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What Really Matters! Volume 3, Number 3, 2011 ebook out now!


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This ebook is a compilation of key articles from the OTM Academy.

The articles focus on developing senior and developing leaders who share our view that organisational success is created through enabling people to shine!

Contributing authors include Gary Ryan, Ian Berry, Judith Haskins and Troy Simmonds. The ebook design was created by Janine Ripper.
Please join the OTM Academy at to access more resources.

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What Really Matters! Volume 3, Number 3, 2011 ebook out now!

  2. 2. What Really Matters! Volume 3, Number 3, 2011 is a compilation ofselected articles from The OTM Academy from July 1st 2011 untilSeptember 30th 2011.By Gary Ryan Published by What Really Matters Publishing c/- Organisations That Matter Level 8, 350 Collins Street Melbourne, Victoria 3166 AUSTRALIA Phone +61 3 8676 0637 E-mail: info@orgsthatmatter.comFormatting by Janine Ripper janine.ripper@gmail.comA Note About EbooksEbooks provide a special function that traditional books cannot provide. The links inthis ebook are ‘live’, so if you read the ebook while online, you can immediatelyaccess the reference material.Copyright © 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 accept responsibility for injury, loss or damageto any person or body or organisation acting or refraining from such action as a result of material inthis book, whether or not such injury, loss or damage is in any way due to any negligent act oromission, breach of duty, or default on the part of the author, publisher, editor or their employeesor agents. 2
  3. 3. A Message from Gary RyanThank you to all our members of the OTM Academy. We hope thatyou will receive great value from this collection of articles compiledin the third quarter of 2011.Please respect our copyright. This means that if you have receivedthis ebook you are free to share it, providing you do not change it inany way.Keep learning and be the best leader that you can be!Gary Ryan 3
  4. 4. Table of Contents6 Is There a Difference Between Responsibility and Accountability? - By Ian Berry7 LinkedIn ‘Apply’ Button - The Way of the Future7 Awkward Workplace Conversations8 Writing and Sharing What We Write is Great for the Business - By Ian Berry10 Passion and Vision - by Judith Haskins11 How to Motivate Employees Underlying Belief12 Hello Sunday Morning: A Simple Idea to Blog About - By Troy Simmonds13 Honesty Does Pay15 When Sport is More than Sport: The Peace Team IC1116 Thriving in a Low Confidence High Anxiety World - By Ian Berry18 Changing What’s Normal Conversations - By Ian Berry20 HBR Blog - It’s the Leadership, Stupid22 Gardening of the Mind - by Ian Berry23 Service Standards Exist so We Can Create Great Service24 How Strategy and Systems and Processes Support Great Service25 Service Excellence Requires Measuring and Responding26 Review of 100 Studies Reveals26 Re-imagine and Take Action - By Ian Berry27 Memories of 911 - A Personal Connection30 My 5 Personal and Lasting Lessons from 9/11 - By Ian Berry32 Listening is the Fastest Way to Provide Great Service33 13 Key Reasons Why Most Change Programs Fail - By Ian Berry34 Describing ‘Support Chart’ Strategic Outcomes 4
  5. 5. 36 Why the Development and Recruitment of People Lies at the Heart of Your Service Strategy37 Leadership Insights Series Interviews38 Online Courses38 Webinars39 What Really Matters for Young Professionals41 About Gary Ryan 5
  6. 6. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Is There a Difference Betweenresponsibility and Accountability? By Ian BerryMy friend and colleague Kwai Yu, the founder and CEO of Leaders Cafe,asked an interesting question in the Leaders Cafe group on LinkedInrecently: "I am not responsible for 53,000 employees" - so says RupertMurdoch. What would you have said in his position?You can read the very interesting Yeses, No’s and Maybe’s here. Here is what I addedto the discussion.I imagine that Murdoch is far removed from the day to day actions of his people(53,000 employees). There are probably thousands he hasn’t ever met. Is there afailure of management in the company? In my view - absolutely.I suspect there are policies, procedures, practices, systems - the stuff of management -that if followed meant what happened shouldn’t have. And obviously somewhere alongthe line several people broke the rules, which means several people have failed asmanagers, and probably as leaders as well. “...obviously somewhere along the line several people broke the rules, which means several people have failed as managers, and probably as leaders as well”The GFC and BP are examples of poor management. It is ironic that the poorestmanagers on the planet - politicians - are finger pointing and yet not doingmanagement which is to change whats normal with policies, procedures and practices.As to the big question circulating the globe, is Murdoch responsible? I dont think so. He is only responsible if he knew what was going on and did nothing about it. This we will probably never know. Ian Berry is the Founder of the As another one of my colleagues, Terry Paulson said Differencemakers Community in the discussion "I do not think he knew. If he did, and Author of Changing he should be held accountable." What’s Normal. There is a big, big difference between responsibility and accountability. In the end of this Murdoch will Ian has been the partner of be accountable. An interesting question is: Will he passionate and enlightened be held to account by others or will he hold himself leaders in several countries and the people who failed their responsibility to since 1991, to change what’s account? normal for the good of people, What say you? Is there a difference between our planet, and for profit. responsibility and accountability? And if so what are the differences? Please feel free to comment on this article. Be the difference you want to see in the world. 6
