategist and author of ‘Worthy Women – stories to inspire financial confidence and success in your life’. LYFE Group is also our newest supporting partner, here at GLOSS. louise@lyfeproperty.com.au
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For a very limited time when you purchase your first or next investment property in Queensland through our team at LyfeProperty, you will receive a stunning diamond valued at $5,000rrp! The LyfeProperty team – who proudly deliver a sparkling service, helping you choose the right investment for the right strategy, making you the property expert you dreamed of becoming and building your family wealth one property at a time. Contact Jason on 0414 168 326 or email jason@lyfeproperty.com.au to learn more. Smart decisions should be REWARDED! So go on ROCK Your World! *Terms & Conditions Apply
Offer extended to 31st December 2016
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pronoun
used to refer to the person or people that the speaker is addressing.
you
you:
YOU
by Linda Gunek
Where were you born and where did you spend your childhood? I was born in Ryde, NSW in June 1966.
Tell us more about what you do? The consensus from
My parents emigrated from England in 1956 as 10 pound poms. My father spent his first 5 years in Australia working hard to save enough to build his first home in Ermington, NSW. When I was 4 years old, my father had just finished building his second home on 5 acres in Kenthurst.
the general public (generated through online information mediums mind you) is that the magazine industry is dying. Not true! Niche publications are doing extremely well, both in print and as digital versions. Providing information that can be trusted to a highly targeted audience is very much in demand.
I had an idyllic childhood, living in a beautiful home on an acreage, having great friends at the local public school and through my parents’ community involvement, developing a lifelong love of animals - dogs, cats, budgerigars and guinea pigs. At the age of 11, my very own horse was delivered to my front door on Christmas morning as a surprise.
So, I now run a thriving graphic design business specialising in print and online magazine production employing 3 permanent staff, as well as publishing my own magazine, Sydney Hills & Hawkesbury Living, which is the only premium publication in the lucrative Hills and Hawkesbury shires in NSW.
Things went awry for quite a few years from the age of 13 when my parents divorced, splitting my time between parents who both fortunately still in Kenthurst where I lived until I was 19. I then moved to Dee Why, North Sydney and then to Cammeray before marrying in 1990 and settling back in the Hills in 1993.
Where did your professional dream begin? I started my first career as an Executive Assistant for various companies, ending up as PA to the Marketing Director of Tetra Pak. During my time there I became interested in graphics. I left to have my first baby and after a year at home decided that rather than return to work, I’d delve further into the graphic design industry. I set up my own business after doing tutorials at night whilst my children were sleeping, learning Quark, Photoshop and Illustrator. I loved the software, it was magical being able to create stunning pages out of absolutely nothing. I managed to get quite a bit of work with local printers, one of whom was also a publisher, and after a few years working with his clients, he gave me the job of designing ProPrint which eventually became the leading printing industry magazine. That was where my professional dream started. I started designing magazines for other publishers and over the years working closely with them, their editors and BDMs. I became very knowledgeable about industry magazines and the strategies behind them. Having lived in the Hills for so many years, I dreamed of publishing a premium title for the area knowing in my gut that it was perfect for a niche publication.
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What have you learnt about yourself during your career? It wasn’t all smooth sailing though. An acute fear of failure, perceived lack of knowledge and listening to wrong people held me back from chasing my dream for many years. I’ve since discovered that I am very knowledgeable in my industry and that life is short. It’s too short not to “go for it” and, to fail because I didn’t try became my biggest fear. Most learn to overcome fear early in life, call me a late bloomer if you will but the point is I have finally overcome my self doubt and I’m now living MY dream..
What 3 key gems of advice would you share? 1. Follow your gut but do your homework before acting on it. There’s no excuse for failing to complete a SWOT analysis. The strengths will need to be run by a sample audience, the weaknesses are challenges you’ll need to overcome. The opportunities are boundless and you need to look at each challenge as an opportunity and consider the threats. Well there are always threats no matter what you do but if you’ve got guts and faith in your product and your abilities you’ll rise to the top. 2. Be brave. Close your ears to the naysayers, surround yourself with people you can trust to encourage you and go for it with your heart and soul. It doesn’t take long to get comfortable outside your comfort zone one step at a time is all it takes. 3. Ask for help or encouragement and COLLABORATE. Whether it’s help from trusted peers, mentors, even clients and collaborate with those building their dreams. It’s wonderful being able to bring others along with you on your journey. I’ve learned that everyone has a story and successful people often like to help those taking the risk of going after their own dream rather than helping to build someone else’s
In Her Words Linda Gunek
What are some of the mistakes you made and learnings from them? Mistakes? Loads! If you aren’t making mistakes, you’re not trying anything new. Everyday I make some sort of mistake and every day I learn new ways of dealing them. Fortunately I’ve managed to land on my feet and I haven’t hurt anyone (as far as I know). My biggest mistake was made over many years and 4 years ago the results came home to roost. After not looking after my health and as a result of some major traumatic life events, as well as putting myself last both physically and mentally, I fell into a deep clinical depression, sustained epic losses in my design business and lost who I thought were my closest friends. I was busy caring for everyone else and caring about what others thought or required to make them happy. I put myself and my needs last and ended up at the bottom of the heap in a very dark place.
What keeps you going? Faith, friends and family keep me going. Faith in God as well as myself, my friends, many of whom are relatively new but are backing me 100%; and my family. My husband is my rock. He doesn’t interfere but he is always ready to lend an ear without trying to “fix” it (unless I specifically ask him for advice). He’s run our household whilst I was buried in my depression and continues to support me in all aspects even though he has his own high-powered career. How lucky am I?!
What’s next in the journey of BRAND YOU? I’m working on becoming the local “go-to” person. I love to connect people and help them in any way I can on their journey. In order to give myself more credibility, I’m in the process of learning to take better care of my body. I lost respect for myself and my body many years ago and I’ve realised that in respecting myself, others will find it easier to respect me. This is happening in many ways... I’m learning to say “no” to self-serving people, to unhealthy food choices and to other’s negative opinions. I’m learning to say “yes” to helping those that respect me, “yes” to exercise (that’s a daily struggle) and “yes” to trusting myself. Publishing is a very public career where I find myself in the limelight often so when the lights are shining I want to be comfortable being there - no self doubts, for any reasons, whatsoever.
