What Really Matters! Volume 3, Number 1, 2011


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This free ebook on Personal, Professional & Organisational Development was created from a selection of articles published on the OTM Academy from January 1st 2011 through to March 31st 2011.

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  • Check out my most recent book What Really Matters For Young Professionals! How to master 15 practices to accelerate your career
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What Really Matters! Volume 3, Number 1, 2011

  1. 1. What Really Matters! Volume 3, Number 1, 2011 By Gary Ryan
  2. 2. What Really Matters! Volume 3, Number 1, 2011 – is a compilation of selectedarticles from The OTM Academy from January 1st 2011 until March 31st 2011 .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 © 2011 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.                  
  3. 3. What Really Matters! Volume 3, Number 1, 2011Who should read this ebook?This ebook is for people who are interested in personal, professional andorganisational development, specifically as it relates to achieving careeraspirations and enabling the organisations within which we work to be betterplaces for human beings. This ebook represents articles from the first quarter of2011 from the OTM Academy. Specifically, senior and developing leaders whobelieve that enabling people to shine is the key to organisational success willbenefit most from the contents of this ebook.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 in the first quarter of 2011.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
  4. 4. Table of contents Great service starts with identifying expectations 1 Australia Day - a time to say, “Thanks!” 2 Formal learning ʻon the jobʼ a success 3 News flash - great service attracts customers 5 Great service identifies what we shouldnʼt be doing 6 OTM Academy Member Cecilia Chan wins AusCham Scholarship 7 Creating shared value contributes to creating an organisation that matters! 8 Why developing your people is at the heart of great service 9 Success lessons from comic Marty Wilson 10 Would you like your team, department and/or organisation to be able to have conversations about the things that matter for your organisation? 10 Service standards exist to enable you meet and exceed customer expectations 11 Are your actions undermining what you have asked your team members to do? 12 A retail MBA in an article - BRW interview with Janine Allis 15 The problem with taking sides is it usually means winners and losers 16 By Ian Berry 16 Is there something wrong with me? - I dont seem to be able to answer questions about my vision 18 Missions matter - mission statements dont 20 By Ian Berry 20
  5. 5. What Really Matters! Volume 3, Number 1, 2011 Emerging Leaders Report by Alicia Curtis 21 Understanding Innovation 22 Monash University PAL Program Leaders prove that we are in good hands with Gen Y 24 Re-discovering the non-virtual world 26 Who is on your “Personal Success Team?” 28 If you listen, service excellence follows 30 Online Courses 31 Webinars 31 What Really Matters For Young Professionals! 32 Online Checklist 32 About Gary Ryan 34
  6. 6. Great service starts with identifying expectationsThis is the starting point for great service. If you don’t understand the expectationsof your customers, then everything that you do is likely to contribute to failing tomeet them. Customers will have expectations whether you understand them ornot. They usually consist of outcome factors and process factors and have a zoneof tolerance for them to be acceptable.The outcome factors relate to the reliabilityof the service/product and determinewhether the service/product meets thecustomers’ expectations. The processfactors relate to the customers experienceand will determine if the customers’expectations have been exceeded or not.Quote from a research participantOnce you realise that the starting point isunderstanding expectations, everythingelse becomes a whole lot easier. All youhave to do is ask people what they want,and then do your best to deliver that tothem.Please feel free to comment on this article. 1
  7. 7. What Really Matters! Volume 3, Number 1, 2011Australia Day - a time to say, “Thanks!”Not that we should limit ourselves to saying "Thanks!" to one day per year, butAustralia Day offers an opportunity and a reminder to be thankful for what wehave. Recently I posted an article titled the Thankful List.Think about the things for which you are thankful and offer a genuine "thanks!" toat least one person today. Why not! For those of us who live in Australia werecognise that we are very lucky to live in a country full of opportunity andpotential, while still remaining relatively safe.I too would like to thank you for making the effort you are making to help makeyour organisations, institutions and centres of learning better places for the peoplewho work/study there and the people you serve. You can never underestimate thepositive difference that a lot of people doing a lot of little things can make overtime.Enjoy today and once again, thank you!Please feel free to comment on this article. Do you have a plan for personal success? Check out how an OTM Plan for Personal Success™ can benefit you! 2