  7. 7. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011LinkedIn Apply Button: The Way of theFutureFolks - too many people are not leveraging LinkedIn properly! This articlereveals another reason why you should have a current and completeLinkedIn profile and why it is worth keeping your LinkedIn presence up toscratch.A new LinkedIn Apply tool means that organisations can now add a button to theirwebsites where applicants can apply through LinkedIn. With the trend toward jobhunting success being that those with current jobs get offered new jobs professionalnetworking sites like LinkedIn are becoming more and more important in your jobhunting approach.If you havent yet viewed the webinar recording that is exclusive to OTM Academymembers 9 Lessons to Leverage LinkedIn for Beginners then now is the time to not onlyview the recording, but to take action on your profile. Awkward Workplace ConversationsThank you to those of you who contacted me because you had seen mycontribution to James Adonis article on awkward conversations in theworkplace (which you can read here).It is my strong view that many, if not most awkward conversations in the workplace aremade significantly easier if agreed behaviours have been created (and kept alive)throughout a teams journey. It really does make discussing inappropriate behaviour somuch easier because you have your agreed behaviours to which you can refer.An important point to note is that often we have to experience our agreed behavioursbefore everyone really does establish a shared meaning for them. As an example someteams that I have worked with have included having fun as one of their behaviours.Clearly this can be open to a lot of interpretation. What is fun for some, may not be forothers!This means that you have to experience your agreed behaviours and every once in awhile, say once a month, discuss explicit examples of your agreed behaviours in action,including behaviours that you arent sure if they fit the intention of your behaviours.These Conversations That Matter® dont have to be long. They can be around 10minutes which is a small amount of time given the benefits to a team of being on thesame page from a behavioural perspective.Please give the concept a go and share your examples and challenges with ourcommunity. Please feel free to comment on this article. 7
  8. 8. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Writing and Sharing What We Write isGreat for Business by Ian Berry ‘Changing What’s Normal’ is my fourth book. It is the one I always wanted to write. It was also the most difficult to write. I don’t find writing easy. I do find it a very valuable and rewarding experience nonetheless. Do you write your feelings and thoughts down and share them with others? I would highly recommend that you do sofrequently. Writing is a valuable action for leaders for five key reasons. Writing canlead us to clarity, content, communication, community, and creativity. ClarityGetting really clear about our intentions, feelings and thoughts means our actions aremore considered, conscious, and deliberate. Being really clear is a key to investing intime wisely. You have 168 hours each week like everyone else. You will use the timeyou have much better by being really clear. Being really clear also helps others to knowexactly where they stand with us. Writing and sharing what you write increases clarity. ContentIn the digital world content is king. The more content you make available in all forms ofsocial media, the more you will attract the kind of people you need and want in yourbusiness. Having great content online as well as in print makes it easy for other peopleto spread our messages. Word of mouth marketing is and always will be the best formof marketing. The more you write and share what you write, the greater your contentwill be in terms of quantity and quality. CommunicationClarity and content pave the way for better communication. Lack of clarity and contentby leaders has a massive negative effect on productivity. I estimate poorcommunication to be one of the single biggest reasons for low productivity and lowpeople engagement. The more you write and share what you write the bettercommunicator you will become. CommunityClarity, content, and good communication are all prerequisites for creating communitywith all your stakeholders. Robert Frost once remarked that home is that place thatwhen you go there, they have to let you in. This is what I mean by community, a placewe can belong to and be who we are. There is no greater place to belong to thancommunity. Writing and sharing what we write also creates community itself for itattracts people to us who have a shared view with us about the things the really matterto us. 8
  9. 9. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Write and share what you write and you will increase your sense of belonging in theplaces that are important to you as well as attract other people to those places. CreativityWriting for me is a daily discipline. I have been in the habit of writing daily since Ibegan blogging in May 2007. I don’t publish everything however the discipline hashelped me to be more disciplined in many other areas of my life. Daily writing hasforced to me to have daily thinking time and this has done wonders for my creativity. How often do you write? When and where do you share what you write?My strong suggestion is that writing and sharing what you write frequently are a key tothe successful future of your business, no matter what your product/s or service/s. What do you think? Please feel free to comment on this article. Ian Berry is the Founder of the Differencemakers Community and Author of Changing What’s Normal. Ian has been the partner of passionate and enlightened leaders in several countries since 1991, to change what’s normal for the good of people, our planet, and for profit. 9
