Develop Your Leadership For High Performance
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Develop Your Leadership For High Performance



What Really Matters! Volume 4, Number 2, 2012 is designed for senior and developing leaders who wish to move from 'good' performance to high performance. ...

What Really Matters! Volume 4, Number 2, 2012 is designed for senior and developing leaders who wish to move from 'good' performance to high performance.

This complimentary ebook has been complied from articles posted on the OTM Academy by Gary Ryan and Ian Berry.

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    Develop Your Leadership For High Performance Develop Your Leadership For High Performance Document Transcript

    • What Really Matters!For moving from good to outstanding performance for Senior and Developing Leaders Volume 4, Number 2, 2012 By Gary Ryan
    • What Really Matters! Volume 4, Number 2, 2012 – is a compilation of selectedarticles from The OTM Academy from May 1st 2012 until August 31st 2012.By Gary RyanPublished by What Really Matters Publishingc/- Organisations That MatterLevel 8, 350 Collins StreetMelbourne, Victoria 3166AUSTRALIAPhone +61 3 8676 0637E-mail: info@orgsthatmatter.comCopyright © 2012 Gary Ryan, Organisations That Matter®All effort was made to render this ebook free from error and omission. However,the author, publisher, editor, their employees or agents shall not acceptresponsibility for injury, loss or damage to any person or body or organisationacting or refraining from such action as a result of material in this book, whether ornot such injury, loss or damage is in any way due to any negligent act or omission,breach of duty, or default on the part of the author, publisher, editor or theiremployees or agents.A note about ebooksEbooks provide a special function that traditional books cannot provide. The linksin this ebook are ‘live’, so if you read the ebook while online, you can immediatelyaccess the reference material.                  
    • What Really Matters! Volume 4, Number 2, 2012Who should read this ebook?This ebook is for senior and developing leaders who share the view the highperformance is achieved through enabling people to utilise the full talents. Thisebook represents articles from the second third of 2012 from the OTM Academy.Specifically, young professionals, new formal leaders and experienced leaders whowish to improve their leadership skills will benefit most from the contents of thisebook.To join the OTM Academy please follow this link.Thank You!Thank you to all our members of the OTM Academy. We hope that you will receivegreat value from this collection of articles compiled from the second third of 2012.Please respect our copyright. This means that if you have received this ebook youare free to share it, providing you do not change it in any way.Keep learning!Gary Ryan
    • Table of contents Lack of Truth to Power at the core of Hastie Group collapse! 3 By Gary Ryan! 3 Sustainability is a reason and a result! 5 By Ian Berry! 5 Communicate effectively through multiple channels! 6 By Gary Ryan! 6 Virgin Australia - A brand damaging event! 8 Gary Ryan! 8 Change management is an oxymoron! 15 By Ian Berry! 15 A Genuinely Great Service Experience!! 19 By Gary Ryan! 19 Three Steps For Bringing Organisational Values To Life! 22 By Gary Ryan! 22 Would you like to be free of people problems in your business?! 24 By Ian Berry! 24 As a manager, how do you show respect to your team members?! 25 By Gary Ryan! 25 Five Steps For Connecting Strategy To Action! 27 By Gary Ryan! 27 Closing your leadership gap! 30 By Ian Berry! 30 Company Values Need To Be talked About! 33 By Gary Ryan! 33
    • What Really Matters! Volume 4, Number 2, 2012 Stop trying to manage people! 34 By Ian Berry! 34 Jolly Highlights Lack of Truth To Power Within The AFL! 37 By Gary Ryan! 37 Geelongs Behaviour Shows Integrity Despite Criticism! 38 By Gary Ryan! 38 We choose our thoughts and our emotions! 40 By Ian Berry! 40 Youre not listening to me!! 42 By Gary Ryan! 42 Do you Leverage the Power of Questions for Personal Success?! 44 By Gary Ryan! 44 What does Realistic mean?! 46 By Gary Ryan! 46 Are you making the most of both of your lives?! 49 By Ian Berry! 49 Great Service The Fijian Way! 50 By Gary Ryan! 50 Incomplete Quadriplegic to Climb Mt Kilimanjaro ! 52 By Gary Ryan! 52 Online Courses ! 56 Webinars! 56 What Really Matters For Young Professionals!! 57 Online Checklist! 57 This product is for both Young Professionals and/or their employers! 57 About Gary Ryan! 59
    • What Really Matters! Volume 4, Number 2, 2012Lack of Truth to Power at the core of Hastie GroupcollapseBy Gary Ryan"It was a culture of no bad news within this company that was at fault".Hastie Group CEO Bill Wild is quoted as saying in The Age .Truth to Power is reflected in the regularity with which people lower in anorganisations hierarchy provide honest opinions and/or data to moresenior people in the hierarchy. When it is low, danger looms. It can evencause the loss of at least 2,300 jobs which is the current scenario at theHastie Group.Just yesterday when I was working with a management team I askedthem their view on whether or not it is easy for people to provide Truthto Power. "No" was their collective response."Is that a potential problem for you?" I asked.A resounding "Yes" was the reply.If you consider a multi layered organisation, imagineif Truth to Power is low at the lower levels of theorganisation. Imagine if it is also low at the middlelevels of the organisation. Then imagine if it is low atthe more senior levels of the organisation.If you were the head of such an organisation, how much truth wouldyou be hearing? Very little!And that is dangerous - it could even sit at the heart of an organisationalcollapse.Candor lies at the core of Truth to Power. This means that at all levels ofan organisation people are encouraged to say when they believe is goingon, understanding that there perspective is only part of the picture. But 3
    • What Really Matters! Volume 4, Number 2, 2012an important part none the less.Truth to Power is diminished when the messenger is shot. When badthings happen to people who provide an honest opinion or highlightscary data in an organisation, other people learn very quickly not toput their head up.This means that managers and leaders haveto learn how to handle hearing things theydont like to hear, especially when the truthmight relate to an issue that the managerbelieved had been resolved some time ago.Managers also have to have the courage tospeak with their colleagues when they seeevidence that they are damaging Truth toPower through their lack of engagement withtheir direct reports.Saying, "Bobs always been like that, henever listens to his people" is notsatisfactory. In fact it highlights managersaccepting the unacceptable behaviour of their colleagues and the simpletruth is that such behaviour can place everyones jobs at risk, includingthe managers themselves.Truth to Power does not mean it is open slather for employees to saywhat they like just for the sake of saying it. Part of truth to powerincludes the messenger taking responsibility for what they are saying, sotheir view is genuine and not an effort to have a go because they can.How healthy is Truth to Power in your organisation?Please feel free to comment on this article.