Your favourite things: * Destination: Europe - Italy, France and UK. * Drink: A dry white wine. * App: Podcasts - VistACity.
LINDA GUNEK Linda Gunek is Publisher of Sydney Hills & Hawkesbury Living magazine, a dream that has finally come to fruition. In 1996 she also founded magazine production company, Magazines byDesign. linda@bydesigngraphics.com.au
If you were a hashtag what would it be?
#ontheothersideoffear
DECEMBER - JANUARY | 63
YOU
d r o W r e nH
by by Gwen Gwen Blake Blake
I
Where were you born and where did you spend your childhood? II was born in Canterbury in the very South East of England. We had everything we ever needed but nothing too fancy – my parents are very down to earth Scots and did a great job of keeping my sister Jae and I’s, feet on the ground whilst giving us a rich and diverse start to life. We spent a lot of time holidaying in Scotland and frequently swapped houses with families in France and Holland, allowing us to dip into foreign cultures and make friends overseas.
tion at our office Team Collabora
I went to university in Bournemouth, a coastal town, known for its beaches and good climate - as close as England gets to the Australian lifestyle.
Where did your professional dream begin? I I was always fascinated
by business and entrepreneurship at school. I created adverts in art class and was that annoying kid who had a new ‘business’ every week, flogging friendship bracelets, manicures or homemade sweets to my classmates. Sadly, the highly academic school I was at didn’t identify that as a strength or embrace it in any way, so I left and went to a college a bit like a TAFE at 16. Here, I was able to take a serious interest in marketing, thrive at it and realise I could make a career out of it. Somewhere along my marketing career, I realised that branding and design were the area I had a natural affinity to.
Tell us more about what you do? My company, Boxer & Co. creates branding and packaging design solutions for FMCG companies. We work for companies like Woolworths, SunRice, Nestle, Rafferty’s Garden and Pfizer as well as helping entrepreneurs to create new brands and products and get ranged in the supermarket. d then es in for a visit now an m co ho w er op Co t Mee Dog Friendly Office.
We breathe personality into brands using graphics, photography, illustrations, typography, colour and words. Over the years that we’ve been doing this, we’ve developed our own unique process that we follow rigorously for every project. We use a trends-based methodology and take a deep, deep dive into relevant categories both locally and globally. We consider semiotics and heuristics, the sales environment, the mindset of the customer and a whole host of other factors that ensure we arrive at a strong and unique strategic position from which to design branding and packaging.
What have you learnt about yourself during your career? If I
really want it, I can really get it! I’ve surprised myself at how dog-headed I can be when something really makes me tick.
e Packaging
Some of th
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we do
ds
d
t
I
e k a l B n Gwe
What 3 key gems of advice would you share? 1. Specialise! Nobody wants to work with a ‘Jack of All Trades’. Know what you’re good at and narrow your target market down further than you feel comfortable doing. When you go down narrow corridors, you only find new doors to open.
Our Meeting room
2. Trust yourself. If you have a hunch something should change, make sure you speak up. I’ve kicked myself in meetings too many times, wishing I had spoken up about a proposal or design 3. Hire Above Yourself. If you really want to grow your business, you need to hire people you trust who are better than you and let them get on with their job within a framework you set out. You can’t be the best at everything.
What are some of the mistakes you made and learnings from them? I once went into business with the wrong person. We hadn’t spoken enough about what we wanted out of our joint business and what we were prepared to put in. While we were able to brush over that for the first year, it soon became a bigger issue and took a bit of money and effort to get out of.
What keeps you going? My awesome husband Stephen and our two hilarious kids. The network of inspirational and like-minded friends that we have here in Sydney. The next big business win and rewarding ourselves with awesome family vacations.! What’s next in the journey of BRAND YOU? Honestly, I’m just so happy doing what I do and feel there’s so much more work to do in the space we’re in. Brands need to continually develop and redevelop to stay relevant. This last year has really seen us upping the ante and working with bigger brands. There’s so much more scope in this area and my company and I are ready for it!
Your favourite things: * Destination: You just can’t beat Fiji for its chilled-out Bounty Island vibe and proximity to Australia. The speed from which you can leave your desk and be lying next to a beach, rum cocktail in hand is magical. * Drink: A South Australian Riesling or an Elderflower Cordial when I’m behaving myself (it’s rare!). * App: Facebook. I know it’s dull, but it allows me to stay connected with friends and family at home in the UK and has made a humongous difference to us settling on the other side of the world. If you were a hashtag what would it be?
GWEN BLAKE Gwen Blake has made a career of building brands from the ground up. With a marketing career spanning almost 20 years, she has managed brand and packaging design projects for some of Australia’s best-known supermarket brands and fastest growing entrepreneurs. She is the author of the straighttalking book ‘Packaging A Punch’, a beginner’s guide to creating packaging that stands out and gets purchased. gwen@boxerandco.com.au
boxerandco.com.au
#findthepositive
DECEMBER - JANUARY | 65
YOU
by Jacqui Walford
W er
H In ui q c
Ja
s d r o
Wa
rdWhere were you born and where did you spend your childhood? o lf
I was born in Christchurch, New Zealand but spent most of my childhood in Brisbane. I have fantastic childhood memories of Matilda the Kangaroo, Expo 88 and my Nan taking my brother and I to wonderful Children’s Theatre productions at the Brisbane Arts Theatre in the school holidays. My Nan was 102 when she passed away in 2012 and will forever be one of the strongest female role models in my life. My family is full of strong females. My mother has a PHD in Public Health.
Where did your professional dream begin? My Nan was theatrical and sang, danced and acted, at different times in her life so I inherited an ability and passion for acting that I pursued in my early career. I did do some stage work and professional film and TV work. Nothing really major, but I enjoyed it. I found that I also enjoyed writing and directing, so I wasn’t sure where it was all going to take me. I completed a Masters in Marketing and PR which I absolutely loved, so I started working in marketing, particularly for professional services, legal and accounting firms.