  10. 10. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Passion and Vision by Judith HaskinsI am employed part-time at RMIT University in the Careers & Employmentarea working with students and staff on developing volunteer andleadership learning and activities.In addition, I am on the Board of Management of a very active community centreproviding diverse "connection" and learning initiatives and programs for a range of agegroups.I find both roles stimulating and really challenging, especially in terms of re-appraisingvisions, identifying community needs and determining strategic directions in light ofthose projected needs.The periodic reappraisal of organisational vision seems to me to be very important.Particularly for organisations providing people services - a well articulatedorganisational vision is essential for common understanding among those working in theorganisation, for direction-setting and for explaining to the wider community how theorganisation believes it can help improve the world in which we live, not just howpowerful the entity aims to be. “...a well articulated organisational vision is essential for common understanding among those working in an organisation”Sound like a soap-box speech? Maybe, but its important to be passionate about whatwe do isnt it? Please feel free to comment on this article 10
  11. 11. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011How to Motivate Employees - Underlying BeliefOver many years of facilitating leadership development programs I haveconstantly been asked "Gary, how do you motivate employees?"My response is to pose the question to the group. However I change the question (atfirst) to: "What conditions need to be present at work for you to be motivated to perform at your best?"I publicly capture the responses of the participants.We then move to the original question: "Now place yourselves back into your management roles. What conditions or factors need to be present for those people who report to you to be motivated to perform at their best?"Once again I publicly capture their responses.I then ask a third question: "What do you notice about these two lists?"After a slight pause someone will say something like: "They are basically the same!"It is my experience that for some reason unknown to me the majority of people who gointo formal leadership roles adopt the view that somehow what motivates them toperform at their best is different to what motivates the people who report to them. Yetthis simple activity highlights that the motivation factors are not different.Keep in mind that it is my view that I (and you) cannot motivate anyone to do anything.What we can do is create the conditions that enable people to be self-motivated. It isyour job as a leader to control what you can in terms of creating the conditions for youremployees to be self motivated.So the first thing that you need to do if you want to understand how to motivate youremployees is to adopt the belief that what motivates them is fundamentally no differentto what motivates you! 11
  12. 12. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Hello Sunday Morning: A Simple Idea toBlog About by Troy SimmondsA friend of mine pointed me to a segment on the 7pm Project called‘Hello Sunday Morning’.  So I jumped onto their website and watched thesegment. This guy - Chris Raine - has used the social networking boom to raise such a simplereason or idea that everyone can talk about.Alcohol in society plays a very big part of our culture and something that we can enjoybut not need or rely on.The reasons why human beings drink are many and his message is that we dont needalcohol to enjoy ourselves or feel confident and even to be yourself. The drinkingculture is everywhere and he mentions that 1 in 5 Australians drink alcohol as a habit. “1 in 5 Australians drink alcohol as a habit.”You can check the story out for yourself and see why he banned himself from alcohol fora year and blogged about it. This then created a network of followers to see how hewas tracking, which then inspired others to make a choice on their own alcohol habits -some taking 3-6 months free of it. Already he has over 1000 people signed up andstarting to blog about their own discovery or battles without alcohol.A great, simple idea that has gained so much traction due to alcohol being a part of somany young peoples lives. I can see this developing into something bigger for Chris. How do you welcome Sunday morning? View the 7PM Project footage here Why not join the discussion on this article? 12