    • What Really Matters! Volume 4, Number 2, 2012Sustainability is a reason and a resultBy Ian BerryI was honoured to present the keynote address at the Association for Sustainability inBusiness Conference on the Gold Coast last week.Although I don’t use slides in such presentations below is link to the slideshare providedthat shares the substance behind the stories shared.My key points:Profit is not a reason for being in business, rather a result of being good at business.Sustainability is both a reason and a result.We have crystal clear choices as illustrated below.What choices are you making?Sustainability - a reason and a resultPlease feel free to comment on this article. 5
    • What Really Matters! Volume 4, Number 2, 2012Communicate effectively through multiple channelsBy Gary RyanThe use of email is still a main driver for miscommunication within the workplace.People simply rely too much on it for their communication, or rather they rely toomuch on it as the main channel for workplace communication.Given that up to 90% of the written word is interpreted by therecipient of the message, email is a risky channel ofcommunication especially when the author of the messagesuspects that it has a high chance of being interpretednegatively.Yet people continue to press send. And again and again and again. And theywonder why their workplace relationships suffer. And they wonder whyperformance suffers when negative energy is wasted on unnecessarymiscommunication.Communicating any message by a single channel is risky business. And evenriskier when the message has a high probability of being misinterpreted.Unless you are deliberately intending for someone to read a negative messagefrom your email, then it is best to use multiple communication channels to sendyour message.A communication channel is a means through which a message is sent. It could beverbal, a text message, an email, a video, a presentation, an audio recording, awebsite, a blog - the list of possible channels is virtually limitless.When you have a potentially difficult issue to convey speak to theperson or people to whom you wish to convey your message first.This can be in person or at least over the phone. It is after youhave conveyed your message via a verbal format that you shouldthen follow up with an email, simply highlighting the key aspectsof your verbal conversation.This simple technique of using multiple channels to convey your message will 6
    • What Really Matters! Volume 4, Number 2, 2012significantly decrease the chances that the recipient of your message willmisinterpret your intentions. Business relationships wont suffer and performancewont be reduced. A little care and forethought goes a long way.What is your experience of using multiple channels to more effectivelycommunicate your messages in the workplace? 7
    • What Really Matters! Volume 4, Number 2, 2012Virgin Australia - A brand damaging eventGary RyanI fly a lot so that I can fulfill my client commitments. For the past year I have flownconsistently with Virgin Australia and to be fair their overall service delivery hasbeen very good. Most importantly my flights have been for the best part on timeand I have felt safe on every flight.Except for one of my flights late last week.A return flight from Brisbane to Melbourne. The first 100 minutes of the flight hadbeen effectively uneventful, which is what you actually want on a flight. I wassitting in a window seat in row 7, with another passenger in the aisle so we had aspare seat between us.After the Captain had announced that we had commenced our decent and theSeatbelt sign had been switched on, a crew member approached the gentleman inthe aisle seat in my row and asked him if he could move so that another passengercould be moved up toward the front of the plane from the rear of the plane. Hestated that he didnt want to move and would it be okay for the passenger to seatin the spare seat between the two of us. The crew member agreed and headedtoward the back of the place.Moments later she returned with a female passengerappearing to be in her early 30s. It became immediatelyclear that at the very minimum this women wasextremely intoxicated and possibly under the influenceof other substances as she literally fell into the seatbumping hard into my left side. She then proceeded torepeatedly swear at the top of her voice using swearwords that start with the letters f and c in mostsentences that she spoke. She was rude and obnoxiousto both myself and the other gentleman and the otherpassengers in the rows around us. 8
    • What Really Matters! Volume 4, Number 2, 2012She refused to put her seatbelt on and tried to make a phone call but was unableto punch out the number on her phone and gave up.My peaceful trip had well and truly been interrupted.It was quite an unusual experience as the womans behavior was unpredictableand dangerous from my perspective. It really felt as if she had been placedbetween the two of us by the crew and she had then effectively become ourproblem to deal with. Only once did a crew member check on her and hecontinued down the aisle after she gave him a verbal spray.On more than one occasion when were were deep in our decent she attempted tostand up which is clearly dangerous behavior. Throughout this ordeal I kept tellingmyself to remain calm and not to do anything that could provoke furtherdangerous behavior. I also kept thinking that it would only be 25-30 minutes beforewe would be at the gate and she would be arrested and she would have to dealwith the law for her unacceptable behavior.After landing we had a long taxi back to the terminal. She got up out of her seat,climbed over the gentleman in the aisle seat and stood up. The crew called to herto sit back down, an instruction that she partially followed by choosing to sit in thelap of the gentleman in the aisle seat. He didnt look as if he was happy aboutwhat was happening.Again I thought to myself, "Well at least she will be arrested and have to explainher actions."Upon stopping at the gate and the seat belt sign went off she rushed toward thefront of the plane. As we stood to collect our own bags from the overhead lockersthe agreement from the passengers around me was that, "At least she will bearrested.".To our complete shock and disappointment this did not happen. Instead she wasallowed to alight the plane just like the rest of us. We simply couldnt believe oureyes!I can only imagine what it must have been like for the passengers who had to sitnext to her for 100 minutes. 9
    • What Really Matters! Volume 4, Number 2, 2012From my perspective safety is the No.1 service issue for plane travel. This womanfor whatever reason had chosen to put hers and the safety of other passengers,including myself at risk and there was no consequence for that behavior.Frustrated by Virgin Australias inaction I called their frequent flyer program toregister my concern. I was informed that if I wanted my feedback to be actionedthen I needed to go online and type in my feedback. I asked the staff memberhandling my call if he could see all of my details on the screen in front of him. Heinformed that he could.Despite having validated my membership number I was again told that myfeedback would only be registered if I went online and typed it in. I was againfrustrated, "Why would I go online to type in my feedback when I am already tellingyou and you have my details in front of you?".It seemed that Virgin Australia was making it hard for me to have my issue properlyheard.Due to the safety nature of this issue I did go online to report my experience. Havea guess how long the automatic reply informed me that it would take for someoneto contact me regarding my issue?I quote, "...we aim to contact all guests within 21 days where possible." 21 days!Surely Richard Branson would be shocked to hear such a period. I really wasastonished. It seemed that Virgin Ausytalia really did fail us both at the gate andbeyond.The key service issues for me were that the Virgin Australia staff on board theplane did not provide any assistance to myself nor the genetleman in the aisle seatwith regarding to managing this womans behaviour. Whether we liked it or not shehad become our problem.With regard to the lack of consequences for her behaviour I am concerned aboutVirgin Australias saftey procedures with regard to passenger behaviour. Wasturning the plane around more important than passenger saftey?Thirdly, it is extremely frustrating when you verbally contact an organisation to 10
    • What Really Matters! Volume 4, Number 2, 2012provide feedback about their organisation, (feedback that could help it improve)and you are requested to go online and type in your feedback. Great serviceorganisations make providing feedback easy. Why couldnt the call centre staffmember record my feedback and offer to have it followed up? Why couldnt mycall even be recorded (which is something that I requested).Finally, a response time of 21 days simply provides the message that VirginAustralia really isnt serious with regard to hearing feedback from its customers. Inthe year 2012 does anyone actually think a response time of 21 days isacceptable?Service organisations are tested when things go wrong. How they recover is whatreally sets service organisations apart from each other.Ill keep you informed with regard to what eventually happens.First UpdateVirgin have contacted me and have apologised for my experience, highlighting thatpassenger safety is their number one priority.Thankfully they have contacted me well within the 21 days their automated systemsuggested, however they havent yet fully answered my question regarding whythe woman wasnt arrested/escorted off the plane.Hopefully well find out the answer to that question soon enough.Second UpdateVirgin Australia have contacted me again.I have been informed (quote),"I am able to confirm that authority is granted to the air crew during a flight to makean arrest on board. The arrest or restraint of a passenger is a serious outcome andmust only be used as a very last resort. Issues that could result in such actionsinclude, but are not limited to: tampering with an aircraft, aircraft component oritem of equipment, committing an act that threatens the safety of the aircraft orpassengers on board, suspected or known possession of unauthorised weapons orthreatening violence to the extent of possible damage or is a hazard to the aircraft.On this occasion, the cabin crew had not deemed this issue appropriate to take 11
    • What Really Matters! Volume 4, Number 2, 2012this action and call the Federal Police and Virgin Australia fully supports theirdecision."(unquote)I struggle to see how the womans behaviour did not align with, "...committing anact that threatens the safety of the aircraft or passengers on board." but apparentlyit didnt. At this point in time this womans behaviour was within the limits of whatis considered tolerable by Virgin Australia which astounds me.I have requested that a telephone conversation take place as I am concerned that Iam not being properly understood by the written communications that arecurrently taking place.So well continue to see how this issue unfolds.Third UpdateLast Friday evening (25th May) I responded to the person from Virgin Australia whohad been emailing me and requested that we have a chat on the phone to discussmy issue. By late yesterday afternoon I had not had a reply so I forwarded theemail that I had sent on Friday evening to this person, just in case they hadntreceived it.To my surprise I received an automated response thanking me for my feedbackand informing me again, that someone would respond to me within 21 days.It seems that the person responsible for managing my case, or the Virgin Australiasystem itself had decided that my issue was resolved, even though it isnt resolvedfrom my perspective.My request to speak with someone is based on my thinking that I dont believe myfeedback nor my issue is being properly understood. Therefore I believe I shoulduse a different communication channel to convey my message. You may recall thatI initially spoke with Virgin Australia over the phone, but was then referred to theironline system, which I have since used.So now it is time to talk again. At least from my perspective.So well see what happens next.Fourth Update 12