Tell us more about what you do? I am now a Marketing Director for a national accounting network. I love leading a team and marketing for accounting services is a really interesting environment. I find that I still use my acting skills, like when I’m presenting. The one area I really enjoy is internal branding and aligning your employee engagement activities with your external branding, so staff are delivering on the brand promise. In a service environment, where our staff members are our brand, having them fully engaged is critical. What have you learnt about yourself during your career? Wow, where do you start? I learn all the time. I’ve learnt to back myself. My ideas are just as good as anyone else’s, so now I will always speak up. I don’t let people intimidate me. I can tell when someone is trying to trip me up, or get some kind of reaction, and I find that those people generally have some kind of issue or pressure from somewhere else that has nothing at all to do with me. I have also learnt that in a traditionally male-dominated industry, particularly at the senior level though gradually changing, I can be myself. I don’t have to be ‘blokey’ to fit in. I have always just been myself, dressed the way I dress, openly communicated when I just have a gut feeling about something and often said to my boss “just trust me”. Thankfully, he has.
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What 3 key gems of advice would you share? My number one is to start developing your network really early on. You never know when you might need something from someone or be able to do something for someone else. There are particular times in your career when a really strong network comes into its own. Mentors are critical and the more people you find to learn from the better. I’d also encourage others to try and see the bigger picture. You need to learn to pick your battles. Sometimes it’s better to allow someone to make a decision that you may not agree with, because you need that person to remain an ally.
What are some of the mistakes you made and learnings from them? Don’t assume everyone can see what you see. It took me a while to realise that some of the initiatives I was trying to implement where actually just too much of a stretch for some people. The industry I’m in is generally quite conservative and risk averse and I have introduced ideas that I just couldn’t get support for. I have learnt to think about different ways to introduce ideas that make it easier for people to support.
What keeps you going? Making a difference. I love it when I can see the results of something I’ve done. The love and support of my beautiful family and friends. I have a really solid support network, with fellow LBD members included.
What’s next in the journey of BRAND YOU? I’m developing my IP in the brand alignment and engagement space and I have plans for all of that in the future. I’ll continue to work in professional services/B2B marketing and further develop my marketing leadership skills
Your favourite things: * Destination: I have a few favourite places in Europe, Florence Italy, Chamonix in France, but I have trip planned for next year to visit Prague, which I am really looking forward to.
* Drink: Strawberry Daiquiri. * App: Pinterest. If you were a hashtag what would it be?
JACQUI WALFORD Jacqui Walford is a marketing director, brand strategist, actor, and presenter. She specialises in brand engagement and reputation management. She has over 20 years experience in marketing communications and strategic brand management. She is passionate about employee engagement,through internal communications and internal brand campaigns, delivering on the brand promise. jwalford26@gmail.com
#LiveYourPassion
DECEMBER - JANUARY | 67
YOU By Kylie D’Costa
s d r o W r e H n I Kylie D’Costa
Where were you born and where did you spend your childhood? I was born in Sydney, but shortly after we moved to Tasmania. I spend most of my early childhood in a small town called Railton. I have fond memories of lots of land and farm animals. We moved back to Sydney when I was about 8 and have been here ever since.
Most of my childhood was taken up with school and every extracurricular activity I could fit in. I’ve always been a nerd and loved study and learning. Dancing was also a large part of my life right through schooling and into university. Where did your professional dream begin? I think I have always wanted to lead teams, and develop businesses. My first entrepreneurial venture was at 19, when I opened my own dance studio while I was at Uni. This was a huge challenge, but was successful for the 5 years I ran it. It taught me a lot about business – and very quickly! Shortly after opening the studio, I inadvertently fell into the corporate world, and quickly realised there was a challenge there that I enjoyed. My first Management role was a forceful learning experience, but taught me a lot. I was quickly introduced to Lean thinking which revolutionised my world and the way that I worked. Tell us more about what you do? Currently, I am a Business Improvement Manager at Boral, in their Metro Concrete division. I work with their customer service teams (including the call centre staff, allocators, production staff and operational support teams) to improve processes, communication and overall business performance, using the lean thinking philosophy. Change management and developing people are key components to the role which I love. I am also a Tupperware Manager, which involves growing and developing my own team, and directly selling the fantastic plastic! This is a great ‘alternative’ to the 9-5 corporate Kylie I have to be during the day. It’s fun, challenging and incredibly rewarding.
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What have you learnt about yourself during your career? I’m stronger, more resilient and more resou than I realise. Most of my career I have been jugglin work, study and extracurricular activities or busines ventures. Just when I think I can’t keep going, or th is too much to do, or I won’t make that dead line… I always get there somehow, with sanity still intact (mostly). What 3 key gems of advice would you share? 1. Don’t be afraid to say ‘I don’t know’ – when yo open yourself up to learning, you open yours up to opportunities. Just because you’re a lea doesn’t mean you have to have all the answe
2. Just say yes! There are some tremendous opportunities I would have missed if I let fear doubt win – just say yes and work it out later it till you make it!
3. Find a mentor – I had achieved a lot early on largely because I had someone who could gu me through the unknown, be an ear to listen be a slap back to reality when I needed it. Tha person/s will keep you grounded and keep yo learning. What are some of the mistakes you made and lea from them? Early on in my career I thought I had to know everything – I thought it was a weakness to s not sure’ or ‘I don’t know’. I thought as a manger, I w expected to know. In hindsight I laugh, but at the ti took me a while to realise it was ok to show I didn’t It also.
urceful ng ss here …….
ou self ader, ers.
r or r! Fake
n, uide n or at you
arnings o say ‘I’m was ime it t know.