  13. 13. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Honesty Does Pay!Recently after having concluded a ‘Getting ahead as a YoungProfessional’ workshop (which is part of a leadership developmentprogram for the Faculty of Law at Monash University in MelbourneAustralia) one of the students, Steph Wallace, shared a story regardingthe power of honesty with me and I’d like to share her story with you.Steph had applied for a clerical assistant role for a law firm and the role was due tostart mid December 2010. At the time, Steph had 1 year to go to complete her degreeand was aware that graduate positions going into 2012 were going to be few and farbetween. As a result of this knowledge, Steph had hoped to gain the clerical assistant’srole so that after the firm having experienced the quality of her work throughout 2011she would be well positioned to obtain the graduate position in 2012. From myperspective this is a very sound strategy.Steph successfully negotiated the first round of interviews and was invited for a secondinterview, this time with the person to whom she would be reporting if she gained theposition.It was at this point that Steph confronted a dilemma. Her father was ill overseas andSteph had already booked a 6 week visit to spend time with him. Her trip commencedthe second week of January, a mere three weeks after she was to start the position. Asthere was a lot ‘riding’ on getting this job in terms of increasing her chances ofobtaining a graduate position, Steph was unsure whether she should reveal in thesecond interview that she would be away for 6 weeks three weeks after starting hernew job, or wait until being offered the job before revealing this information. What would you do in this situation?Well, this is exactly the question that Steph asked her friends, family and colleagues.Interestingly the majority of people said: “Don’t tell them in the interview. Get the job first, then tell them.”Steph’s mother had a different view. “How would you like people to treat you if you were in your future bosses’ position?” she asked.After their conversation Steph decided to go with her intuitive response to this dilemma. “If I didn’t get the job and I bumped into this lady in five years time, I’d want her to remember me for being honest.”At an appropriate time in the second interview Steph shared her dilemma with herpotential boss. “I know that what I am about to tell you will probably kill my chances of getting this job, but I feel that it is important that I am honest with you.” 13
  14. 14. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Steph then went on to explain her situation. The outcome - Steph got the job, and hasbeen mentored in the role ever since.Given that our conversation was nine months after Steph had successfully gained the jobI asked her if she had repaid their support. "Many times over Gary! I really do everything I can for them because they were so supportive of me, even when they didn’t even know me. I now participate in Subcomittees and try and give that extra bit of work/ effort whenever I can. From the IT team to my boss, to the Chairman they are both supportive colleagues, friends and mentors in a variety of ways."What I have found fascinating is that I have shared this story with many people. The vastmajority have said that they would not have told their new boss about the trip until aftergetting the job.If you stop and think about the mental models underlying this response one that keepspopping up for me is that people have a theory that if they are honest, bad things willhappen.Hopefully this story will help to challenge this theory. In this case, honesty was rewardedand well done to the organisation for having the courage to do so. What are your experiences of honesty in the workplace? Does it pay? Once you have read the article please feel free to post a comment. 14
  15. 15. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011 When Sport is More Than Sport - The Peace Team IC11The Australian Football Leagues (AFL) International Cup 2011 involves 18male teams and 5 female teams  from around the globe competing tobecome crowned the best AFL country outside Australia.In 2008 a new team called "The Peace Team" entered the competition. The teamcomprises 13 Israeli and 13 Palestinian players in its squad of 26. They have returned toparticipate in the 2011 competition (IC11).This is no ordinary footy team and the challenge of putting the team together is noordinary challenge. Yet the team is here and made it through to the Division 2 semi-finals.When asked why the team was created, team leaders reported that peace for theirhomeland was what they wanted. The complexities of creating the team has involvedfacilitated dialogue sessions because of the long and historic differences betweenIsraelis and Palestinians.I was recently asked "Gary, when does dialogue work?""When all parties choose to dialogue and they share a common purpose, or are willingto discover one" was my response.The Peace Team is an example of the power of dialogue. Imagine the dialogue thatoccurred to create this team.While the difference they are making might be small, it IS a positive difference nonethe less and shows what can be done at any level to improve our world when peoplehave the courage to do so.You can learn more about The Peace team here. What efforts are you making to create a more peaceful world; at home, at work and/or in your local community? Please feel free to comment on this article. 15
  16. 16. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Thriving in a Low Confidence-High AnxietyWorld by Ian BerrySome people are describing the status quo in much of the world rightnow as low confidence-high anxiety, and I certainly sense this. In my 20years as a business owner I have never known it to be so tough. Much ofwhat used to work, doesn’t work anymore. I am not in any waydepressed however, rather I am excited by the possibilities and results ofchanging what’s normal.Some people are describing the status quo in much of the world right now as lowconfidence-high anxiety and I certainly sense this. In my 20 years as a business ownerI have never known it to be so tough. Much of what used to work, doesn’t workanymore. I am not in any way depressed however, rather I am excited by thepossibilities and results of changing what’s normal.Here are five of my key actions that