    • What Really Matters! Volume 4, Number 2, 2012I have spoken with a Virgin Australia team member. She was genuinely apologeticfor my in flight experience.I have been informed that my concerns have been forwarded to flight crewmanagement. I have no reason to believe that they havent been.I was also informed that I should have never been requested to enter my storyonline as the velocity team member with whom I first spoke should have referredmy experience to Guest Relations who would have then followed up with me.I also suggested that while these events are hopefully very rare, if an unrulypassenger is on a plane then the airline should be pro-active in contacting thepassengers who had to sit immediately next to the unruly passenger to check ontheir experience.I still disagree with the decision not to have the authorities speak with this womanupon landing. I still cant see how her behaviour was not of a serious enoughnature for that action to be taken and I certainly would not want that woman doingthe same behaviour on another flight.I do believe that I have now been heard and it is now in the airlines hands withregard to how they use this feedback to improve their service.I was offered a credit for my experience which I did accept however it is yet to bereceived.Fifth UpdateA couple of interesting updates. When I was informed that I was to be provided acredit I was told that I would be sent an email that would include the details of howto use that credit. It is now 6 days since that telephone conversation and I havenot received the email.It seems that with every step of this process something happens to reduce thecustomer experience. As I have said, it is how organisations manage service atthe edges that really sets them apart.In addition an interesting article was posted in The Age based on a similar (but itmust be noted there are aspects of the story that are different) of how QANTAS 13
    • What Really Matters! Volume 4, Number 2, 2012handled a similar situation.You can read that article here: and Final UpdateVirgin Australia, despite their systemic hiccups described in this post has justshown that they really are Fair Dinkum about the issue that I have raised withthem.I have just been contacted by a senior member of Virgin Australias Office of theCEO, John Borghetti. I was informed that John himself had requested that I becontacted.Virgin Australia have guaranteed that they will further investigate the event andrefer the outcome to cabin crew training. I was also provided an opportunity toexplain my experience as it related to the systemic hiccups that I experiencedwhen trying to provide my feedback to Virgin Australia.I believe that I was heard and that Virgin Australia will be genuinely using myfeedback to help to improve their systems and for that I am appreciative.Learn about the OTM Service Strategy here.Please feel free to comment on this article. 14
    • What Really Matters! Volume 4, Number 2, 2012Change management is an oxymoronBy Ian BerryChange management in my view, like strategic planning, is an oxymoron.Change initiatives are highly successful when leadership (both as something we do forother people as well as for ourselves) and management, are thought about and acted onin partnership rather than as the one discipline.People everywhere confuse strategy and planning, two completely different disciplines.Think about the two together at your peril. Strategy is about how and planning aboutexecution, who will do what and when. The consequences of confusing the two, or thinkingabout the two at the same time, are usually that great strategies never see the light of day,they get buried in massive documents that just gather dust, or worse, great strategiesnever get executed.Confuse change and management or think about the two at the same time and likely thatyou will suffer a similar fate, what you want to change, won’t.Successful change is about primarily about leadership. Leadership as John Maxwell hasobserved is “about influence, nothing more, nothing less.”I define leadership as the art of inspiring people to bring everything remarkable that theyare (that one-of-a-kind each of us is) to everything they doLeadership falters and usually badly, without management.I define management as the practice of making it simple for people to bring everythingremarkable that they are (that one-of-a-kind each of us is) to everything they doChange like people can’t be managed. What we can do is manage the systems andprocesses that will help us to bring about the change/s we are leading.In all of my work with clients on change initiatives I follow the famous 8 steps of leadingchange put forward by John Kotter in his 1996 book Leading Change.I reread this classic book on a plane recently more than a decade after first reading it.Kotters work has lost none of its power and I still think it is a must read book for anyoneleading change particularly as there is a lot of talk about change management when in myview clearly, successful change is much more about leadership that it is aboutmanagement. It is about both however, together in harmony. 15
    • What Really Matters! Volume 4, Number 2, 2012How well are you succeeding in the change/s you are leading?Please consider carefully my 13 reasons why most change initiatives fail:#1. The people charged with making the change happen don’t really believe in it andtherefore their work is half-hearted at best#2. The change program is designed to take too long and the status quo wins#3. The expectations are unrealistic#4. People are not genuinely appreciated when they do well#5. People are not held to account when they fail to perform as they agreed they would#6. Measurements of progress are poor or non-existent#7. Desired change is actually problem solving which usually means a return to the statusquo rather than real innovation#8. Intentions, emotions, and thinking doesn’t change and therefore any behaviour changethat may happen doesn’t last#9. There isn’t a real shared-view about why the change is crucial/essential#10. There isn’t a real shared-view on how the change will happen and who will do what,and when#11. Leaders don’t understand all change is personal first, relationships second, andorganisations third 16
    • What Really Matters! Volume 4, Number 2, 2012#12. Leaders don’t personally change#13. Broken relationships remain brokenGreat leadership in partnership with great management removes all of these reasons forfailure.Crucially the first step on any journey to success is about great leadership and it is greatleadership that sustains change. Great management supports great leadership. Greatmanagement is very little help to poor leadership.The people I meet generally fit into one of five categories as illustrated below. And afurther general rule is that the people in the two categories on the left often don’t know thatthis is how their employees perceive them!How do the people you work with perceive your attitude to change?Change is hard say some.I believe change is simple when we observe and adapt the principles of thriving on thechallenges of change that we can see and experience every single second of every singleday in the change happening to us and all around us.To be successful does require work and often hard work but change itself is not hard.Consider the foal as she struggles to stand for the first time almost immediately followingher birth. Consider more the leadership of her mother inspiring her offspring to take thenatural first step into life."Life is what happens to you while youre busy making other plans." 17
    • What Really Matters! Volume 4, Number 2, 2012John Lennon"It is not the strongest of the species that survives, nor the most intelligent that survives. Itis the one that is the most adaptable to change."Charles DarwinBe the difference you want to see in the world.Please feel free to ask questions and/or to make a comment on this article. 18
    • What Really Matters! Volume 4, Number 2, 2012A Genuinely Great Service Experience!By Gary RyanIf you travel a lot for business or pleasure you may be able to relate to thatannoying feeling that you have forgotten something important, only to have itdawn on you as your plane is about to land at your destination that you haveforgotten your phone charger (again!!!).As your brain scans quickly for solutions you scamper off the plane only todiscover that the airport is effectively in shut down. It is, after all after 8.30pmand you are in Australia. So the opportunity to purchase a charger isnt goingto present itself to you at the airport.Catching a taxi to your destination you ask the driver if, by any chance does hehave the same phone charger that you require? "Sorry, I dont have that typeof phone", is the reply."Damn!", you think yo yourself."Im up here for two full days and my phone wont last that long. Itll be luckyto see the morning. Oh well, maybe Ill get lucky at the local corner store."If youre wondering why I havent suggested that you check if reception has aspare charger I need to explain that the particular hotel in which you arestaying doesnt have a reception service after 7:30pm, so you have accessedthe key to your room via a secure key lock.You look at your clock and notice that it is nearly 9pm. What are the chancesthat the local convenience store will still be open? "Hmmm, I might be able tomake it it if Im fast", you think to yourself.So you quickly race down the stairs and walk to the corner store that youdiscovered on your last visit. Its still open, but they are bringing all the signsinside in preparation for closing. You pick up a few things for breakfast in themorning and search around for a phone charger, all the while thinking that it isa long shot.You get to the the counter and say, "Im not expecting your answer to be yes,but it cant hurt to ask. Do you sell iPhone chargers?""No we dont." comes the reply."But I can lend you mine if you like?" "Are you serious" I said, I mean you say (yes if you hadnt guessed this wholestory is about a real experience that I have just had!). 19
    • What Really Matters! Volume 4, Number 2, 2012 "Yes I am serious. You are obviously away on business and I guess you wouldreally need your phone. I have two phone chargers so you can borrow thisone."What a wonderful gesture. I had never before met Andrew from TuppysRiverside Convenience Store, (85 Deakin Street, Kangaroo Point QueenslandAustralia, just down beside the Storey Bridge) yet he was willing to help meout, for no other reason than he could. What was also wonderful about hisgesture is that it was made both genuinely and purely. He made the offer withno expectations of me doing anything in return (except of course to return hischarger.).Great service experiences are characterised bylittle things. In that moment when Andrewheard my question, his response was to afellow human being in need. Wow that mademe feel good.I explained to him that I write a lot and asked if it was okay for me to writeabout this experience and he gave me his permission. So if you are ever inBrisbane, check out Tuppys Riverside Convenience Store, Ill certainly be goingback - and thats a promise!By the way the tagline on its simple brochure says, "More than a conveniencestore!". Well, unlike many taglines out there, I can say that my experience ofthis one is that it is an accurate expression of the experience that you will havea Tuppys Riverside Convenience Store.Thank you Andrew for providing a simple, yet genuinely great serviceexperience for me. I genuinely appreciate it.What are your genuine service experiences?How do you bring genuine service experiences into the work that you do?And finally, how do you bring your tagline to life, just like Andrew did?Visit here for information on how you can bring the OTM Service Strategy tolife inside your organisation.Once you have read the article please feel free to post a comment. 20