  8. 8. What Really Matters! Volume 3, Number 1, 2011Formal learning ʻon the jobʼ a successMuch of our tertiary education system involves a separation of theory frompractice. Recently, however, a new experiment to bring a fresh stream of talentedpeople into the teaching profession has shifted from the traditional approach.The Teach For Australia initiative selected 45 top university graduate students from750 applicants across a wide range of course backgrounds. Despite wide criticismof the program, these students were then placed into an intensive 6-week teachereducation program at Melbourne University.The students were then sent to Associate teaching positions in Victoriastoughest schools.Throughout their practical teaching experience the students continue to study andundergo a formal mentoring program. In many ways this initiative mimics the styleof training and development established in the vocational education system. Thebottom line is that the students are learning by doing, supported by continueddevelopment of their knowledge of theory.After the first year of the program, 95% percent of the students are continuing intothe second year of teaching which is an outstanding achievement and highlightsthe value of mixing theory with practice.As a qualified teacher myself (my first degree was a Bachelor of Educationmajoring in Physical Education) I have often thought that the apprenticeship styleof formal education might be better suited to the development of teachers. I haveoften thought the same about management development.One of the great challenges for management development is the separationbetween theory and practice. When you are the only manager from your areacompleting a graduate management program it is very difficult to apply what youare learning in the workplace. It is even more difficult to discuss with colleagueswhy you are doing what you are doing. It is for this reason that formal corporateeducation programs where teams of people from the same company receiveformal management training as a cohort have the potential to significantly enhancethe transfer of theory into practice. 3
  9. 9. What Really Matters! Volume 3, Number 1, 2011Looking back at the education example cited above, lets consider some of thereasons why this program has been successful despite it being highly criticisedwhen it was introduced. I will take a Systems Thinking perspective on my analysis.The system required that the students who applied for the program had to begraduating from their current courses with high grades. This meant that the systemwas attracting students with a proven capacity to learn in a university environment.The students were aware from the outset that the program required them to teachin difficult schools and that this commitment was for a two year period. In otherwords the students were highly aware of the big picture into which they wereenrolling.The students would be paid $45 per year for being in the program. This is areasonable wage for a graduating student and what better way to receive a formaleducation than to be paid for doing it!The factors listed above meant that you had highly self-motivated people enrollinginto the program.When only 45 positions were available and 750 applications were received theintrinsic value of the system was in evidence by the sheer numbers of applicants -students could see the long term value of the system.Continuing the formal teaching education after the initial six week universityprogram meant that students could discuss and reflect in class on real teachingsituations. Theory and practice had become one.The formal mentoring system meant that the students were not alone on thisjourney - while they may have been alone in the classroom, help was never faraway.It is heartening to see such a modern approach to formal education and my hopeis that more university courses follow this approach, and management is aparticular area that could benefit from tightening the relationship between theoryand practice.You can read more about the Teach For Australia program here.Please feel free to comment on this article. 4
  10. 10. What Really Matters! Volume 3, Number 1, 2011News flash - great service attracts customersLeonard Berry (author of On Great Service, 1995) has long advocated that greatservice attracts customers. This is because there are so many companies who arepoor at service delivery. It is therefore easy for customers to differentiate betweengood and poor service companies and providing the benefit that the customerreceives is more than their burden for obtaining that service or product, customerswill continue to be attracted to great service.Berry also highlights that a large benefit ofgreat service is that positive word-of-mouthadvertising is generated by great service. Inshort, great service attracts customers.Quote from a research participantFor a long period of time my friend had beentelling me about this bakery near where shelives. Finally I went there. She was right! Thepeople and the ‘taste bud delights’ werefantastic! You should go there too!Please feel free to comment on this article. 5
  11. 11. What Really Matters! Volume 3, Number 1, 2011Great service identifies what we shouldnʼt be doingJust as great service tells us what we should be focussing upon and where ourresources should be allocated, great service also helps to identify what we need tostop doing or what we should not start doing in the first place.Southwest Airlines is an example of an organisation that is clear about the servicethat its customers want. They want safe, regular, reliable services that will get themto their destination on time delivered by genuine, caring and courteous staff.Everything else, the in-flight food, the styling of the tickets etc. is all secondary tothe main expectations of its customers.Southwest’s Customer Charter outlines how it respects and addresses theexpectations of its customers. You will not find Southwest Airlines placing a lot offocus on in-flight food. While it is available, it is not the main focus of their service.So they don’t put any more effort than is required into that part of their service.Southwest’s service focus enables it to know what to do and what not to do.Quote from a research participantAfter we had expelled three members from the centre and fully refunded theirmemberships (even though they had already used 90% of their time) we wereapproached by more than 30 members who told us that if we had not acted andexpelled the three people, then they would have all gone and joined anothercentre.It really re-enforced that our members’ code of behaviour was there for a reason.The worst thing we could have done was to have turned a blind eye to it. It wouldhave cost us.Please feel free to comment on this article. 6