can lead to thriving in your business no matterwhat seems to be status quo: 1. Concentrate on serving niches. As my friend and colleague Gihan Perera says “Niche guys finish first.” Become the go to person for people looking for specific products and/or services that you can deliver. Two excellent books on how to do this are: Becoming a key person of influence by Daniel Priestley and How to be that guy by Scott Ginsberg. What niches do you own? 2. Charge for value as perceived by buyers. If your product and/or service is a commodity or can be commoditised it is only a matter of time before someone offers a cheaper price, therefore ensure your products/services are not seen as commodities, and leave that kind of business to the big boys (well it usually is boys!). When people ask me what is my fee? my answer is always, that depends, because I only offer tailored packages based on a simple yet very powerful formula I learned from Alan Weiss - agree on objectives, how they will be measured, and what is the value of achieving the objectives according to the buyer. My fee depends on the value of the result of working together as determined by the buyer. How do you get paid? 3. Control what you can and stop stressing over what you can’t “Control the controllables” is often how this action is stated. I am in charge of my intentions, feelings, thoughts, and actions. And you are in charge of yours. 16
  17. 17. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011 How are much in control are you? And how much are you letting what you can do nothing about get the better of you? 4. Compete with yourself and only collaborate with people when you have achieved a shared view. These are two of the 58 sparkenations in my changing what’s normal book. If you want to change yourself, change or modify your intentions, feelings, thoughts, and/or actions, and you will soon have different and hopefully better better results. If you want to change a relationship, change or modify how you contact, connect, establish common ground, and demonstrate commitment to the person or people and very soon your relationship will change. And if this doesn’t happen maybe you have your ladder up against the wrong wall. How well are you competing with yourself and collaborating with others? 5. Champion causes that people in your tribes are passionate about Champion what people in your tribes are passionate about and people will reciprocate in no time. What tribes are you leading? And what are the members of these tribes passionate about? How are you helping these people to achieve what is vital to them?The above are just 5 ways of many to thrive in a low confidence-high anxiety world. I would be very interested in your thoughts because there are a zillion more ways to stop the status quo from strangling the life out of us by changing what’s normal. Please comment here or email me Ian is the Founder of the Differencemakers Community and Author of Changing What’s Normal. Ian has been the partner of passionate and enlightened leaders in several countries since 1991, to change what’s normal for the good of people, our planet, and for profit. 17
  18. 18. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Changing What’s Normal Conversationsby Ian BerryTwo trends I like in professional speaking are that presenters are moreand more catalysts for conversation and there is an audience expectationof the speaker to engage in conversation. I love these trends as they area personal preference.Conversations of meaning are a challenge for most people, particularly in the age of allthings digital.Here are my top twelve tips for engaging in meaningful conversations: 1) Craft and present your messages with the receiver/s in mind; 2) When sending a message be clear on what you want to happen as a result of sending your message. The more clarity you have, the clearer your message will be and therefore the better reception you will get; 3) Ask the receiver/s for feedback on your message effectiveness, i.e. do they get what you intended them to? Often we think we have been understood and we haven’t been. Such misunderstanding can have devastating consequences. Feedback clarifies for us that others have got our message; 4) When receiving a message focus on understanding and not on responding; 5) Respond enthusiastically in genuine ways to what others share with you; 6) Give feedback to the sender so that they know you got their message; 7) Focus on reaching a shared view as a result of conversations. We live in three worlds; the world in here, that’s my view, the world out there, that’s your view, and the world we share, things that matter that we agree on. Ending up with a shared view should be the aim of all our conversations; 8) Sometimes other people say things that conflict with our beliefs or values. Meaningful conversations are beyond beliefs and values and require an openness to changing our hearts and minds as well as acknowledging and valuing beliefs and values that are different to ours; 9) Share stories other people can feel or see themselves in; 10) Be spontaneous using I language and expressing how you feel; 11) Take nothing others say as personal even if you feel or think it is; 12) Above all, be yourself. “Be yourself; everyone else is already taken.” Oscar WildeHere’s to joy and success in all your conversations. 18