What keeps you going? I love business transformation. I particularly like working in turn around projects. For me, that moment when some one ‘gets it’, achieves something new, or has a break through… that’s the reason I keep going and muddle through all the other stuff. That feeling of knowing you’ve helped someone (or perhaps a team) achieve something they thought previously impossible makes it worth it. What’s next in the journey of BRAND YOU? While Boral and Tupperware keep me busy, I’m keen to branch out and start helping other businesses on their Lean thinking journey. I’m looking to start branding “Kylie” as opposed to always working for someone. Bring it on! Your favourite things: * Destination: Lifou – a small island in the South Pacific – when you’re there, its like the world stops. Such a beautiful part of the world. We’ve been there a few times and each time we discover something new and beautiful. * Drink: Any cocktail with an umbrella and Vodka. Life is better with an umbrella in your drink! * App: Red stamp – love this app for sending personalised thank you messages to staff, friends or colleagues that go out of their way to help, or go above and beyond. It’s a little nicer than the standard Outlook email. If you were a hashtag what would it be? # justsayyes
KYLIE D’COSTA Kylie enjoys the fun things in life, like shoes and Tupperware! Over the years, working in numerous roles and business units at Boral influencing change and disrupting the status quo! Kylie has recently completed her MBA and stepped into Tupperware Managership (in my spare time)! kyliedcosta@yahoo.com
DECEMBER - JANUARY | 69
YOU By Kath Creel
Let’s Talk Computer Connectors and Adaptors. Composite - Single channel RCA (Radio Corporation of America) Expect to use this with an older style DVD player, VCR, camcorder video output, a set-top box or Foxtel box video output. It sends the chrominance (colour information) and luminance (brightness) along the one cable.
S-Video (separate video/ split video/ super video) (2-channel YC) Again this is used with older style DVD player, VCR, A camcorder video output, a set-top box, it just gives you a slightly better quality signal than using an composite video as it separates the chrominance and luminance.
RCA Composite A cable widely used in consumer (not professional) electronics for audio and video. The yellow connector connected the composite video, and the red and white connectors are for the stereo audio (red right speaker, white left speaker). VGA Component (Video Graphics Array DE-15) This 15 pin cable used to be the standard display connector (TV, LCD, projectors) on the majority of IBM computers and laptops. The analogue signal is separated into the red, green, blue, horizontal and vertical information of the video image being sent. It can carry high resolution video increasing the quality from a composite or S video. The connector style is still used but fading out due to the move to digital signal RCA Component - (3-channel RGB) A component or RGB (red, blue, green) analogue or digital video connectors. No audio. The signal is separated into the red, green, blue, horizontal and vertical information of the video image being sent. It can carry high resolution video increasing quality from a composite and S video. But rarely used anymore in display connections due to the introduction of DVI. BNC (Bayonet Neill- Cancelman) BNC is the connector that goes onto a coaxial cable and can carry any signal, audio and video, in either analogue or digital. Most commonly used to carry the SDI (serial digital interface) signal. This connector is used on professional audio video equipment because the bayonet locks on and does not easily come off. . XLR (analogue) or XLD (digital) XLR connectors also transmits component signals for professional audio, video, and stage lighting equipment. The connectors are circular in design and have a product range between 3 and 7 pins. Most commonly used in lighting consoles, microphones, PA systems. DVI (Digital Video Interface) - DVI-A (analogue) DVI-D (digital) DVI-I (analogue and digital) DVI is a digital cable that can carry analogue and digital video signals. It does not do audio. Generally it can be connected to any display equipment. But it is fading as a technology with Display Port and HDMI becoming the norm. DisplayPort/ Mini DisplayPort Display Port is an interface used to connect a digital video source (camera, recorder etc) to a display device such as a computer monitor, and it can carry audio, USB data. It is designed to replace VGA and DVI. DisplayPort can be compatible with VGA, DVI and HDMI. Display Port is not compatible with Ethernet. HDMI (High Definition Multimedia Interface) Full size/ Mini HDMI/ Micro HDMI HDMI is the most commonly used digital connection on hardware now. HDMI is a connector and cable capable of transmitting high-quality and high-bandwidth streams of audio and video between devices, and supports both audio and video data. It is has five types, but only three connection types are used for audio visual, with Type A being the most standard, and C and B used for portable devices. HDMI is compatible with DVI and Ethernet. Ethernet An ethernet connector and port looks much like a regular phone jack, but it’s slightly wider. Ethernet is used to transmit any digital data between two or more computers. This can happen over a local network, or via an external DSL or cable modem. There are many types of Ethernet standards but the most common is the 8P8C modular connector. WIFI and Bluetooth can replace Ethernet.
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E
very day in the events’ industry there is someone who brings to an event a piece of hardware (laptop, video
camera, mobile phone, hard drive etc.) and it will have a connection problem to the audio visual equipment set up for the event.
Whether you are an executive assistant, marketing guru, events manager, professional conference organiser, a speaker or CEO inevitably someone will get their AV connection wrong. Why? Because, along with the speed of change in the software use, there is an equally speedy change in computer and audio visual hardware. So let’s examine and understand the different hardware connectors and adaptors that are typically used at events so that you won’t be the one the day not hooked up right!
USB ports and cables are used to connect hardware such as printers, scanners, keyboards, mice, flash drives, external hard drives, joysticks, cameras, and more to computers of all kinds, including desktops, tablets, laptops, netbooks, etc. USB has become so common that the connection is available on nearly any computer-like device such as video game consoles, home audio/visual equipment, and even in many automobiles. Many portable devices, like smartphones, ebook readers, and small tablets, use USB primarily for charging instead of digital data transmission. Technology is always changing, and new adaptations coming into the marketplace. It is important to know what kind of connections you have, and what connectors or adaptors you might need. Most importantly it’s always best to have a good chat with your audio visual providers before going to an event to make sure that you are compatible and that there is a good understanding of your connection needs.
Every electronic connection has two fitted parts, a male (cable end) and a female (equipment port). Yes imagine sex. The male end slides into the female end to form a connection. A connector is the cable that connects two types of equipment with the exact same ports. An adaptor is the cable that connects two types of equipment with completely different ports. A signal is an electrical impulse or radio wave transmitted or received. There are two groups of signals transmitted in audio visual equipment – analogue and digital. Both groups transmit audio and video data but the difference is the technology. Analogue is a continuous electrical sine wave signal that has variables in strength (amplitude) and frequency (time). Digital is a uniform signal that is measured numerically in electrical pulses, most commonly binary (zero and one) which has just two states “on” or “off”. There have been dozens of signal standards and upgrades to cables and ports on all types of audio, video and computer equipment. But let’s focus on the most modern and common ones that are encountered in the events industry these days. Now before we begin, please pick up your computer/ phone/ camera/ video recorder/ hard drives etc. and have a look at its cable and port. Firstly we’ll examine the older, yet still used, analogue signal connectors and the hardware you can expect to use with them.