  12. 12. What Really Matters! Volume 3, Number 1, 2011OTM Academy Member Cecilia Chan wins AusChamScholarshipOTM Academy member and a recent interviewee on the Leadership Insights SeriesCecilia Chan has been awarded one of the 15 inaugural scholarships by the China-Australia Chamber of Commerce.Cecilia will spend nine months based in Beijing."The Scholarship is a comprehensive career development platform aimed atfostering the next generation of Sino-Australian business leaders. Each year thescholarship will bring to China Australia’s top graduates across a range ofacademic disciplines to undertake a full time 9 month graduate traineeship. Duringthe traineeship, they will receive Mandarin language training, access to theChambers professional business network, mentorship and sponsorship to attendbusiness and industry seminars. At the end of the internship, exceptionalindividuals will be offered full time positions in the companies China operations."We wish Cecilia every success on this new chapter in the evolution of her careerand we look forward to receiving some updates on her progress.Please feel free to ask questions and/or to make a comment on this article. Are you a member of ? Connect with Gary here. 7
  13. 13. What Really Matters! Volume 3, Number 1, 2011Creating shared value contributes to creating anorganisation that matters!Michael Porter and Mark Kramer have released an interesting article aboutorganisations creating shared value in the Harvard Business Review. Porter and Kramer argue that organisations need to operate from a new paradigm.One where value creation is not just about profit generation but also about howorganisations can contribute to solving community and societal problems. Theyare not talking about social responsibility either. They are talking about a genuine paradigm shift in which profit and socialresponsibility create equal value and they argue that it is possible to create suchan organisation.Shared value provides value to the organisation achieving its objectives, providesvalue to the employees of the organisation in helping them to contribute toworhtwhile projects and provides value to the broader community in contributingto solving social problems.You can access the full article here.Establishing the skills to create an organisation that matters is paramount to beingable to create shared value. Yet most organisations are unaware of the skillsrequired to undertake such a paradigm shift. Developing the skills to dialogue isone of the critical skills required. You can learn more about the seven skills ofdialogue here.What are your experiences of creating shared value?Once you have read the article please feel free to post a comment. 8
  14. 14. What Really Matters! Volume 3, Number 1, 2011Why developing your people is at the heart of greatserviceExisting staff need to be developed so that they have the capacity to implementyour Service Strategy. This will result in them having the capacity to understandthe expectations of their customers and being able to develop appropriate servicestandards from that understanding.New staff need to be recruited throughprocesses that identify their alignment withyour Service Strategy. This means that theorganisation’s recruitment processes mustreflect a process that is seeking the bestpossible people that it can find so that itsService Strategy can be implemented. Quote from a research participantOur recruitment policy used to be, “Do youknow anyone who has a heartbeat and isavailable?”. Me, I’d been here 20 yearsand had never been on any training. Inever realised how bad we were until Ihonestly thought about whether I’d like tobe a customer of my own team. My answerwas no! How are staff recruited and developed in your organisation?Please feel free to comment on this article. 9
  15. 15. What Really Matters! Volume 3, Number 1, 2011Success lessons from comic Marty WilsonMarty Wilson interviewed over 400 inspirational people to write his best sellingWhat I Wish I Knew series of books. As an author and stand up comic, three of thekey lessons that Marty discovered from his research were: 1. Take risksSuccessful people take risks. They dont die wondering. Marty explains that risktaking is not about jumping out of aeroplanes. It could be as simple as beingyourself at work and not following the crowd. 2. Recruit mentorsThis is no suprise to me but successful people actively seek mentors and learnfrom them, both their successes and failures. Do you have a mentor? 3. Lighten upYes Marty is a comic, but the it was his interviewees who told him that laughterand the capacity to see the lighter side of life was critical to success. Sometimes,on the rough road of life, laughing is the only way to survive. If you would like to read the full article by Dale Beaumont in his Business Blueprintonline magazine, please read it here...Please feel free to add your comments to this article.Would you like your team, department and/or organisation to be able to have conversations about the things that matter for your organisation? If so, learn about OTM Strategic Conversations® here 10