    • What Really Matters! Volume 4, Number 2, 2012 21
    • What Really Matters! Volume 4, Number 2, 2012Three Steps For Bringing Organisational Values To LifeBy Gary RyanI recently published an article titled "Company Values Need to Be Talked About" andI was asked to provide a follow up to that article. So here it is!Organisational values are too often left to gather dust on office walls. If you are aleader and your organisation has values, how regularly do you bring those valuesalive in conversations with your team members? The usual response is, "Not veryoften." Yet when we ask leaders if they believe in their organisations values theyreply with a resounding, "Yes!".So what is the problem? Why is it thatso many leaders struggle to hostconversations with their teammembers about their organisationsvalues?The answer often lies in two issues.Firstly leaders simply forget to takeresponsibility for keeping theirorganisational values alive by talkingabout them with their team members.Such behaviour is simply not on theirradar.Secondly, many leaders arent taught how to tell effective stories. It is assumed thatleaders know how to tell stories. In part this is true. People DO know how to tellstories. However, telling effective stories is different. Telling effective storiesrequires some structure.Thankfully most storytelling structures are quite simple. Heres one that most ofyou will remember from your childhood. The structure was effective then, and it isstill effective now.Step 1 - Start the story.This usually involves setting the scene and context of the story. For storiesregarding the organisations values you would explain a situation and set the scenethat you are going to explain how the organisation’s values can be used in realsituations.Step 2 - Explain the middle section of the storyThis usually involves the details about what happened and who did what. It iswhere the rationale behind how the values were used would be explained.Step 3 - Finish the storyThis section provide the "So what!" part of the story. What was the result? In thiscase, what was the impact of using the organisations values to guide decisionmaking and actions. 22
    • What Really Matters! Volume 4, Number 2, 2012These three steps effectively catalyse Conversations That Matter®.An exampleStartWhen I was on the executive team of a medium sized business some legislation waspassed that affected $14million of our revenue. In 12 months time it would be gone.This revenue directly paid the salaries of over 200 people.MiddleHaving already performed some scenario planning on this outcome, the executiveteam met to confirm what would be done for the staff to ensure that the values ofintegrity, teamwork, service and community were upheld throughout a difficultperiod. A decision was made to use the organisation’s training and developmentbudget to up skill the staff in resume writing, interview skills and outplacementprograms to ensure that as many staff as possible could find new jobs.EndAll staff who wished to access the support were provided with the training andoutplacement support that they required. While it was a difficult period foreveryone involved staff consistently reported that while they wished that thesituation had not occurred, they were delighted with the support that theorganisation had provided them throughout their transition. The vast majority ofstaff found new jobs and opportunities that fitted with their career aspirations.A significant benefit of storytelling is that it helps people to makes sense ofsituations. After you have told a story it is worth asking people if the story hastriggered any similar examples that also might show the organisation’s values inuse. When listening to their stories listen for the start, middle and end. Noteveryone tells stories correctly so they might miss out some important parts of thestory. If you are listening you can help them out. For example, if someone shares astory but leaves out the end, ask, "What happened? What difference did youractions make?". Youll be amazed at the difference asking such questions can maketo the quality of your team members storytelling.Using this technique can create highly engaged and flowing workplaceconversations. Without even knowing it your team members will start to deepentheir understanding of what your organisations values really mean in action. So,set aside 15 minutes once a month in your team meetings and see if you can bringyour organisation’s values alive through storytelling. Follow the simple start,middle and end structure and youll be surprised just how effective it can be. Pleaseleave a comment or let me know how you go using the three steps for organisationalstorytelling.Please feel free to comment on this article. 23
    • What Really Matters! Volume 4, Number 2, 2012Would you like to be free of people problems in yourbusiness?By Ian BerryAre you a business owner or leader employing 10 to 200 people?Would you like to be free of people problems in your business?There are massive rewards from doing so, namely:1.Increased top and bottom lines2. Freedom to do more of what you want3. Improved well-being and the many associated consequencesEnhancing Their Gifts™ is a low investment/high return system that you implementin your own way.Subscribe here to the complimentary 9 lessons online course and learn how thesystem can be the game-changer in your business.Be the difference you want to see in the world.IanI work with leaders to conceive and achieve highly successful change initiatives. 24
    • What Really Matters! Volume 4, Number 2, 2012As a manager, how do you show respect to your teammembers?By Gary RyanRecently a participant in a leadership development program for managersasked, "Ive discovered that respect is a core value of mine. What are somepractical ways that I can ensure that this value is present in the way that Ibehave as a manager?".The following is the list of suggestions that emerged from the conversationthat was conducted with this participant and another four people at their table.It is important to note that the following behaviours can be conductedirrespective of the culture that exists within the organisation.Take the time to get to know each member of your team individually. Thismeans that you would know the names of their partner, their children (if theyhave any). You would remember their hobbies and passions and genuinelyinquire about how they are going with those pursuits. If you had a poormemory you would create a structure to ensure that you could rememberthese things. An example of such a structure is creating notes for each of themembers in your team.You would have a clear understanding of the career path that each of yourteam members is travelling and raise their awareness of any opportunities thatwould enhance their development in that direction.You would let people do their jobs and trust them with appropriate authorityfor their roles. As much as possible you would stay out of their way but youwould be explicit with them about why you would do that.When bad information about your company was required to be shared withyour team, you would share it. You would not ‘sugar coat’ the news.You would provide performance feedback to your team members and make itas easy as possible for them to provide you with feedback. You would not‘sugar coat’ feedback.You would be proactive about ensuring that the remuneration of your teammembers was ‘fair’ in the context of your organisation and industry. Thismeans that if you discovered that someone’s package was not ‘fair’, you woulddo whatever your system would allow you to do to rectify that situation.You would recognise and reward your team members for their contributions.You would be proactive with letting your team members know aboutopportunities that might take them out of your team if your view was that theopportunity aligned with their career aspirations as you understood them.This list of examples is just a start. Once again it is important to note thatthese behaviours can be adopted irrespective of the overall culture within theorganisation. 25
    • What Really Matters! Volume 4, Number 2, 2012What are your examples of how, as a formal leader you have practiced thevalue of ‘respect’ in your role?How have you catalysed Conversations That Matter® within your team?Please feel free to comment on this article.OTM Plan for Personal ® ProgramExperience a facilitated program that enables you toidentify the future that you want to create.Discover how your desired future can include havingdiscovered the answers to the many questions that youhave, and developing a clear and focused plan to answerthose questions. "Excellent content delivered in an excellent way. It was an enjoyable course that delivered well targeted content. As a person that has trouble putting plans into action it has been very helpful. Thanks very much Gary!" Tom Sherburn, National Australia Bank One of those actions was for the Executive Team to develop Individual Plans for Personal Success, and to share and relate those plans to the desired future for our division within our organisation. Developing an OTM Plan for Personal Success® was an inspiring experience with Andrew and Gary guiding myself and the rest of the Executive Team through the process. Sharing our plans with each other catalysed conversations that were powerful and enabled us to develop a deeper understanding of each other. Prior to the program I had felt that we already had a deep understanding of each other, completing the OTM Plan for Personal Success® program enabled our relationships to go to another level. Geraldine Storton, Vice President, Global Program Management Hospira, USA 26
    • What Really Matters! Volume 4, Number 2, 2012Five Steps For Connecting Strategy To ActionBy Gary RyanFor many years I have been facilitating leadership development programs for graduatestudents who have a minimum of five years work experience. The focus of the program isto enhance the capacity of the participants (even if only in a small way) to successfullyperform in a mid to senior leadership role. The participants in the programs come from abroad range of cultural and work experience back-grounds, which is one of the manyreasons that I enjoy facilitating the program. As part of the program I ask the participants togenerate questions, that if answered would help them to better perform their role as a midto senior leader.A recent question that I was asked was, "What isthe most important thing that you have to do as amanager to keep your team focused onorganisational objectives?".There are many factors that relate to answering thisquestion. In this blog I will provide one approachthat a leader can use to enhance the capacity ofthe team that they lead to stay focused on (andachieve) organisational objectives and goals.Step 1.Does your team know the organisational objectivesto which it is contributing? This may seem like asilly question but my experience has taught me thatit isnt. Too many managers arent able to clearlyand quickly articulate the organisational objectivesto which the performance of their team iscontributing. If you are in this situation then it isyour responsibility to find out. The answer canusually be found in the organisations Strategic Planor Annual Plan. These documents will exist but alltoo often their implementation seems remote from amid-management perspective because a gap often exists between planning andoperational activities.Step 2.Once you have identified the objectives outlined in your Strategic Plan, the next challengefor you is to communicate how that plan relates directly to your team members. A simpleand effective tool, irrespective of the level of the people who report to you, is to use theOne Page Strategy Map invented by Kaplan and Norton. An example of such a map canbe found here.Many organisations use the Balanced Scorecard methodology for their Strategic Planningand even if a different methodology is used, the high level strategies can often be focusedand presented on a single page. 27