KATH CREEL Kath has a degree in visual communications from the Colorado Institute of Art. Her background includes teaching computer graphics at the Art Institute of Louisiana. Also Kath provided computer graphic instruction to Australian Consolidate Press, and event presentation design for Lend Lease. And now Kath is the part owner and marketing director for Impact AV Australia, an audio visual company in Sydney. kath@impactav.com.au impactav.com.au
DECEMBER - JANUARY | 71
YOU
by Jenny Brockis
Building
Connection and
Community with
Generosity. “I slept and I dreamed that life is all joy. I woke and I saw that life is all service. I served and I saw that service is joy.” - Kahlil Gibran
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W
hat is it that drives us to put our hands in our pocket to donate to a worthy cause or to saddle up in Lycra and put ourselves at sometimes not inconsiderate discomfort to raise funds for a charitable organisation? That good deed makes us feel good about ourselves and while we can sometimes choose to be more selfish in our actions or behaviour, it is because we are hardwired to be social and have a developed the capacity for what is sometimes called “pro-social spending”. Engaging in any activity that our brain finds rewarding, especially the anticipation of reward such as seeing the smile on a child’s face when opening a present or the expression of gratitude when donating a gift of food, clothes or toiletries to a person in need, leads to that happy extra squirt of dopamine that floods our brain and motivates us to repeat that activity. Helping others is something many of us do naturally and was demonstrated by Warneken and Tomasello in their studies of very young children to be well developed even by the age of eighteen months. As a child growing up in the UK there were two annual fundraising events I always looked forward to. The first was the annual Lifeboat appeal that my Mum always took part in. I never quite understood why lifeboats, though it may have had something to do with a great aunt who lived in Tenby, Wales who had some sort of connection with the local lifeboat association. The paper lifeboat pins were really funky and I thoroughly enjoyed shaking my Lifeboat shaped collection box to encourage all and sundry to pop a couple of coins through the slot. The second event was the Rotary Christmas Tree. Each year a freshly cut tree bedecked with tinsel and baubles was loaded onto the back of a trailer and hooked up to a loudspeaker system that blasted the local community with a special selection of Christmas carols sung by some angelic choir. Well, they might have sounded angelic if the sound system enabled clarity of sound as well as volume. I think many people donated, more to get us off their front doorsteps as fast as possible so that the sound would disappear more quickly round the corner into the next street, than because they thought the singing especially wonderful. But I was always struck by the warmth (mostly) of the smiles of those who chose to open their front doors
and share a couple of words of encouragement as we stood there shivering in our duffle coats, woolly hats and scarves waiting for them to fetch their purse. Coming home after an evening spent trailing behind a rather loud Christmas tree or gathering forty lifeboat collecting boxes to be sent off to the charity felt good. Encouraging children to develop a sense of altruism by perhaps donating a toy to the Christmas appeal at a shopping centre or spending time over the Christmas period helping out with serving lunch to the homeless or disadvantaged helps to develop empathy, a very human trait. Social connection boosts generosity. While that annoying phone call in the middle of dinner may get a less than charitable response, what determines our choice to donate or buy a couple of raffle tickets is the strength of connection to the person asking. That’s why when a friend tells you he or she has just signed up to shave their head, cycle 750 kms or sleep outside in the middle of winter we are much more attuned to donate and to a greater level than that anonymous person in a call centre. It’s that sense of connection that makes us feel happy. We give because of it. It’s much harder to say no to a friend, because we don’t like to be seen as mean or stingy. And because emotion is contagious, sharing a positive emotion creates that ripple effect for more positivity. That’s why if you’ve shouted someone a coffee or a friend paid for your lunch you’re more likely to continue to see opportunities to do a good deed for someone else. That’s why paying it forward works so well. It builds social capital. Work done by John Helliwell and colleagues from the University of British Columbia has shown how the level of social trust in a community determines our collective happiness and resilience in the face of crisis. Sticking together in times of trouble, helping each other out whether sharing food, blankets or volunteering benefits us all. Togetherness builds not only happiness; it brings out the best of human behaviour and assists in reducing associated stress or anxiety. Altruism contributes to the core fabric of a society.
DECEMBER - JANUARY | 73
YOU
by Jenny Brockis
Can we build greater altruism in others? While it’s tempting to play with the idea of slipping something into the drinking water to stimulate greater altruism and empathy in society as a whole, neuroscientists have been busy examining whether it is possible to help build empathy in those who have been exposed to desensitising situations such as being incarcerated in prison or at war. Their findings so far are encouraging. In one study the scientists used a non-invasive procedure called theta-burst Transcranial Stimulation to selectively numb brain activity in certain brain areas. Reducing brain activity in this way showed how this increases generosity by increasing ability to feel for others. While zapping a little extra transcranial stimulation may not be appropriate in the normal workplace, this does show that developing prosocial behaviour is something we can work towards, and according to neuroscientist Donald Pfaff in his book the Altruistic Brain “we have the brain circuitry that allows us to be sensitive to what others are thinking and feeling, to empathise with their suffering to care for their welfare, and to translate that information into compassionate action.” In other words, far from being wired to be selfish, we are “born to be good.”
Jenny Brockis Dr Jenny Brockis is the Brain Fitness Doctor and author of “Future Brain: The 12 Keys To Create Your High Performance Brain”. jenny@drjennybrockis.com drjennybrockis.com
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DECEMBER - JANUARY | 75
YOU
by Nikki Fogden-Moore
Your Health is your Wealth 4 Steps to stop procrastinating and start balancing your business and your personal vitality bank
Pop quiz: Is this current lifestyle trend of long hours, more devices for everything, driving, sitting, desk jobs, watches that do everything and more sofa time with 3 screens at once a reflection of:
I think what most high flyers get stuck on, is the HOW.
Lack of personal will power
I’m going to give you simple tips to get back on track with how you approach your vitality bank balance this year. To start treating your health with the same amount of importance as your wealth.
Personal accountability
How do I know?
Or all 3.
I know what it means to work hard and have a million and one things to do. Many years in advertising and branding internationally were hectic and demanding, then I launched my own business and I think it only got busier in terms of hours spent behind a computer, traveling, writing, thinking and sitting.