  16. 16. What Really Matters! Volume 3, Number 1, 2011Service standards exist to enable you meet and exceedcustomer expectationsService standards are the in-house systems and processes, policies andprocedures that your organisation has created to give it every possible chance ofmeeting and exceeding the expectations of its customers. They create thepossibility of consistency while allowing the people in your organisation to makedecisions that lead to improved service outcomes. It is not always necessary tocreate new service standards; many of them already exist in operating manuals,rules, procedures and policies. The challenge is to determine whether they support or hinder great service. The‘bureaucracy busting’ of the GE Workout program (Ashkenas, Ulrich, Jick, & Kerr,1995) is an example of a process that at its very heart was about ensuring thecompany’s systems and processes remained aligned to serving people andachieving the organisation’s goals. Quote from a research participantWe think that it is great when a new person starts work here. We encourage themto ask questions. So they do. “Why does this policy and that policy exist?” That’swhat they ask. And if we haven’t got a genuine answer, then we seriously look atthe policy or procedure and change it if it is no longer helping us to serve ourcustomers. How do your systems, policies and procedures enhance your capacity to meet andexceed the expectations of your customers?Please feel free to comment on this article. 11
  17. 17. What Really Matters! Volume 3, Number 1, 2011Are your actions undermining what you have askedyour team members to do?One of my coaching clients is a coach of a semi-professional sporting team inMelbourne, Australia. We were having a conversation about the excuses that he is receiving from playersregarding their inability to make it to training. He was planning to have a go atthem for their lame excuses at their next training session. He provided an example that one player had told him that he couldnt attendtraining because he would be attending his nieces birthday party. My client was frustrated. He felt that such excuses were pretty lame. "I wouldnever have missed training for my nieces birthday party. How lame!" Just as I asked him if it was possible that this player did in fact place his niecesbirthday party as a higher priority than training, at least for this one day in the year,my clients phone rang. It was one of his assistant coaches so I encouraged him totake the call. After a few minutes he came back. "Gee. The excuse was true. His sister is extremely unwell and her daughter iswithout her mum on her birthday. Hes doing the right thing." I couldnt have been more excited. The information that my client received wasperfect for what I was about to ask him."What have you asked your players to do if they cant make training?" I asked. "Ring or text me" he replied. "Is that what they are doing?" "Yes". "So they are doing what you have asked them to do?" I re-enforced.  12
  18. 18. What Really Matters! Volume 3, Number 1, 2011"Yyyeeeesssss?" He said, his brow slightly furrowed. The penny had not yet dropped. "It seems to me that your players are doing exactly what you have asked. They areringing you or texting you when they cannot attend training and providing theirreasons. Yet your focus has shifted to the content of their reasons. You arefocussing on whether or not you think their reasons are valid. As this example withthe niece has shown, clearly you thought the excuse was lame, but when youfound out the whole story you found out that it made sense." "What if," I continued, "you stopped worrying about the content of the excusesyou are being provided. Why not believe whatever they tell you, even if it doesntmake sense to you. This example shows that the player involved was being honestwith you. Ultimately, isnt that what you want?" "Yes it is" he replied. He then said, "If I had used the nieces birthday party as an example of the typesof excuses for not training that I was getting, as I had planned to do, and I hadridiculed such an excuse I could have ruined my relationship with that player andshown the players that I didnt really want them to be honest with me. Maybe Icould use this example to show that I will believe whatever they tell me. Ultimately,if players want to lie to me, thats about them, not me." He continued, "I was getting pressure from the other coaches to stop accepting allthe lame excuses we believed we had been getting, but training attendances areactually far exceeding those of previous years. The collective data on the wholegroup is actually very good. I want the players to be honest with me and that iswhat they have been doing. I can see how easily I could have changed thatbehaviour and inadvertently encouraged them to tell me what they thought Iwanted to hear. Im glad weve had this chat!" If you have ever played sport, or acted in a play or played in a band and felt thesweetness of perfect timing, this is how I felt at this point in the conversation. I see this a lot in my work. Leaders asking their people to do something, whichthey then do, but the leader loses focus on what they had asked their people to do 13
  19. 19. What Really Matters! Volume 3, Number 1, 2011and shift their focus onto something else, albeit closely related. But they effectivelymove the goalposts. This causes confusion and triggers the "Guessing Game".Team members start guessing what the leader really wants. This is extremelydestructive. Yet the leader, from my experience, has little awareness that they hadin fact moved the goalposts. One of the great challenges for leaders is to maintain behavioural alignmentbetween what they say and what they do. Fortunately, in the above example myclient was able to maintain his. What are your examples of this challenge?Please feel free to add a comment to this article. Follow Organisations That Matter on 14