  19. 19. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011On a regular basis I host online conversations about the status quo and how we canchange whats normal in order to build a better world. Each conversation is limited to asmall group of people.Several time slots are available for each particular topic. You can be notified of theavailable times by signing-up here. By signing up you can download a one page PDFversion of the 12 tips above. Please feel free to add a comment to this article. Ian is the Founder of the Differencemakers Community and Author of Changing What’s Normal. Ian has been the partner of passionate and enlightened leaders in several countries since 1991, to change what’s normal for the good of people, our planet, and for profit. 19
  20. 20. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011HBR Blog - Its the Leadership, StupidOver the past 24 hours I have been participating on an onlineconversation based on this article titled Its the Leadership, Stupid byNilofer Merchant posted on the HBR Blog.The article highlights Nilofers experience of a leader when she was facilitating anInnovation program. Part way through her program a person entered the room, satdown and while he was physically in the room proceeded to focus on his mobile phonefor the majority of the time he was there. He didnt contribute and was hardly present.Later Nilofer discovered that he was the boss - the Leader.Many people have commented on Nilofers article and they have suggested manybehaviours that the leader should have done. I agree with them.For me, however, there is a deeper issue here.Despite all our views about what this leader should have done and how he should havebehaved, the fact is, hes the formal leader, not us. How can it be with all the educationavailable about how people really should lead, mixed with all the research (I haveparticipated in a fascinating Harvard discussion forum on the behaviours we expect ofeffective leaders to build trust, and there have been over 370 comments from all overthe world) regarding what people expect of leaders, that we still get this scene time andtime again? “How can it be with all the education available about how people really should lead...that we still get this scene time and time again?” 20
  21. 21. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011One of the driving factors for why I am self employed is because I do not want to putmyself back in a situation where I have to put up with the highest paid people, thepeople with the most authority and power, the people who believe that they really are ahigher form of human being than everyone else (evidenced by their title, pay checkand large office according to themselves) behaving like the jerk in Nilofers article.Im not suggesting that all senior leaders are awful leaders. Fortunately I get to workwith a number of excellent ones. The problem is that they seem to be few and farbetween.I also meet large numbers of highly talented, internally motivated people with clearvalue systems who are effectively screwed by leaders who exhibit poor leadershipqualities and attributes time and time again.What fascinates me is that our organisations are, too often, rewarding people whodisplay highly recognised non-leadership behaviours with senior leadership roles thatbring with them extra-ordinary amounts of power and money.A case in note:Mark McInnes was sacked as CEO of David Jones as a result of inappropriate behaviourto which he admitted. Within months he was hired as CEO for another retail chain on asalary of $5.2M. One of the first decisions he presided over was to close 50 stores. Inhis announcement he didnt say how many people would be losing their jobs and addedthat Premier Retail would be opening 100 new stores in the near future (I dont knowabout you but I can see through that one!). Lets think about the people losing theirjobs. Ill bet many of them are decent people, who have done the best they can andhavent behaved inappropriately and/or abused a position of power. Are they going tobe rewarded with $5.2 Million jobs? I dont think so.Clearly there is something critically wrong with much of our system. Poor behaviour(poor leadership when compared to our aspirations for leadership) is being rewarded.Again and again. The types of behaviour we regularly say should be displayed byleaders are punished or, at least not rewarded.What to do? I have some ideas but I would like to hear from you first. Id especiallylike to hear about your examples of good and effective leadership that is real, notaspirational. I dont know about you, but I need to discover a few more good examplesof leaders as Id like to promote their organisations as places where talented peopleshould aim to work if they can. “I don’t know about you, but I need to discover a few more good examples of leaders...” Please feel free to comment on this article. 21
  22. 22. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Gardening of the Heart and Mind by Ian BerryI recently spent 3 hard days working in my garden mostly weeding out thedreaded winter weeds nicknamed sour sops. They take over everything insight, almost overnight it seems.This exercise, and that it was, got me thinking about how easy it is to allow weeds,meaning negative feelings and thoughts, to take over our hearts and minds.Have you done some gardening in your heart and mind lately and removed your weeds?I am normally very disciplined in not feeling or thinking anything negative. As I pulledout weeds, cursing at the start, I started observing that indeed some negative stuff hadcrept in. I resolved to be even more disciplined to not let this happen. What emotional and thought weeds have taken over you? And what will you do about it today? Please feel free to comment on this article. Ian is the Founder of the Differencemakers Community and Author of Changing What’s Normal. Ian has been the partner of passionate and enlightened leaders in several countries since 1991, to change what’s normal for the good of people, our planet, and for profit. 22