Just how society is
We all know that technology and life is on fast forward. However we also know WHY we need to build wellbeing into our day - daily. If you have no idea why, then send me an email and I can give you 10 very good reasons - one being in order for us to perform at our full potential our bodies must be performing and being at their full potential.
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It’s knowing we need to do more for our health as leaders and entrepreneurs, yet only a small percentage actually SUSTAIN the results and habits as part of their lifestyle.
Yet I have always maintained my connection and commitment to fresh air, fresh food and a fresh
perspective. Always studied more and more about nutrition, personal training and remained active all through my career. My mindset has consistently been about blending healthy, wealthy and wise. I‘m not a fan of inspiration without action so let’s express coach together right now: My challenge to you is not take on board any new fad diets, strict regimes or convoluted big idea wellness plans this year but instead to run your body like your business. To give your “health accumulation” the same attention you give your “wealth accumulation”.
4. CHANGE YOUR GAME PLAN TO SUIT THE NOW: You’re busy. I get it. So let’s build small incremental sustainable habits that you can easily integrate daily without turning your life upside down. Here’s your checklist:
And we can get started right now:
Grab a sheet of paper, pen and a few spare moments of peace and quiet 5 - 10 minutes will be fine:
T ake the stairs instead of the lift/escalator – at airports, train stations, malls, work, whenever you can!
ake it a new habit to get up at least 15 M minutes earlier to go for a short walk or do the Wake Up Workout indoors or meditate and stretch. BEFORE you do anything else. Got kids? Then rotate this with your partner/ spouse for morning and evening walks to build it into your routine. On shift work? Still get up 15 minutes early before you do anything else.
L eave your desk at lunchtime – avoid going down to the bowels of the building into the basement food court – how about bringing your own lunch or discovering something new outside above ground near your office. Investigate fresh food delivery if you are in an industrial area or whether or not you can pick up something on the way into work such as sushi and a salad with healthy protein.
hange your lunch habits. For example book a C walk and talk with a colleague and grab lunch on the way back then eat it somewhere quiet and uninterrupted. Not at your desk.
1. DEFINE THE GREAT: What does the best sustainable happy, healthy, well and nourished, mentally and physically agile you look and feel like? When you get up in the morning, when you look in the mirror, when you meet clients, spend time with your family, are out and about. How do you look? How do you feel? Take a moment and visualise what great is for you and write that down. 2. UNDERSTAND THE MUST DO’S: Write out a typical VITAL responsibility list of what you usually do each week and not the tasks and goals you set all the time and never do. I’m talking about the real nitty, gritty of your career, running your business, family, friends, your ME time and the VITAL elements you have to do. 3. DEFINE YOUR LANDSCAPE: Map out a typical week. Are you on the road a lot, mostly at home working, mostly in the same office? Create your lifestyle landscape, generally speaking. For the next 90 days to 6 months at least.
DECEMBER - JANUARY | 77
YOU
by Nikki Fogden-Moore
ou DO NOT need a gym. Use your body Y weight and try exercises that require no equipment. I have not had a gym membership for as long as I can remember. Here’s the WakeUpWorkout PDF for you to do – 15 minutes, boost your metabolism, build it into your day. It works, it’s a no excuses workout and it’s designed for super busy, very driven people like you. Just follow the instructions as they are written. Remember - Technique over time.
Please do not hesitate to reach out to me if you need a little 5min chat or reminder on what your Mojo may actually be and how to get it back. I’m just an email away. My new book FITPRENEUR The Ultimate Leader, How To Be The CEO Of Your Business and Your Life, will be out in February 2017. VITALITY the book is available on amazon or just head to thevitalitycoach.com. au/vitalitythebook for more information. For GLOSS readers click buy signed copy and use the code MOJO for 20% off.
e accountable – lead by example, remember B this is your one body – do not leave it another week to ‘get started’. If you are a parent, a leader in your workplace or your community are you setting a great example for others about balance, performance and healthy living?
Are you demonstrating that you appreciate your weekly life and make great choices for long-term health? If not – why not? Get started with the first 4 points above and you won’t look back. Need some motivation on how to get started then have a look at my MINDSET section to get ideas and tips. I am pretty sure nothing stated above is groundbreaking stuff – but I can absolutely 100% guarantee that if you apply these 5 elements your body, mind and wellbeing will change for the better with lasting results. All this without a gym or fancy equipment. Sometimes we lose our Mojo. It can happen over night or over time. I can tell you though, you will get it back and that self belief consistency and getting a real reason aligned with your goals is going to make it happen. The wonderful thing is that with very small incremental changes at work and home you CAN change your life, your health and your outlook. This article is written purely to help you shift your perspective. That getting fit, feeling mentally and physically agile can happen at any age and any stage of life or career. It’s never too late to look and feel your personal best. In fact, if you truly are a leader in business and in life then it is essential you put energy and effort into this part of your world.
NIKKI FODGEN MOORE Nikki Fogden-Moore specialises in working with high achieving companies and individuals to bring the ultimate vitality blend of business and personal success. Known as ‘The Mojo Maker’ she has over 25 years in health and fitness as well as branding, marketing and business. Nikki divides her time between keynote speaking, corporate vitality programs, workshops and private coaching. nikki@thevitalitycoach.com.au thevitalitycoach.com.au
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YOU
by Fiona Tuck
W
ith a lack of summer rays our Vitamin D levels can fall by up to 30% in winter. Vitamin D is produced when your skin is exposed to ultraviolet light (UVB)
from sunlight. We are therefore more prone to Vitamin D deficiency in winter or if we never expose our skin to UVB rays.
Vitamin D helps the body absorb calcium, keeping teeth and bones strong. It plays a role in keeping the immune system healthy and is thought to assist prevention of autoimmune diseases such as arthritis, multiple sclerosis and even some cancers. The best source of Vitamin D is daily exposure to sunlight. However, small amounts can be obtained through the diet with cod liver oil, salmon, sardines, mushrooms and dairy.
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The only way to diagnose Vitamin D deficiency is via blood testing. There are some signs and symptoms however to be aware of. If any of these seem familiar it may be wise to get your levels tested. Signs and Symptoms of Vitamin D deficiency 1. Flat or Depressed Mood Low levels of Vitamin D have been associated with a low mood and depression. The brain chemical Serotonin that helps us to feel good increases with exposure to sunlight and decreases when there is a lack of sunlight. This may be why many people feel sad in winter and happier in summer.