  20. 20. What Really Matters! Volume 3, Number 1, 2011A retail MBA in an article - BRW interview with JanineAllisRarely is an article written that captures the essence of what it takes to be asuccessful business person. This recent article in BRW is an exception. Kate Mills is able to draw from Janine Allis, founder of Boost Juice the coreprinciples of her success, which include:1. Maintaining focus and not being distracted from your core products/services2. Understanding the basic factors that exist in the industry within which you operate3. As an owner you have to really understand your business - including the parts that may not be in your areas of strength4. You have to have and look after the right people5. You must be tight with your spending6. Focus on making the customer a fan7. Look outside your box for ideas as catalysts for innovation8. The willingness to work cannot be underestimated9. Allis principles of success - her five Ps (People, Positioning, Product, Price, Promotion) This article is well worth the five minutes it will take to read. Let me know what you think!Please feel free to comment on this article. 15
  21. 21. What Really Matters! Volume 3, Number 1, 2011The problem with taking sides is it usually meanswinners and losersBy Ian BerryI have been involved in sport all my life for enjoyment, fitness, and the life-longfriendships that have been the result, and because in sport winners and losers isOK, it’s the nature of games.The same cannot be said for politics where the model of government andopposition rarely means the best ideas get adopted because unless the oppositionagrees with the government great things rarely happen, like in Australia right nowwhere the government and the opposition are fighting over how to help peopledevastated by floods and cyclones. It’s a joke. The monumental failures of dealingwith climate change and fixing the broken financial services system are just twomore examples of the many.The troubles in Egypt of the past few weeks further demonstrate the problem withtaking sides. I wish for democracy everywhere in the world, however my kind ofdemocracy means everyone wins or at very least there is equity of opportunity.Put religion in the mix and you often get more trouble if this means peopledebating the undebatable about whose God is the right one and killing one anotheras a consequence.Now I am not suggesting for one moment here that we don’t take a stand againstinjustice, tyranny, inequality, or any other of the world’s issues. I am suggesting wefind better ways to live in our world.Business may well be the last bastion of hope. Enlightened business leaderscreate shared value, i.e. everyone wins.Creating shared value is so important I have dedicated my life to it and mademyself an authority on how to create shared value or CSV as it is sometimescalled. In a recent Harvard Business Review article Michael E. Porter and Mark R.Kramer refer to CSV as The Big Idea.What are you doing in your business and in your life to create shared value? 16
  22. 22. What Really Matters! Volume 3, Number 1, 2011The future is not about taking sides for the consequences are winners and losers.The future is not about who is right and who is wrong. The future is not aboutpolitics or religion, although both have their place. The future is about finding waysto live in harmony which each other and our planet, and where everyone has theopportunity to win.Be the difference you want to see in the worldIan BerryFounder Differencemakers CommunityThe Change Master™ - catalyst for changing what’s normal for thegood of people, our planet, and for profitPlease feel free to comment on this article. Follow Organisations That Matter on 17
  23. 23. What Really Matters! Volume 3, Number 1, 2011Is there something wrong with me? - I dont seem to beable to answer questions about my visionGuiding people through the process of creating their OTM Plan for PersonalSuccess is one of the most rewarding aspects of my work.I especially enjoy helping people who have the courage to ask questions whenthey are stuck throughout the process that I guide them through. Tonight a participant in the program I was conducting asked me if there wassomething wrong with her because she hadnt been able to answer the questionsthat I had been asking that are designed to help people to work out their personalvision. Sometimes up to one third of program participants report this challenge. Which iswhy it was so important that that Lilly asked her question. You see, in answeringLillys question other participants were also able to unblock themselves from theirchallenge. When I inquired with Lilly about why she had struggled to answer the questions, Idiscovered that Lilly had been letting her present reality get in the way of defining,and physically writing down what she really wanted. This is common. Our presentreality is so real that it can be very difficult to set it aside and write down what wereally want. Fortunately I was able to help Lilly see past this challenge so that by the end of ourshort conversation she was flowing with answers that related to her personalvision. When we create a personal plan for success we have to focus on what we want.After all, who is going to put into action strategies that are going to create who youdont want? Not me, thats for sure. Finally, creating a personal plan is like any skill. The first time we do it we are notas good as wed like to be. This is normal. Which is why personal planning needsto be practiced and, especially in the first years of living your OTM Plan forPersonal Success, I recommend updating your plan every six to 12 months. 18
  24. 24. What Really Matters! Volume 3, Number 1, 2011Please feel free to comment on this article. Are you a member of ? Connect with Gary here. Do you have a clear and defined approach to creating high performing teams? If not view our approach to creating Teams That Matter™ here 19