  23. 23. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011 Service Standards Exist So We Can Create Great ServiceService standards are the in-house systems and processes, policies andprocedures that your organisation has created to give it every possiblechance of meeting and exceeding the expectations of its customers.They create the possibility of consistency while allowing the people in your organisationto make decisions that lead to improved service outcomes. It is not always necessaryto create 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 (The Boundaryless Organisation byAshkenas, Ulrich, Jick, & Kerr, 1995) is an example of a process that at its very heartwas about ensuring the company’s systems and processes remained aligned to servingpeople and achieving the organisation’s goals. How do you ensure that your service standards are aligned to providing great service? Why not use this article as a catalyst for Conversations That Matter®?Research ParticipantWe think that it is great when anew person starts work here. Weencourage them to askquestions. So they do. “Whydoes this policy and that policyexist?” That’s what they ask. Andif we haven’t got a genuineanswer, then we seriously look atthe policy or procedure andchange it if it is no longer helpingus to serve our customers.Please feel free to comment onthis article 23
  24. 24. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011 How Strategy and Systems and Processes Support Great ServiceAll staff, whether the CEO or the lowest paid employee in theorganisation have a high sense of job satisfaction when they are able toserve their customers properly. When systems and processes exist tosupport the passion of people, great service can flow through anorganisation.The staff satisfaction that comes from providing great service is an outcome of thesupport that an organisation’s strategy and systems and processes provide for the staffmembers when they are in the act of providing great service. In turn, this type ofinternal relationship results in a virtuous cycle that generates great service at thecustomer interface, whether internal or external to the organisation.In this sense, it is absolutely vital that systems and processes support staff in buildingpositive relationships with clients, customers and stakeholders. Without this supportdelivering great service and staff job satisfaction fall through the floor. "Relationship employees work harder and smarter. They care about the business, its future, its destiny. The business becomes their business." Leonard L Berry - researcher and author.” How well do your organisations systems and processes support staff to deliver great service? Why not use this article as a catalyst for Conversations That Matter® within your team, department or organisation? Please feel free to comment on this article 24
  25. 25. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011 Service Excellence Requires Measuring and RespondingA fundamental aspect of service excellence is the tools that anorganisation uses to measure how it is performing. In this context theService Standards that form the basic building blocks of theorganisations systems and processes have to be able to be measured. Attheir highest level organisations should be able to recognise how they areperforming at each of the six key drivers of service excellence and eachlocal team should be able to do likewise.The capacity to appropriately respond to what the measurements are telling anorganisation is also critical for service excellence. This means that your measurementsystems must be time bound so that the information is current and therefore useful.Some measurements will be lag indicators of activities that have been completed in thepast, while other measurements will provide lead indicators identifying where aparticular aspect of your service strategy is headed into the future.A lag indicator may be your sales results for the past month. A lead indicator may bethe number of customer contacts you have alive in your marketing funnel which willact as an indicator for how many sales you may make the following month. How do you measure your service standards? What lead and lag indicators are you using?Research ParticipantIt wasn’t until we started to look at our service strategy and ask ourselves whether ornot we were measuring what was really important to us that we started to improve. We had promised people that we would get back to them within 24 hours but we didn’t have a clue whether or not we were achieving that standard. To our horror we discovered that our response time was more like 36 hours than 24 hours. It took us about three months but we eventually got our average down to 10 hours, well ahead of the base standard that we had set. Please feel free to use this article to stimulate Conversations That Matter® within your organisation. Please feel free to comment on this article 25
  26. 26. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Review of 100 Studies Reveals 12Attributes of a Great Place To WorkHow does your organisation rate against the ‘12 Attributes of a TrulyGreat Place to Work’, according to a new article published on the HarvardBusiness Review Blog Network.The article is based upon over 100 studies on what creates the most engagedemployees.Personally, I like the idea of supporting an afternoon nap.My question is - do any of you work for an organisation that would actually be okay with that?Re-imagine and Take Action by Ian BerryOne of my favourite books is ‘Re-imagine! Business Excellence in aDisruptive Age’ by Tom Peters. You can find out more about this bookand download a chapter here.For a list of all the books I recommend please go here and put ceo in the password box.This week - think and take action in your own wayon the following.What has become normal in your business? Ian is the Founder of theChoose one thing that everyone accepts as normal Differencemakers Community andpractice. Get together with stakeholders and Re- A u t h o r o f C h a n g i n g W h a t ’simagine it. Think about what you chose in the Normal.context of this question: Ian has been the partner ofHow could this be more valuable to those who passionate and enlightenedhave a stake in it? leaders in several countries since 1991, to change what’s normal forThen take action. the good of people, our planet,Do it. Leaders don’t wait. Leaders go first. and for profit.Lead. Please feel free to comment on this article 26