Vitamin
y c n e i c fi e DD
2. A Low Fat Diet Vitamin D is a fat soluble vitamin, which means if you do not include fats in your diet you will absorb less fat soluble vitamins. Malabsorption gut conditions can affect Vitamin D absorption. This includes gut conditions like Crohn’s, IBS and celiac disease can also result in Vitamin D deficiency. 3. Dark Skin Tone The pigment in your skin acts as a natural sunscreen. The skin requires sunlight to manufacture Vitamin D so if your skin has more pigment, your skin is more protected and you would need longer in the sun, to make adequate amounts of Vitamin D. 4. Aching Bones Chronic fatigue and fibromyalgia type symptoms such as tiredness, aching bones and muscles can be symptoms of Vitamin D deficiency. Vitamin D
helps the bones absorb calcium. If there is a deficiency of Vitamin D the bones can become weak resulting in aching bones. 5. Excess Sweating A classic sign of Vitamin D deficiency is excess sweating, particularly a sweaty head or hands. This can occur in children and adults. Low Vitamin D levels can be hard to detect as deficiency signs are easily missed. A blood test is the best way to check Vitamin D levels. If low, a supplement may be recommended until your levels increase to a satisfactory level.
FIONA TUCK Fiona Tuck is a Skincare Expert, accredited Nutritional Medicine Practitioner and a member of the Australian Society of Traditional Medicine. Fiona’s in-depth knowledge and insight into future trends within the health industry has made her sought after media expert. Fiona’s holistic approach to nutritional health is driven by her mantra -’Nutrition is the grass roots of good health’. fiona@fionatuck.com fionatuck.com
DECEMBER - JANUARY | 81
YOU
by Ondina Gregoric
The Power of Personal Presence Be seen, heard & remembered….. Presence is difficult to define, but it’s very real, it can have substantial impact on your career and life. Presence has everything to do with character and little to do with personality. Solidifying and communicating a clear presence is a skill that can be learned and continuously developed. Personal Presence is about getting you noticed, acknowledged and credited for what you do; being recognised known and remembered. I have been a student of personal development from the time I started my business life. I have studied, researched, been shown, trained and then practiced what I have learnt with my clients. Having spent hundreds of hours researching and working with people, it became clear that we are quick to brush off a compliment. We are dangerously self critical and completely unaware of the presence we have. We give advice to others, and yet don’t act on those things ourselves.
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Your Personal Presence covers three areas to maximise your influence: How You LOOK – Physical aspects of presence: appearance, body language, dress, how you walk and what you surround yourself with. How You SPEAK – Voice quality, word choices and your ability to have meaningful conversations. How You ACT – deals with attitude and character, communication style, habits and behaviours. Personal Power – a Characteristic of Personal Presence. When I first read Jack Canfield’s book ‘The Success Principles’, the very first principle was that we need to
take 100% responsibility for where we are in our lives right now. This includes your level of achievements, the results you produce, the quality of your relationships, the state of your health and physical fitness, your income, your debts, your feelings – everything! This exercise really helped me to be clear on where I had and had not taken 100% responsibility. When I looked at the results, it became very clear and it wasn’t easy. In fact most of us have been conditioned to blame something outside of ourselves for the parts of our life we don’t like. We blame our parents, our bosses, our friends, the media, the Government, the economy, the weather, our clients, our spouse – in fact anything we can pin the blame on – not looking at where the real problem is – ourselves.
Personal Power is about the power we have over ourselves. It is not about the power that we wish to have over others. It doesn’t spring from the need to have power over others. The importance of personal power is this – if you can’t take command over yourself, the inner you, the people that are around you will sense that. This is where you need to not only talk the talk but also walk the talk. If you take responsibility for your personal power you can increase your freedom and take control over how you act and respond, which in turn creates a more Powerful Presence.
Dr Robert Resnick has a very simple formula that makes the idea of 100% responsibility even clearer. Here it is. E+R=O (Event + Response = Outcome) To explain it simply, when an event takes place and we have had a good experience in the past, our response will be positive and the outcome favourable. When our past experiences to an event were not good, our beliefs create a response that is not favourable. So if we can change our responses (R) to the event (E) the way things are, we can get the outcomes (O) that we want – continuously working with this formula will help you achieve your Personal Power. James Scouller in his book ‘The Three Levels of Leadership’ says it this way, “Personal Power is about assuming full responsibility for your life and taking control of the things that you have the ability to change. It is about taking responsibility for the way that you think, the way you communicate and by changing the pictures in your head ie your images of how you see yourself in the world”. Personal Power accepts that although we can’t always control everything that happens to us, we can decide our responses. Three simple questions you can ask yourself to measure your level of Personal Power are: • Can I always choose my response to other people’s behaviour or events?
ONDINA GREGORIC Ondina is an Executive Mentor, Business Mentor and Coach who works with her clients to create high visibility and credibility through the Power of Personal Presence. Ondina provides her clients with advice and guidance through one on one mentoring, workshops and corporate training’ ondina@ondina.com.au
• How much control over my life do I really have? • Do I feel that I am the architect of my life, or do I have unwanted habits?
ondina.com.au
DECEMBER - JANUARY | 83
LBDGroup OUT & ABOUT
NOTICE BOARD
EXCLUSIVE EXTRACT
BUSY ‘Busy? Take control, get relevant and be an influential leader’ explains why being a relevant leader is critical to your success now and in the future, and provides a roadmap to help you move from being stuck in the status quo to becoming an influential leader. It demonstrates why you can’t afford to be caught in ‘busyness’, what the consequences are of being caught in this trap and how you can change this. It includes stories from diverse leaders that you will resonate with you and show you what is possible. You will learn to: • move from busy and boring to influential and inspirational • define what’s really important to you as a leader • listen to your own leadership instincts • close the gap on generations, genders and diversity • promote a strong leadership brand • build a solid Leadership Template • enlist a powerful circle of influence. This book will help you take control of being busy, get relevant and become an influential leader.