  25. 25. What Really Matters! Volume 3, Number 1, 2011Missions matter - mission statements dontBy Ian BerryI came across a brilliant blog via a discussion on LinkedIn group Association &Convention Innovators. The blog by Dan Pallotta in Harvard Business Review DoYou Have a Mission Statement, or Are you on a Mission? hits the target on whysome organisations are thriving, others are barely surviving, and some are goingSouth at a rapid rate, namely talk and no action.You can read Dan’s blog here.Here are my thoughts on the pointlessness of vision, mission, and valuestatements unless they are lived.In The Culting of Brands Douglas Atkin asks: What’s your cause? What do you want to have happen? If you’re not out to cause anything then you might as well go back to bed.What’s your cause, your mission?and, did you leap out of bed today with it at the forefront of your mind?and, are you living it, every minute, of every day?Be the difference you want to see in the worldIan BerryFounder Differencemakers CommunityIf you have a deep hunger to: make a real difference leave a legacy do something pioneering, breathtaking, and truly innovative do well by doing good i.e. thrive in your business and solve a problem in your world at the same timethen please review all the details here of a year of changing what’s normal and getin touch with me without delay. 20
  26. 26. What Really Matters! Volume 3, Number 1, 2011Emerging Leaders Report by Alicia CurtisFolks, Both experienced and developing leaders alike will gain a lot of value from readingAlicia Curtis Emerging Leaders Report 2011. This is the second of Alicias annual reports and is based on survey responsesfrom 204 emerging leaders. The report includes information on:* the biggest challenges for young professionals in the workplace* the barriers to entering leadership positions* the best resources to help young professionals in their leadership endeavours* the greatest training needs* the most preferred learning mediums* and broad career goalsI thoroughly recommend the report and you can download it here. www.otmacademy.com 21
  27. 27. What Really Matters! Volume 3, Number 1, 2011Understanding InnovationInnovation is considered to be one of the most defining characteristics of asuccessful organisation. From an individual perspective, the capacity to beinnovative defines your employability. So what is innovation? In simple terms innovation is the ability to take something, and to place it withsomething different in a way that provides some form of value.For example, the classic paper bag and giftwrapping paper existed separately for 100years. Then, one day, they were put togetherand the Gift Bag was born. On many levelsthis is an example of linear or incrementalinnovation. After all, both wrapping paper andthe classic paper bag were both made ofpaper. The Sony Walkman of the 1980s is another,non-linear outcome of taking something andplacing it with something different. This time it was adding a music player to theconcept of portability. In many ways the iPod is an incremental innovation that evolved from the originalWalkman. Yet it is also an example of non-linear innovation. In this example theportable music player was added to a computer and the internet and the iPod wasborn. So how do you develop the capacity to innovate? Practice. Each time you confront a problem or a challenge ask yourself what two or morethings could I put together to solve this problem or just add value to my presentcircumstance? While non-linear innovation is regarded as the step-change or game-breaking typeof innovation, incremental innovation is also valuable. Conscious practice of 22
  28. 28. What Really Matters! Volume 3, Number 1, 2011innovation is what builds its capacity. How often are you and/or your organisationpracticing it? If youre looking for something to read on this topic, it is still pretty hard to go pastGary Hamels book Leading The Revolution.Please feel free to leave a comment on this article here. www.otmacademy.com 23
  29. 29. What Really Matters! Volume 3, Number 1, 2011Monash University PAL Program Leaders prove that weare in good hands with Gen YMy work results in me working with Gen Zers through to Builders. Not a badspread, is it!Often Gen Xers, Baby Boomers and Builders bemoan Gen Y."They want everything now", "They are selfish", "They dont understand loyalty","Its all them!" are statements I regularly hear.But Gen Y are as selfless, community focused and loyal as any other generation.I have proof. of the work I do with developing leaders hasme working with students in variousleadership programs for universities based inMelbourne, Australia. One such program, thePAL Program for the Faculty of Business andEconomics at Monash University has studentsexperiencing a range of developmentalprograms over a three year period. In theirfinal year of the program the students create community based projects.They give up their time to generate and manage sustainable projects. Lastweekend 56 students gave up half of their Saturday (it was a beautiful 29 degreeday too) to go through a facilitated process to create projects. Next Saturday thestudents will complete the first phase of this process as each project team willparticipate in a workshop to launch their project and enhance the probability ofachieving their desired project outcomes.Each project must fulfil at least one of the following principles:1. Enhance the students to student experience2. Enhance the student to faculty experience3. Enhance the Faculty/University to community experience 24