    • What Really Matters! Volume 4, Number 2, 2012Step 3.Literally sit down with each member of the team that you lead and, with a highlighter inhand, highlight each aspect of the Strategy Map to which their work directly relates. Onmany levels the act of highlighting different aspects of the content on the Strategy Map isfar less important than the conversation that you will be having with each member of theteam as you go through this process. These conversations will create a clear and specificlevel of understanding about what each person does and how that contributes to theachievement of organisational objectives. Copyright Gary Ryan 2012Step 4.At the conclusion of your conversation ask your team member if they have identified anywork that they are doing that doesnt seem to fit anywhere on the map. The answer to thisquestion will not automatically mean that they are doing something that they shouldnt bedoing, but it certainly should indicate that further inquiry into this work should beconsidered.Step 5.Ultimately any work performed by the members of the team that you lead should be able tobe explained in the context of how it contributes to the strategies outlined in the StrategyMap. Any other activities may be a waste of time and may indicate a loss of focus from thereal work that should be performed. If possible, conduct a whole team conversation toenable each team member to clearly and concisely articulate their contribution (and 28
    • What Really Matters! Volume 4, Number 2, 2012collectively your team’s contribution) to the achievement of organisational objectives.If you follow the five steps above and regularly talk about the progress that your team ismaking toward the achievement of the objectives outlined on your organisations OnePage Strategy Map you will have an enhanced capacity to help your team membersmaintain focus on the work that they should be doing.What is your experience with using Strategy Maps or similar tools to enhance the focus ofyour team? Or, if this post has encouraged you to try this approach for the first time,please let me know how you go.Please feel free to add a comment to this article. 29
    • What Really Matters! Volume 4, Number 2, 2012Closing your leadership gapBy Ian BerryAt least once a week I observe what I call The Leadership Gap.Business owners and entrepreneurs suffer big time from this gapand so do leaders in multinational corporations. No one is immune.The consequences for your business are dire - lower than possiblemorale and productivity, employee turnover and thereforeunnecessary employment costs, lower than essential levels ofservice and therefore you lose customers/clients as well as failing togain new ones.The list of dire consequences is a long one so I won’t add anymore.Ultimately failure to close your leadership gap can mean the end ofyour career and/or your business.The Leadership Gap occurs when the Leader is so far out in front oftheir people that they turn around one day and find no one is withthem. And as they old saying goes you discover that “you’re notleading, just out taking a walk.”Closing your leadership gap*There must be authenticity and transparency, in a word, truth,about where your business is really at. BS is bringing downorganisations everywhere. Remove the BS or you might be next!Take the BS Detector Pulse Check here. You just might bestaggered by what it shows and tells you.*The story you are telling about where your organisation is goingmust be compelling and contain no BS.*The strategy that you have in place, the compass, the how youintend to get where your going, must be owned by your employees,the primary executors of your strategy. If your strategy is hidden ina thick document in a drawer somewhere you are in deep trouble.And if a stakeholder asks your employees what your strategy is andthey can’t answer truthfully and enthusiastically you are also indeep trouble. 30
    • What Really Matters! Volume 4, Number 2, 2012Ownership of your strategy by your employees is impossible withouta performance leadership and management system.Such a system means:*recruiting of people aligned with your values and how you live them*people are properly inducted and engaged to bring their best totheir work consistently*leaders having informal and formal and candid conversationsabout performance that appreciates people, inspires them, andleads to personal accountability*employees having informal and formal and candid conversationsabout performance with each other and other stakeholders thatappreciates people, inspires them, and leads to personalaccountability*wisdom is retained when people move on*succession planning works in practice*overall the special gifts or talents of individuals are being enhancedon a daily basisDo you have such a system?Usually when I ask people what kind of performance leadership andmanagement system is in place I hear about annual appraisals andhow they don’t work. I am no longer surprised by this. Appraisalswent out with the ark. The main reason they are walking dead isthat most people don’t have the expertise to replace them with aviable and vibrant system as referred to above.I have such expertise.If you are suffering from a leadership gap or don’t have a properperformance leadership and management system in place then it’stime we had chat. 31
    • What Really Matters! Volume 4, Number 2, 2012I can help you put such a system in place, fully customized for you.And I guarantee you performance improvement and at least a 10times return on your small investment within 90 days. Get that fromyour bank!Be the difference you want to see in the world.Please feel free to comment on this article. 32
    • What Really Matters! Volume 4, Number 2, 2012Company Values Need To Be talked AboutBy Gary RyanToo often organisational values end up being meaningless from anoperational perspective. In no way do they relate to the the day to dayoperation of the organisation.This is because they are not explicitly used to help staff make decisions.If you are responsible for a team when was the last time you conducteda conversation with your team regarding how they have used theorganisations values to help them make a decision?It isnt hard to do. Simply ask the question.Go on, do it. I promise it wont hurt.The outcome of these conversations is that the values start to have aclearer meaning. Staff begin to understand what they really look and feellike in practice, which is where they really matter.Meaningful organisational values will help staff to make effectivedecisions for the organisation. Who wouldnt want that outcome.How do you keep your organisations values alive?Please feel free to comment on this article. 33
    • What Really Matters! Volume 4, Number 2, 2012Stop trying to manage peopleBy Ian Berry“I hate managing people” was my client’s opening comment, before we hadgreeted one another in our usual friendly manner. “Great. Time to stop trying.” wasmy reply. My client gave me an out of character blank look. “People cannot bemanaged.” I said. Another blank look.I meet so many people negatively stressed by their perceived inability to solve socalled people problems. After many years of observing and interacting with peopleI am led to the following conclusions:*The problem with people is that we create our own problems*People can only solve their own problems*We can lead people, but not manage them (Leadership is the art of inspiringpeople to bring everything they are to everything they do. Management is thepractice of making it simple for people to bring everything they are to everythingthey do)*Leadership is therefore fundamentally about people and influence. Management istherefore fundamentally about systems and processes*People bringing everything they are to everything they do rarely have problemsthey can’t solve*On the surface less than desired performance occurs through lack of skill, will,circumstances beyond our control, or a combination of all three*The underlying reason however for unsatisfactory performance is lack of selfassurance*When we are self assured we have the will and can learn the skill.*Self assured people never bother about circumstances beyond their controlHaving said all of the above, my client says “So my real role is to be self assuredand to inspire others to be the same.” “Exactly.” I said“So what are the characteristics of self assurance?” my client asksThe following are my thoughts that I shared with my client: 34
    • What Really Matters! Volume 4, Number 2, 2012Self assured people:*Demonstrate confidence that rarely spills over into arrogance*Are committed to life-long learning, even to changing wisdom that was previouslyprecious*Live their values*Make decisions that are often unpopular and follow these decisions through*Readily turn information into insight*Share insight but rarely information*Articulate insight with clarity and passion so much so that others are inspired*Fulfill responsibilities*Deliver on promises*Accept responsibility for their own feelings, thoughts and actions*Respond to what happens rarely reacting*Never blame or shame others*Never take critique offered by others personally*Offer critique to others without attachment to what others may do about it*Demonstrate commitment to continuous improvement by actually continuouslyimprovingMy client and I spent a lot of time in keen conversation about the above drawingthe following conclusions:*We are authentic when we say what we mean and mean what we say*We must genuinely love ourselves (warts and all) as the one-of-a-kind being thateach of us is*We must accept that our primary quest is to be the best one-of-a-kind being wecan be*When workplace culture is one where everyone is on such a quest our workplaceswill be the remarkable places they should be*Such workplaces are free of people problemsStop trying to manage people. Call it a strategy if you will. Instead be self-assuredand co-create an environment where others can be self-assured.Warning: Never ever confuse a person with a problem.Be the difference you want to see in the worldIan 35
    • What Really Matters! Volume 4, Number 2, 2012PS The Enhancing Their Gifts™ system is the culmination of my lifes work tomake it simple for business owners and leaders who employ 20 people or more toensure that the majority of your people are performing at their best on a consistentbasis.All the details are here.Please subscribe to my complimentary Enhancing Their Gifts™ short online courseby putting your details in the boxes here.  You will receive a welcome message andbe able to download the PDF version of my Changing Whats Normal book.Just 9 lessons every 3 weeks direct to your inbox. Take action in your own wayand voila performance improvement.Be the difference you want to see in the world.IanI work with leaders to conceive and achieve highly successful change initiativesthrough enhancing peoples gifts.Please feel free to comment on this article. 36