JULIE HYDE Julie Hyde is a speaker, facilitator, author, and a leadership and business mentor who empowers leaders to take control of how busy they are so that they can remain relevant in business and become influential in their life. This is an edited extract from her newly released book Busy? Take Control, Get Relevant and Become an Influential Leader.
Click here for more info julie@juliehyde.com.au
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EXCLUSIVE EXTRACT
BUSY
Being busy is beige If you had to choose a colour to define who you are, what would you choose? Would you be a bright orange, bold red, tranquil blue or vibrant green? How about a soft pink, an earthy brown, strong black or a blend of multi colours? The chances are that you wouldn’t say ‘beige’. In fact, I’d put money on it. Beige is just so, well, boring. It’s a pale, sandy colour that children use to draw wheat or colour in dried-up old fields (at least brown gets to be used for fun things like adventurous bears). Beige is pretty non descript and bland. Beige is the colour that comes to mind when I ask people ‘how are you?’ and they reply with ‘busy’. They’re either crazy busy, frantic, too busy to scratch myself or just plain flat out. They’re usually pretty breathless when they say this, like they’re tired of responding to that question, indicating it’s all becoming too much and they’re running high on adrenalin and either tired or totally wired. In today’s hyper-connected online world, we need to stand out. We need to attract attention, to be colourful and easily identifiable through masses of other information and noise out there. Quite frankly, busy is beige and boring! When we get caught in the vortex of busy, when we’re running to keep up with everything else that’s happening out there around us, we become beige as a leader. Status quo is a danger zone The ‘status quo’ is a dangerous place to be if you’re a leader today. It’s where we resist change, innovation and creativity. Acceptance of the status quo is a direct result of how distracted, exhausted and busy we are. We don’t feel like we have the energy to handle any changes in our business or market, let alone to lead others through
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it. So we switch on autopilot and remain as is. The problem is that in times like these, as a leader, it is imperative that we evolve our thoughts, assess our strategies and goals, work hard to motivate our team and ensure we remain relevant in the marketplace. The thought of having to do more with seemingly less time seems incredibly overwhelming. Add to this the pressure of understanding younger generations we work with, getting our head around new technology, legislation and employment laws, or navigating new marketing strategies, complexities and uncertainty. It’s no wonder that embracing the future or what our client needs seems all too hard! From busy to influential So just how do you move from busy to influential? The busy to influential ladder can answer that.
Busy When leaders are caught in the busy vortex, we feel ‘out of control’. This feeling is the disconnection we experience from our team, our leadership, our vision and goals. We become disconnected from our purpose and all the important tasks that will move us forward. We end up asking ourselves, ‘Why am I doing this and is it worth it?’ Reactive It’s often when we feel out of control and are aware of how reactive we are that we become frustrated. You’ll start to notice that your reactive behaviours are fuelling you, instead of supporting you. You feel the tension between operating as you know and desiring things to improve. This feeling of frustration can finally trigger you to think, ‘Surely there must be a better way?’ Curious When you start to question your way of working, you start to move up the ladder and away from the status quo. What are you doing well? What needs to change in order to get better results? What do I need to stop doing and what can I start doing to get back control of my business and my leadership? Courage It’s normal for change to trigger fear. It’s how you react to that fear that counts. Courage is the tipping point for leaders. When you choose to move forward and be courageous, to embrace uncertainty and challenge any fears you have, then you start to disrupt the norm, take back control, and create a business and career that is worth leading. The question is: Which way will you choose to move? Engagement The people are your power in your business. Period! Leaders can draw upon a rich tapestry of people, cultures, generations, genders, skills and experience. The only way you will get the best from your team is to understand them. You need to understand each individual in terms of what motivates them, what they need from you, how they can contribute and how they can work collectively. How you engage, communicate and listen to them counts. This is when a relevant leader begins to have impact. Impact Making an impact is a power you have, whether you are aware of it or not. Your impact is determined by how conscious you are of your value, how you communicate with others, how you position yourself
in your marketplace, and how credible you are. So what type of impact are you having right now? Is it positive or negative? Influence The type of leadership we need today is courageous and influential. A relevant leader influences others through their actions. You become inspiring – someone others want to work with and for. You connect with the hearts and minds of your team and create a magnetic pull. You become vulnerable, you share, you listen, you engage and you make an impact on another level. This is the type of leader that stands the test of time, survives change and remains relevant. Influential leadership leads to better results and the opportunity to create a culture of inclusion, collaboration and creativity, which is what is needed in business today. The ladder to relevant leadership Now that you can see the logical progression up the ladder, from being busy and stuck in the status quo to being an influential and relevant leader, it’s time to make a decision. Are you ready to leave the world of busy behind, to disrupt the status quo and start standing out for the right reasons? Want to read more? Click here to purchase your copy of Busy
TOP 10 INSIGHTS
Embrace strength as a facet of femininity.
Maintain composure under pressure, back your judgement and let go of situations that are out of your control.
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If your business is stagnating, The right people in the right places = multiplication.
How founders of organisations tackle decisionmaking can dictate how productive their organisation is.
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Managers must loosen the reins and encourage people to think for themselves.
- JOHN C MAXWELL
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A leader of substance has a deep understanding of human nature and motivation combined with a deep understanding of self – helping to make leading people much easier to manage.
Commit to less talk and more action – it’s the only way to drive change.
If your business is stagnating, have a look at changing the way you do things by pushing past the boundaries and leaning in to new ideas.
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If you really want to grow your business hire people you trust who are better than you.
Change your game plan to suit your now.
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INSP in the CONNECT with those who share your vision.
LBD is not a meet, greet and quickly swap cards and walk away business network. LBD is about community. It is about being able to sit down in a small and intimate environment and truly talk with other women who may already inspire you – or making new connections whom you yourself can assist in some way with your own expertise and creative thinking. It is a think tank, a place for debate, inspiration, ideas and driving change.
PIRE others eir journey.
Take the opportunity to SUCCEED alongside them.
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EXCLUSIVE EXTRACT
BUSY
JULIE HYDE Julie Hyde is a speaker, facilitator, author, and a leadership and business mentor who empowers leaders to take control of how busy they are so that they can remain relevant in business and become influential in their life. This is an edited extract from her newly released book Busy? Take Control, Get Relevant and Become an Influential Leader.
http://www.juliehyde.com.au/busy