  30. 30. What Really Matters! Volume 3, Number 1, 2011The projects often end up raising awareness for charities and/or current domestic/world events. Ultimately, the students do make a positive difference through theiractions (which are all in addition to their studies, part time work and anything elsethey might be doing with their lives). If nothing else their projects create a sense ofcommunity and belonging for students, factors that are extremely important andcannot be underestimated in terms of student well being and mental health.A significant purpose of the program is to enhance the employability of thestudents by providing them with real opportunities to do real work. Universitiesrecognise the importance of creating well rounded students who understandtheory and are also able to put theory into practice. Over many years of facilitatingthese programs I can say that they do enhance the employability of the students.The lessons that arise from working with other talented people, within tighttimeframes and limited resources (often there is no money available for theprojects - the students have to generate the income they require for the projects tobe funded - which create a wonderful mind-shift regarding money that isinvaluable) are practical, real and powerful for the students.After each day of completing my work with these students I always walk away withhigh energy levels and heightened sense of positivity regarding our future. Thesestudents do care about more than themselves, they are selfless and willing to giveof their precious time for a higher purpose and most importantly they do make apositive difference. Our future really is in good hands.Please feel free to comment on this article 25
  31. 31. What Really Matters! Volume 3, Number 1, 2011Re-discovering the non-virtual worldYou may find the title of this article intriguing, "Re-entering the non-virtual world."What is the non-virtual world? For me it is the present world, the real world. Early this week I was walking acrossa bridge over the Yarra River. The early morning sun was rising in the east to aback drop of a beautiful clear sky in various hues of blue. The Melbourne cityskyline looked magnificent. At first I continued walking. After all I still had a bit of a walk ahead of me before Ireached the building in Melbournes financial district where I was to meet myclient. As I walked I had been going over my preparation for my meeting. The view I saw was so stunning that I stopped. I remember thinking, "Gary, this isbeautiful. Why dont you stop and just take it in."You know the energy that you get when you see something beautiful. Thats how Ifelt viewing what was before me.Then I noticed that everyone was rushing past me, seemingly unaware of thebeauty before them. At a closer look I noticed the ear plugs. A very highpercentage of people had them in their ears. Then I noticed something else.Despite the high number of people passing me, I didnt hear a word ofconversation. I decided to take a photo of this beautiful scene using the camera in my phone. AsIm not a photographer my photo doesnt do the view justice, but it is not too badjust the same.  26
  32. 32. What Really Matters! Volume 3, Number 1, 2011As I reflected on this scene I began to wonder about the percentage of our livesthat we live in the non-virtual world. In other words, how much of our time isactually spent in the present? The present is a place where the world is alive rightnow. There is literally no past and no future. Just now, just this moment. In terms of work this relates to our awareness of what is happening right now. Howengaged are people with this meeting right now? How honest are people rightnow? What is the energy within our office space like right now? How are stafftreating each other right now? As a fairly high user of the virtual world myself I am not advocating abandoning it.On the contrary I believe it has a valuable place in our lives and social media is justone example. What I am talking about is balance. Sometimes I run with my iPod, but most often Idont. I want to be in the present when Im running, and I want to be able to use allmy senses when Im in it. Being in the present means that I increase my chances of seeing and then being apart of beauty. It was amazing how the energy that I received from the view from the bridge thatmorning sustained me through the day. What are your experiences of re-discovering the non-virtual world?Please feel free to comment on this article. 27
  33. 33. What Really Matters! Volume 3, Number 1, 2011Who is on your “Personal Success Team?”Over the past few weeks I have helped over 100 people create their first ever OTMPlan For Personal Success™. The process for creating these plans have rangedfrom large group facilitated workshops to one on one executive coaching.One of the fascinating and recurring themes of my work in this space is thatpeople do not have mentors currently present in their lives. Yet everyone withwhom I have worked over the past few weeks (to a person) has agreed that theyneed other people to help them to achieve their success (and in turn recognisethat they too should assist other people in achieving their success).Dee Hock, the founder of VISA International considered mentors to be crucial toanyones success. I agree. In fact I currently have three formal mentors in my life,each of them adding clear and distinct value to my success journey. The insights,practical steps and good old fashioned sounding boards are but a few of thebenefits I have received as a result of conversations with my mentors. These daysmost of the conversations I have with my mentors is over Skype. (While all three ofmy mentors reside in Australia, one lives in Melbourne but some distance from me,another lives in Adelaide and the third lives in Perth). It is such a simple andeffective tool for these types of conversations.The challenge for most people is that each of us have to take personalresponsibility for recruiting our mentors. One of the success tools I use in the OTMPlanning For Success™ program is called Establishing Your Personal SuccessTeam. This is a group of people who have either holistic and/or specific skills thatcan contribute to your success. Mentors, coaches, advisors, partners and closefriends fit into this category.Establishing a list of the sort of roles people will need to fill is a great first step tocreating your Personal Success Team. Once this list is established, it becomesobvious that mentors will need to be sought.So, how do you find a mentor? One way is to ask people. Another way is to findsuitable people and pay them  for their value (as I do). The more I study success,the more I am discovering that successful people never stop seeking help fromother people. Ever. 28
