Andrew & Gaia Grant have partnered together on different projects for over 25 years . For the last 15 years they have been based in Asia, where they built up their current company Tirian. Tirian is an organizational learning and development company that designs, develops and delivers unique programs and works with a number of Fortune 50 companies internationally. Through Tirian Andrew and Gaia have developed over 32 experiential learning programs, workshops & support materials. Some companies that use Tirian programs include McKinsey, Accenture, Barclays, BASF and the award winning Four Seasons Hotel. Andrew is an experienced keynote presenter and executive level facilitator who has given presentations at major events across Asia, Europe and the Middle East. Last year he was the opening keynote speaker for the YPO /Young Presidents Organisation Global Leadership Conference here in Sydney, and he went on to facilitate the merger process between YPO and WPO. Gaia has facilitated a number of high level executive programs and has written a number of books, including two published by Random House. Andrew and Gaia have both worked pro-bono in conjunction with the Indian government developing a health curriculum that is now reaching 25 million students, and are currently in the process of developing these as workshops for NGOs in Indonesia.They have just moved back to their home town in Manly, where they are now enjoying the exceptional Australian lifestyle and revaluating their business models for the future. Today we have invited them to do a 2.5 hour session to see what possibilities relationship there may be between us and their work. They will present a few vignettes and talk about their work, some case studies and several of their key programs. Very timely for this team they have decided to as there main focus to demo one of their topics on managing virtual teams.Until such a time that we do formalise any relationship please be aware that all material, ideas and concepts presented today are done so in an environment of respect and trust, treating all IP as strictly confidential.
We have to 2 things to consider today 1) Climate /atmosphere in the organisation (stories) 2) peoples behaviours we will have to address Before we manage the climate we have to learn how to read the climate and behavios .Did you hear feel and see the signs of the approaching storm? If you wre outside and knew what to look for it was there. But if you inside head buried in files may not have seen the bad weather approachingCrisis management on humans level = 1) Management of the climate over all atmosphere culture2) Management of individual team reactions to the recession
The Royal Bank of Scotland: For three hours on a Tuesday in Feb 2009 morning, four elite bankers who ran the Royal Bank of Scotland sat before the Treasury Select Committee: One after another, they apologised for presiding over bank collapses that have cost billions in taxpayer-funded bail-outs. The committee legislators accused the bankers of being "arrogant" and "in denial" about their responsibility for the crisis. The committee was most disturbed that the top echelons of British banking seemed to rely on a "cozy consensus of like-minded people" unwilling to listen to those who might challenge their views. Men behaving badly: testosterone had its role in the lost billions (12.2, 2009 SMH) Bernard Madoff: was one of the most trusted names on Wall Street who turned out to be a full-time fraud. Prosecutors disclosed a long-running scheme that may have resulted in perhaps the biggest scam in Wall Street history - $50 billion in losses. His Ponzi scheme, which involved paying off early investors with funds from subsequent clients to keep the illusion of profit alive. In 2009 Bernard Madoff, was sentenced to the maximum 150 years behind bars for what his judge called an "extraordinarily evil" fraud that shook the nation's faith in its financial and legal systems and took "a staggering toll" on rich and poor alike. "I cannot offer you an excuse for my behaviour & how do you excuse betraying thousands of investors who entrusted me with their life savings? How do you excuse deceiving 200 employee, lying to my brother and two sons who spent their entire lives helping to build a successful business& a wife who stood by me for 50 years?" Mr. Madoff . Michael Lewis Wall Street Banker: “To this day, the willingness of a Wall Street investment bank to pay me hundreds of thousands of dollars to dispense investment advice to grownups remains a mystery to me. I was 24 years old, with no experience of, or particular interest in, guessing which stocks and bonds would rise and which would fall. The essential function of Wall Street is to allocate capital—to decide who should get it and who should not. Believe me when I tell you that I hadn’t the first clue.” The End / Michael LewisFrom the three above case studies what similarities did they all display? Is there any indication of these attributes attides emerging in your organisation? that if noticed early could be minimised or dealt with and if left too late in your organsition could lead to a collapse?
After resisting Siamese invaders for years, Cambodia's greatest city and civilization -- temple-studded Angkor -- was dealt a death blow with its final sacking in 1431. Or, so say the history books. But an international research team now thinks its demise was set much earlier, by something that is the bane of many modern urban societies …greed corruption self interest. The signs that assisted in the collapse of Angkor have been present for years and when put against the latest business research have many similarities. Don't try to come up with the right answers; focus on coming up with good questions." And certainly that describes Collins' achievement here. The question of why leading companies, seemingly in possession of every competitive advantage, so often manage to blow it is important for all companies to look atHow the mighty fal:l 5 steps to a fall (Summary)1. Hubris born of success. The firm's management become conceited, per success as nearly an entitlement.2. Undisciplined pursuit of more - more scale, more growth, more acclaim. Companies management wander from the trained creativity that led them to greatness in the 1st place, making undisciplined leaps into areas where they can't be great or growing quicker than they can achieve with excellence, or both.3. Denial of risk and hazard. Leaders of the company don't give weight age to negative information, give more price to positive information and put a positive spin on ambiguous data. Those in power start to blame external factors for reversals rather than accept responsibility.4. Grasping for salvation. Common "saviors" include a charismatic visionary leader, a bold but untested strategy, a radical transformation, a "game changing" acquisition or any number of other silver-bullet solutions.5 Capitulation to irrelevance or death: Accumulative setbacks and expensive false starts erode the company financial strength and individual spirits to such an extent that leaders abandon all hope of building a great future. In some cases their leaders just sell out. In other cases the institution atrophies to utter insignificance.
What differentiates those businesses that successful emerge from (financial ) distress?Characteristics of companies that have emerged successfullyThose that can communicate wellMotivate and give supportAble to reinvent themselves quickly or are accustom to reinventing themselves Controlling the story:Uncontrolled or fake stories creates low moral and gossip A business that speaks to it employees controls the story.Turn issues into something that gets ou admiration rather than gets you pity.