    • What Really Matters! Volume 4, Number 2, 2012Jolly Highlights Lack of Truth To Power Within The AFLBy Gary RyanDarren Jolly, Collingwoods number one ruckman has highlighted the lackof Truth to Power in the AFL in his most recent article Paying The PriceFor Simply Being Honest.Jolly highlights that people need to be responsible for what they say, butthe current restrictions on players and coaches means that they arebriefed prior to interviews to ensure that they dont say anything thatcould upset the AFL.This form of censurship doesnt mean that opinions contrary to those ofthe AFL dont exist. Clearly they do. Political correctness is notnecessarily healthy for an organisation either. The recent collapse of theHastie Group is evidence of that.Why cant healthy debate be encouraged? What is the benefit of drivingcontrary opinions underground? In fact Id argue that reducing healthydebate is more unhealthy for the AFL that the sanitised drivvle that mostplayers and coaches share publicly because they cant say what theyreally think.Its time to support Darren Jolly and encourage the debate about beingable to debate within the AFL to be started. 37
    • What Really Matters! Volume 4, Number 2, 2012Geelongs Behaviour Shows Integrity Despite CriticismBy Gary RyanThe recent criticism of the Geelong Football Club in the AFL for visiting PortAdelaide player Travis Boak is an example of the rampant hypocrisy prevalent inour community and business world.Geelong has the right, as does any employer, to seek andrecruit anyone it deems talented enough to help it be themost successful organisation that it can be. Travis Boak, asan employee or prospective employee also has the right,bounded by explicit rules within the AFL to discuss hisfuture employment prospects with any organisation thatmay be worthy of his commitment.Geelong was explicit about what it was doing. Boaks contract situation meansthat in 2013 he will either be playing with Port Adelaide or he will be playingsomewhere else.If you can, consider his position from an employees perspective. He is talentedand  he has a current rival organisation wanting to speak with him about movingacross to them. There is nothing wrong with talking with that organisation. In factdoing so could re-enforce the very reasons why he might choose to stay with PortAdelaide.People are very naive if they believe that rival clubs havent spoken with soon-to-be out of contract players during a season in the past. Ill cite Gary Ablett and TomScully as two examples and you "...would have to be dreaming" (a quote from theAustralian move The Castle) to believe that Travis Clokes management hasntbeen speaking with other clubs throughout this season. How could a decisionabout where he is going to play next year occur if they havent?Geelong should be commended for their integrity in being open and honest aboutwhat they were doing. Yet they got criticised for it. Some people have suggestedthat they were arrogant and under-handed. How could they be under handed whenthey were open and honest about what they were doing? 38
    • What Really Matters! Volume 4, Number 2, 2012Political correctness doesnt necessarily help integrity. Would people honestlyprefer that Geelong drove to Adelaide in the cover of night, spoke with Travis Boakand then publicly denied what they did?Seriously, think about the values that such a view is projecting... Dishonesty. Is thatwhat we really want? I dont think so.It is time that more people stood up to protect honest behaviour. No doubt PortAdelaide does not want to lose Travis Boak. If it is an organisation that is worthy ofhis commitment, then he will stay. At least Port Adelaide knows what it is upagainst with Geelong being open about what it has been doing. But what aboutother clubs who may have spoken with Boak but have not been honest about whatthey have been doing (for the record I dont know if any other clubs have spokenwith him)? How is that good for Port Adelaide?The challenge with honesty is that sometimes we might not like the honesty we arehearing. That doesnt mean the honesty is wrong. It means that it triggers a fear inus, in this case the fear for some people that Travis Boak will move to anotherclub. For others the fear that is triggered is the mere thought that, "This couldhappen to one of the stars in my club!". Folks its happening anyway and weshould be encouraging this type of behaviour to be above ground and not belowground.Below ground behaviour doesnt support integrity, yet it is the criticism oforganisations like Geelong that drives such behaviour underground because it isconsidered politically incorrect. I, for one support Geelong with its actions andfor its integrity in this situation.Gary Ryan is a long time member of the Western Bulldogs and Richmond AFLclubs. 39
    • What Really Matters! Volume 4, Number 2, 2012We choose our thoughts and our emotionsBy Ian BerryI read a great insight in the Virgin Airlines Voyeur magazineon a flight yesterday from performance psychologist Dr. PhilJauncey:“There is a big misconception in sport and the corporate arenain which people think you need to get your mind right toperform, but that’s not true.Mental toughness isn’t the ability to get your mind right beforean event, it’s being able to execute when your mind is sayingyou can’t.”In the article Jauncey is also quoted as saying that there arefour reasons we fail under pressure:“we don’t know what to dowe don’t know how to do itwe don’t have the ability to do itwe choose not to do it”I agree with all of these.  We choose not to do it was the onethat got me really thinking yesterday.  In my reflections Icontrasted Jauncey’s insights with some great thinking in thebook resilience which I referred to in a blog here.“For most of us, emotions are things that happen to us.” Zolliand Healy say in their book.  They go on to say “Researcherswho study mindfulness and attention often conceive of ouremotions differently. In their view, emotions are not thingsthat happen to us.”  My take from reading the book is that wechoose our emotions just as we choose our thoughts.What are you choosing to feel and think today?If you don’t know what to do or how to do something you canlearn.We also need to be candid with ourselves if we simply do not 40
    • What Really Matters! Volume 4, Number 2, 2012have the ability to learn how to do something.What we choose is what really matters.What are you choosing to feel and think today?And could you change what’s normal in your life and makebetter choices for your well-being and growth?Be the difference you want to see in the world.IanI work with leaders to conceive and achieve highly successfulchange initiatives. 41
    • What Really Matters! Volume 4, Number 2, 2012Youre not listening to me!By Gary RyanOne of the greatest frustrations that you can experience in the workplace is thefeeling that you arent being listened to or understood.Many of us will respond to this situation by getting louder and possibly even angry.The interesting fact is that when we feel that we arent being listened to orunderstood, most likely whoever we are speaking with feels exactly the same way!Think about a time when someone indicated to you that they felt you werentlistening. Chances are that you felt exactly the same way."What do you mean Im not listening! You havent listened to a single word that Ihave said!"There a five steps that you can follow to help you in such circumstances.1. Recognise what is happeningTo be able to do anything about this situation, first you have to recognise what ishappening. The first sign will often be your own frustration or emotional responseto not being heard.2. Stop and listenThe first step above is your signal to stop and listen. Nothing more, nothing less.Focus on trying to understand what they are saying. This is your challenge - todevelop an understanding. You dont have to agree with them, just understandthem.When the person finishes speaking move on to the next step. Remember.Just listen.3. Say "Thank you"This step can be very hard, but it is very powerful. When emotions are running highit can be difficult to control what you say, especially if the person you are speakingwith has just given you a verbal barrage. No matter what is said to you, start with,"Thank you."Feedback is like a gift, and just like some gifts that we receive are not about us 42
    • What Really Matters! Volume 4, Number 2, 2012(like the play station I gave my wife for her 30th birthday many years ago!) theimportant issue with gifts is that we know to say, "Thank you" when we receivethem. This tip is very powerful when it comes to knowing what words we are goingto use first when it is our turn to respond in a heated conversation.4. Ask, "Is there anything more that you would like to tell me?"This question highlights that you are focused on them and not yourself. It is anindicator that you are really trying to listen to them, which is exactly what you aretrying to do. It is also very powerful when people just want to be heard.5. In as short a number of words as possible, check your understanding withthemOnce they have finished speaking in step 4 above, succinctly tell them what youunderstand their perspective to be. Do not include your perspective or try todefend your perspective. Your job is to let them know that you really dounderstand where they are coming from.Upon telling them your understanding of their perspective, ask them to correct anymisunderstandings that you may have presented.These five steps are very powerful and address the core issue of being heard.Once people feel heard, the emotion element lowers and you can move into themore productive problem solving mode.What is your experience of trying to put these five steps into action? 43
    • What Really Matters! Volume 4, Number 2, 2012Do you Leverage the Power of Questions for PersonalSuccess?By Gary RyanLess than 2% of the people I work with have a written plan for personal success.A main cause for this number being so low is that people often say, "Gary, howcan I wrote down what I dont know? I dont know exactly what I want for myfuture. And that scares me because it seems that I am supposed to know what Iwant!".I have now worked with over 5,500 people and helped them to create oneversion or another of their OTM Plan for Personal Success®. I have neverhad a single person who was not able to write down something thatrelated to the future they wanted.The evidence is overwhelming. Even when people say that they dont know whatthey want for their future, they are able to write down future focused descriptionsof at least some aspects of their life. You dont need to know everything. In fact,knowing the direction that you want your future to go in is just as powerful, if notmore powerful than having a single clear objective.Identifying the questions that we would like to have answered in our futureprovides direction for our personal success. When we know the questions that wewould like answered, we then have the power to create a plan to explore thosequestions so that we can discover our own answers.A common statement that people say to me is, "Im not sure if this is the careerthat I want to have."When creating a personal plan for success this statement can easily be turned intothe desire to have answered a powerful question. In simple terms, when a personis saying this type of statement, they are really saying something like; "In threeyears time I want to have discovered the career that I want to invest the majority ofmy working life in." or something to that affect. What a wonderful vision!Obviously this persons starting point would be that they arent sure about theircareer. In addition they may have a job and qualifications and even some 44