  34. 34. What Really Matters! Volume 3, Number 1, 2011So, who is on your Personal Success Team? If you dont have anybody, what areyou going to do about it?Please free to comment on this article. Are you a Senior Manager and/or Business Owner and would value an independent perspective on your alignment between what you say and what you do? If so, browse our Executive Services here. 29
  35. 35. What Really Matters! Volume 3, Number 1, 2011If you listen, service excellence followsThe capacity to listen is probably the most important skill that relates to serviceexcellence. Without this capacity staff will not know the expectations of theircustomers, each other, or the key stakeholders of their communities. Organisationsthat provide great service are fantastic listeners; to their customers, to their keystakeholders and to each other within the organisation.William Isaacs (1999) notes that our culture isdominated by sight. Light moves at 186,000 milesper second, yet sound only travels at 1,100 feetper second. In summary, William Isaacs says thatin order to listen we must slow down. How do you and/or your organisation slow downto listen?QuoteOur hearing puts us on the map. It balances us.Our sense of balance is intimately tied to ourhearing; both come from the same source withinour bodies...Hearing is auditory, of course, relatingto sound. The word auditory...most ancient root means “to place perception.”When we listen, we place our perceptions.(William Isaacs, lecturer at MIT Sloan School of Management, consultant andauthor)Please feel free to comment on this article. 30
  36. 36. What Really Matters! Volume 3, Number 1, 2011Online 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 haveaccess to a computer and the internet, webinarsare a simple, easy and cost effective way toaccess critical information for your personal &professional development.Samples from our webinar program can be viewedhere. Please remember to view the videos infullscreen mode.Please sign up for our newsletter if you would liketo be invited to our upcoming webinars. 31
  37. 37. What Really Matters! Volume 3, Number 1, 2011What Really Matters For Young Professionals! you taking full advantage of your firstyears of employment?Are you consciously developingyourself and taking full advantage ofthe opportunities presented to you?Are you fully aware of the opportunitiesthat you have to accelerate yourcareer?If you answered "No" to anyone ofthese three questions then we can helpyou to master 15 practices that willaccelerate your career."This book is the definitive tool foryoung professionals with loads of expert knowledge who need to quickly develophigh-level employability skills. It can also be used by managers and HRprofessionals for induction of their graduate recruits, or young at heardprofessionals willing to adjust to the contemporary workplace. If you want tosucceed in the 21th century as a high-performing individual I recommend you readthis 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. 32
  38. 38. What Really Matters! Volume 3, Number 1, 2011While 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.In the USA and the UK Young Professionals are having significant challengesfinding employment. For those who are employed, even in Australia achievingpromotions are a challenge because of the high competition for theseopportunities. This is why continuous practical development is essential for careerprogression.What Really Matters For Young Professionals! is both a resource for YoungProfessionals and their employers. The book and Online Course create a space forpractical 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 Gary@orgsthatmatter.com ."Wow! This book is jam packed with useful and practical strategies for youngprofessionals wanting to take the next step up in their careers. In a time whereyoung professionals are constantly asking for more mentoring and training, thisbook is the perfect do-it-yourself manual to improve your employability."Alicia Curtiswww.ygenclub.comOut now! 33
  39. 39. What Really Matters! Volume 3, Number 1, 2011About Gary RyanGary Ryan is a Founding Director and owner of Organisations ThatMatter, a boutique management consulting firm that assistsindividuals, teams and organisations to achieve high performancethrough 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 17 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 has also provided culture assessment programs forBoom Logistics and Executive Coaching services to a broad range of seniormanagers.Gary Ryan is a Certified What Makes People Tick® Facilitator and has servedas a Senior Assessor for the Customer Service Institute of Australia withconsiderable expertise in developing service excellence. Gary is also a Licensed0-10 Relationship Management® Elite Trainer Facilitator, enabling him to assistorganisations optimise performance through improved internal and externalrelationship management. 34
  40. 40. What Really Matters! Volume 3, Number 1, 2011Gary 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 hiseleventh marathon.Contact Gary at info@orgsthatmatter.com or join him on LinkedIn. 35