    • What Really Matters! Volume 4, Number 2, 2012experience. They can then establish a plan that will enable them to explore careeroptions over the next three year period.Are they likely to experience dead ends?Yes of course they will.In the context of exploration, are dead ends bad?No they arent.Humans are amazing explorers. In fact we have created this amazing worldthrough our ability to explore.So I encourage you to explore the questions that if you could have them answeredwould provide amazing focus for the future that you are trying to create. Theprocess of answering our own questions is a powerful secret to personal success.What questions are you exploring?Gary Ryan helps people clarify what success means to them and then how tocreate it. If youre concerned that because you dont know what your future shouldbe that you will therefore end up a failure, then contact Gary now. 45
    • What Really Matters! Volume 4, Number 2, 2012What does Realistic mean?By Gary RyanThrough my work in facilitating the OTM Plan for Personal Success® Program,which has now been provided to over 5,500 people in various formats, I amconstantly asked, "Is this goal that I have written down realistic?".I reply by helping the person tounderstand that there is really onlyone person who could possiblyknow the answer to that question,and that is them. In addition, it maybe a question that does not have aninitial "Yes it is" or "No its not"response.Often the only way to find out ifsomething is realistic or not is to goand try to achieve it.Our mindset plays a huge role in self determining what is realistic and our mindsetregarding reality is forged at a young age.Whats your definition of Realistic?Recently my 10 year old daughter had a wonderful life experience about taking achance and doing some hard work to discover  what realistic meant for her.When the school year began in January this year, Sienna was commencing Year 4.In 2011 as a Year 3 student she had participated in her school aerobics team andhad attended the inter school championships in her schools third ranked team.Her primary schools first ranked team, which consisted of girls from Years 5 and 6ended up becoming National Champions, which was a terrific result for them. Mydaughters team were State finalists but that is where their journey ended.Sienna said that she wanted to be in the "First ranked team this year", but believedthat it was "Impossible" because she was only in year 4 and hadnt even been inthe second ranked team last year. 46
    • What Really Matters! Volume 4, Number 2, 2012I said, "If you could have what you really wanted, which team would you like to bein this year?"She replied, "The first ranked team... But its impossible for me to get in.""When are the trials?", I asked."Late March." was Siennas reply."So, you have about six weeks between now and the trial." I stated."Yes. But its still impossible." Sienna re-stated."Okay, just go with me for a moment please. Lets pretend that it is possible foryou to make the first ranked team.What would you need to do to give yourselfevery chance of making the first ranked team?""Well, I suppose that I would need to train every day." Sienna suggested."Okay, what else?""Maybe I could ask my teachers what they think I should focus on when Imtraining so that Im doing the right things?""That sounds pretty smart." I affirmed."Now, youve said that this year you want to be in the first ranked team. Youvealso come up with a couple a smart things that you could do to give yourself everychance to make that team. What if you go and do the two things that you havesuggested. Do you think that you might have some chance of making the team?" Iasked."Well, yes.", was Siennas response.To her credit Sienna did the practice and she asked her teachers what she shouldfocus on. 47
    • What Really Matters! Volume 4, Number 2, 2012In March she made the team, along with two other Year 4 girls. They went on towin their Regional Final. They then became State Champions and last weekendwon a National Silver Medal.So between January to August Sienna went from believing that it was impossibleto get into her schools first ranked team, to becoming a National Silver Medalist.What a wonderful lesson to learn!If you are clear about what you want, work out what needs to be done to createwhat you want, then go out and do it, it is amazing what can then becomepossible.The lessons in this story are just as applicable to adults as they are to children.What are your examples of creating your own definition of realistic? 48
    • What Really Matters! Volume 4, Number 2, 2012Are you making the most of both of your lives?By Ian BerryIt has been said that Mahatma Gandhi observed that if you live well you get toenjoy two lives - the actual living and then the reliving through your memories.Are you enjoying both of your lives?Memories matter. I remember often the joy of many experiences with my best friend who passed lastyear.  Remembering inspires me to live the best life I can live in the now.Experienced happiness and remembered happiness are two of the great facets ofour lives.Are you making the most of both of your lives?Be the difference you want to see in the world.IanI work with business owners and leaders employing more than 20 people to liftemployee performance by enhancing their gifts. 49
    • What Really Matters! Volume 4, Number 2, 2012Great Service The Fijian WayBy Gary RyanRecently I had the great pleasure to take my family on a vacation to Fiji tocelebrate a relatives wedding. We stayed at the Outrigger on the Lagoon which islocated near the small town of Sigatoka on Fijis main island.The resort is on land that is owned by the two local villages and the vast number ofstaff have been recruited from those villages. From the moment we arrived until themoment we departed the resort we could not have had a more wonderful time. Mywife and I, our five children and nearly 60 relatives and friends were not onlyimpressed by the physical standards of the resort, but more importantly the staffwho were always smiling and happy to please.Despite talking about Fijitime, a reference to takingtime to get things done, ourexperience was that requestsof staff were always met byprompt responses andaction, something thatservice and hospitalityorganisations here inAustralia could learn from. The talented Erami leads a water aerobics classThe culture of teamwork and the desire to create a wonderful experience forguests was self evident for our entire visit. Due to the genuinely friendly nature ofthe staff you could not help but make friends with them. One of the staff withwhom I had the pleasure to speak with at length was Moses Saukalou, one of thehospitality managers with vast experience who managed a large team of staff.When I asked Moses about what drove the staff to be so friendly and willing towork, despite their relative poor pay (by Australian standards) he told me that theanswer lay in their culture of respect. 50
    • What Really Matters! Volume 4, Number 2, 2012"Respect is something that we value and it is taught to our children from a veryyoung age. That is why it comes across as being genuine - because it is!".The staff work six days per week and many of them were multi-talented, beingable to speak several languages, do public speaking, take water aerobics, weavebaskets and hats and serve incredible cocktails as well as singing. And what I havejust described is the skills of a single employee!Singing good-bye on our final morningWhen the staff heard of our imminent departure during our breakfast on the finalmorning of our visit, they gathered in front of us and sang us a good-bye song.While the staff were singing to us another team member came forward andexplained the meaning of the words to us. We were being thanked for visiting theirland and they were wishing us a safe journey home. It was very moving and onceagain was not contrived - it was genuine. We really felt like we were leaving specialpeople. My brother, who was with us with his family mentioned how emotional hefound the experience, a comment that was uncommon from him.It was really us who should have been saying thank you, or as they do in Fiji,"Vinaka!".There is a lot that can be learned from the Fijians with regard to how important it isto have respect for other people at the heart of your approach to delivering serviceexcellence.And deliver is exactly what the staff at the Outrigger on the Lagoon in Fiji certainlydid!Gary Ryan saves you time by helping you to know what to do to raise servicestandards in your organisation 51
    • What Really Matters! Volume 4, Number 2, 2012Incomplete Quadriplegic to Climb Mt KilimanjaroBy Gary RyanJason Barrie is an inspiration.In May 1999 Jason was seriously injured in a suburban Australian rules footballmatch playing for the Monash Gryphons in the VAFA competition. I was the seniorcoach at the time and the memory of Jasons injury will never leave me. Neitherwill the site of him lying on his hospital bed at the Monash Medical centre thatevening. He had cut his spinal cord.In October 2012 Jason is planning to climb Mt Kilimanjaro in an effort to raise$50,000 for Independence Australia, an organisation that helps people who havereceived spinal injuries cope with and to come to terms with their injuries. Jasonwants to pay them back for their support to him throughout the early years of hisrecovery. Donations can be made here.At this point I believe that it is best to leave the full story in Jasons words, whichare published for you below. I urge you to support Jason as he is an inspiration, arole model and a wonderful human being.On the 1st May 1999, my life was turned upside down. In playing a local game of Australian Rules Football, I suffered a Spinal Cord injuryin that my C4 / C5 Vertebrae dislocated, with one going one way and the othergoing the other way, which cut my spinal cord. While Cat Stevens may say the“First Cut is the Deepest” this, thankfully, was not the case with my injury althoughthe Doctors did not know that at the time. When I was packed off in the Ambulance on that day, I had no idea that I wouldforever be classed now as C4/C5 Incomplete Quadriplegic. My focus at the timewas I won’t be able to work at the local Video store that night…..and how werethey going to be able to cope without me ? I remember my jumper being cut apart in Emergency……..then nothing for a fewdays………saw my Dad in Intensive Care with me at the Monash, where my firstthought was “Did Celtic beat Rangers in the Scottish Premier League, Dad ?” His 52
    • What Really Matters! Volume 4, Number 2, 2012negative response did not assist my situation, but I look back now and realise mynaiveté with regards to my injury did assist my situation. I did not remember the Doctor coming and telling me I would never walkagain……. I did not remember crying solid for a day after this news…… I did not realise that I had lost a full week and bit, by the time I finally came to……. These were things I was told a week, or months later by my Girlfriend at the time,now wife. I worked at Mercedes Benz Finance at the time with my girlfriend and they wereawesome in allowing her time off to be with me on a full time basis for the nextmonth…….my enduring memories from those times in ICU at the Austin Hospital,will be her wiping my mouth because I couldn’t move my arms…….struggling tobreathe as I had had a Tracheotomy…..again, finding out later that both my lungshad collapsed and that golden staph had set in, to complicate things further. On a funnier note, I kept thinking that there was a Chinese Take Away within ICU atthe Austin Hospital and wondering how they got that past the StateGovernment…… My move to the general ward for Spinal patients came after two weeks inICU………I had another 5 weeks in this dedicated ward for Spinal patients at theAustin and was in the ward next door to Robert Rose when the Code Blue wascalled and he passed away due to complications. Even then, I kept thinking I wouldbe ok and I would get over this sickness…….little did I realise how bad things wereand how much it had affected my family. Already, my Grandfather was makingplans to build a house for a wheelchair bound Grandson…..that he was moved totears every time he left my ward…… I started to get some strength and movement in my arms, but everything was‘gross movement’. Trying to do anything meant using your hands like a lump ofwood – if the TV was on a channel, that’s where it stayed……for some time.It was about 4 weeks in when they decided to get me into a wheelchair for the firsttime…… lasted 3 seconds before I fainted. A common tale…… by day, I 53
    • What Really Matters! Volume 4, Number 2, 2012was getting winched over to a wheelchair, and day by day I got better at it and wasable to sustain longer periods of time in the wheelchair. Then one day early on, afellow spinal patient bumped into my foot and I went ‘ouch’. A common responseto any able bodied person, but he instantly reacted and said he ‘envied me’……Iwas a bit slow and didn’t realise why, but later I would understand, if you can’tmove your legs, it’s usually because you can’t feel them !!!! This was a good sign, and by the time I left the Austin to go to Royal Talbot, I couldslightly move my right leg !!!!Over the coming months, I got movement back – fine movement too, especially onthe right side of my body. They then winched me into a machine where they wouldstand me up to begin the routine of leg muscles getting used to be on two feetagain. Even then, the Physios never guaranteed me anything….no promises weremade, and in all our planning, it was to a house that would have to be modified fora wheelchair. My family are pretty religious and my recovery was labelled a miracle and that I hadovercome all these obstacles, but reality is, I was the luckiest person, but also theunluckiest!!! The family wanted to tell the Doctors off for their negative response atfirst, but MRI’s and X-Rays cannot tell them how much damage is done to one’sspinal cord. Knowing what I know now, if I was a Doctor, I would say the samething. In such a litigious society as ours, could you imagine what would happen ifyou told a patient he would be ok, only for him to be confined to a wheelchair forthe rest of his life ? My support networks were awesome…..the Footy Club, my Cricket Club, myGrandfathers networks, my work place, the support was incredible and I kept everysingle card that I received from that time. I left the Royal Talbot mid-October 1999, with the assistance of crutches…….Iused a wheelchair for longer distances, but crutches were great for 10-20 metres.Over the next 6 months, I started back at work two days a week, rehab the otherthree……I had to have Driving lessons again and by Christmas I had to get a newcar that was slightly modified to assist with my strengths and weaknesses. ByMarch, 2000 life was back to normal, albeit a lot slower. Everything took me a lotlonger to complete……and there were a lot of falls.  54
    • What Really Matters! Volume 4, Number 2, 2012Good friends, Dean Henderson and Stephen Davey, were strong cyclists andaround 2004 they introduced me to Cycling. My balance is not good, and while I tryto stretch for 30 mins every day to soothe the damaged nerves in my body, I was atfirst very fearful. Over time though, I began to enjoy it and after a while I really,really enjoyed it. So much so, I spent money on a decent bike and clip on pedals !!!On Beach road no one realised I was disabled, which I cherished……I was just aslow cyclist, however, they didn’t realise that I pretty much cycled with one leg, butif you looked closely at my calves, you would quickly realise that one leg was morefavoured. In 2008, I took my bike to France to spend a week cycling 600kms of the Tour DeFrance route prior to the professional cyclists – as a guide, my 2.06 hours to do the58km Time Trial was done in 1.07 by Cadel Evans on the penultimate day to theend of the tour. I attempted the Round the Bay in a day that year, but onlycompleted the 168 kms from Melbourne to Mornington – it was a 30+ day that day,and I was the last one on the road !!!!! Finally, I took up swimming in 2010…..yet another sport where people did notrecognise my disability, however, now I revel in and are not shamed by it. Onlytaken me 6-7 years !!!!! I remember the days, I would never put my disabled passon my car, as I did not want people to know that I was disabled…..amazingly, I’vehad every comment from “Do you have Cerebral Palsy ?” to “What did you do toyour leg ?”I’ve learnt now to keep it simple “Just an old footy injury mate….” In January 2012, I completed my first Lorne pier to pub……in 61 minutes !!!!!! Aimis to improve for next year……Once again I urge you to support Jason in his efforts to raise $50,000 forIndependence Australia.Donations can be made here. 55
    • What Really Matters! Volume 4, Number 2, 2012Online CoursesOrganisations That Matter provides a wide range of Online Courses to assist you inyour personal & professional development.Our courses include: Creating a Plan For Personal Success How to Create High Performing Teams Weekly Inspiration 16 Lesson What Really Matters For Young Professionals! eCourse University Student Group Work For Success and much morePlease visit here for more information.WebinarsA webinar is an online seminar. Providing you have access to a computer and theinternet, webinars are a simple, easy and cost effective way to access criticalinformation for your personal & professional development.Please sign up for our newsletter if you would like to be invited to our upcomingwebinars. 56
    • What Really Matters! Volume 4, Number 2, 2012What Really Matters For Young Professionals!Are you taking full advantage of your first years of employment?Are you consciously developing yourself and taking full advantage of theopportunities presented to you?Are you fully aware of the opportunities that you have to accelerate your career?If you answered "No" to anyone of these three questions then we can help you tomaster 15 practices that will accelerate your career."This book is the definitive tool for young professionalswith loads of expert knowledge who need to quickly develophigh-level employability skills. It can also be used bymanagers and HR professionals for induction of theirgraduate recruits, or young at heard professionals willing toadjust to the contemporary workplace. If you want tosucceed in the 21th century as a high-performing individualI recommend you read this book."Renata BernardeRelationship Manager and Career CounselorOnline ChecklistTake the Online Checklist for the 15 practices that are explained in the book, WhatReally Matters For Young Professionals! Your results will help to quickly identifyhow you can use the book to accelerate your career!This product is for both Young Professionals and/or their employersWhat Really Matters For Young Professionals! How To Master 15 Practices ToAccelerate Your Career is a resource that will help Young Professionals (people inthe workforce with between five to ten years experience) to accelerate the speedof their career progress.While Young Professionals are unlikely to suffer the high unemployment rates ofprevious generations in countries like Australia, this is not the situation in manycountries throughout the world. 57
    • What Really Matters! Volume 4, Number 2, 2012In the USA and the UK Young Professionals arehaving significant challenges finding employment.For those who are employed, even in Australiaachieving promotions are a challenge because ofthe high competition for these opportunities. This iswhy continuous practical development is essentialfor career progression.What Really Matters For Young Professionals! isboth a resource for Young Professionals and theiremployers. The book and Online Course create aspace for practical development to occur.In these challenging economic times employers can provide the course to theirYoung Professionals. Alternatively, Young Professionals can invest in their owndevelopment. At less than the cost of three coffees per week over 16 weeks, theinvestment for becoming a high performer is minimal.If you are an employer and would like to discuss how the book and Online Coursecan be packaged for your employees, please email ."Wow! This book is jam packed with useful and practicalstrategies for young professionals wanting to take the nextstep up in their careers. In a time where young professionalsare constantly asking for more mentoring and training, thisbook is the perfect do-it-yourself manual to improve youremployability."Alicia Curtiswww.ygenclub.comOut now! 58
    • What Really Matters! Volume 4, Number 2, 2012About Gary RyanGary Ryan is a Founding Director and owner of Organisations That Matter, aboutique management consulting firm that assists individuals, teams andorganisations to achieve high performance through aligning people, strategy,systems and processes.Why? When alignment is achieved organisations behave in ways that matter to thepeople working in them, the people the organisations serve and the broadercommunity. Ultimately alignment matters if the organisation wishes to achieve itsfinancial, social and environmental outcomes.Utilising his diverse skills, experience and training, Gary helps organisations,leaders and team members achieve maximum performance as a professionalmanagement consultant and a dynamic facilitator and presenter. Key to Gary’ssuccess is his passion to influence behavioural change that aligns what individualssay with what they actually do.Gary is committed to helping organisations to really matter to their people; to theirstakeholders and customers; to their community and to their environment.With over 18 years executive management and facilitation experience, Gary hashad broad exposure to the private sector, government bodies, elite sporting andeducational environments. In this capacity, Gary has designed and facilitated theNAB Future Leaders Program and the NAB Mentor Program, the LeadershipDevelopment Program at AFL club Richmond, whilst performing as KeynoteSpeaker at the NAB TEDx TALKS and Monash University Postgraduate orientationprogram since 2008.Gary Ryan is a Certified What Makes People Tick® Facilitator, a LicensedWave Assessor and has served as a Senior Assessor for the Customer ServiceInstitute of Australia with considerable expertise in developing serviceexcellence. Gary is also a Licensed 0-10 Relationship Management® EliteTrainer Facilitator, enabling him to assist organisations optimise performancethrough improved internal and external relationship management. 59
    • What Really Matters! Volume 4, Number 2, 2012Gary is the Author of What Really Matters For Young Professionals! How toMaster 15 Practices to Accelerate Your Career and has also written a series ofe-books, What Really Matters available here.Gary has studied extensively, initially attaining a Bachelor of Education, and aGraduate Diploma in Human Resource Management, holds a Master ofManagement from Monash University in Melbourne, Australia.Gary’s areas of specialty cover service excellence development, assessment andfacilitation, program design and development, and relationship managementdevelopment and facilitation.Personally, Gary Ryan is happily married and a proud father of five children. He isdedicated to maintaining a healthy lifestyle and is currently in training to run histwelfth marathon.Contact Gary at or join him on LinkedIn. 60