  27. 27. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Memories of 911 - A Personal ConnectionNine Eleven.Two powerful words. They evoke deep emotions of awe, fear, anger, devastation,astonishment, concern and many more of which I am yet to find the words to describe.I was awoken by a ringing phone, which isalways a little nerve rattling as night-timecalls are often accompanied by bad news.As the phone was closest to my wifeMichelle, she picked up the receiver. It wasmy youngest brother Wayne."Turn on your TV. America is under attack"is all he said.We rushed into our living room and turnedon the TV to see the North Tower on fire,smoke billowing from the 93rd floor andabove.It was an incredible site.Michelle and I were watching trying to makesense of my brothers statement. And thenwe saw it - live. The second plane flew intothe South Tower. I literally jumped out ofmy chair and stood up."Oh my God!" Michelle and I uttered."Wheres Denis?""About 300 miles away in Washington DC".You see my twin brother Denis was a manager in the security team at the AustralianEmbassy in Washington DC. On 911 Denis was in charge of security and the AustralianPrime Minister, John Howard, was on an official visit to the US.After seeing the second plane fly into the South Tower, Michelle and I were convincedthat the US was indeed under attack. And we assumed Washington would therefore beon the list of whoever the attackers were. The Australian Embassy is less than a milefrom the White House. I was genuinely concerned for my brother.We were also genuinely concerned about our world. As our eight and a half month oldbaby slept, we wondered "Is this this the start of World War III?". Then the news flashoccurred that confirmed our fears. A plane had flown into the the Pentagon. Surely theWhite House will be targeted? Denis isnt far from there.This was not just some news event on TV. It was personal. It was realer than real.When was this going to end?As futile as I expected it to be, I tried calling Denis. I didnt get through. 27
  28. 28. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Michelle and I sat and watched as the TV coverage captured every moment, includingwhat was later to be seen as vision too gruesome to be shown again. To myknowledge, it hasnt.It was the sight of people jumping to their deaths from above the impact zone. Thenumber of jumpers was more than ones mind and soul could bare. Yet we keptwatching, desperate for news of what was happening in Washington.Michelle and I continued to wonder how bad it was up above the impact zones that thebetter option was to jump. This question and the images of what we saw still hauntsme.The TV coverage flipped between New York and Washington DC. What was going tohappen next? Then the South Tower collapsed before our eyes. To see such a thinghappen on live TV was horrific. It was clear that we had just witnessed thousands ofpeople losing their lives in a matter of seconds.We wondered about the motivation of people to do such a thing as to deliberately fly ajet airliner into a building. The evil of such an act was impossible to comprehend, andstill is today. “The evil of such an act was impossible to comprehend, and still is today.”The whole night we watched, terrified of what might be unfolding in the US. Idesperately kept calling Denis.When morning broke we received a phone call from my mother. Denis had called her.He was okay. Hed been assisting the US Secret Service who had taken over theAustralian Embassy to look after Prime Minister Howard and his entourage. Our reliefthat he was okay was enhanced by our knowledge that four planes were involved in theattack, and all had been accounted for including the plane that had crashed inPennsylvania.Wow. My twin brother was directly involved in protecting Australias Prime Minister.Who would have thought that a plumber from Clayton in Melbournes south easternsuburbs could have been directly involved in such a thing. But he was.As we later discovered when I was able to speak directly with Denis, the gap betweenthe media reports and what really happened was immense. The media here in Australiahad reported that Prime Minster Howard had been taken to a bunker in the basementof the Australian embassy. No such bunker existed.Instead Prime Minister Howard was seated on a plastic chair in the Maintenance MansCage in the basement carpark of the Australian Embassy. Times were indeed different!How could we be on the other side of the world yet experience a horror as if we werethere?Although it was 2001 modern communication systems meant that we could in factexperience a world event as it was unfolding. Im sure psychologists would have someidea of whether or not it is a good or bad thing that we have the technology to allow usto experience such events. I still dont know myself. 28
  29. 29. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011In closing I have no words of wisdom to offer regarding my experience of 911.Something tells me that it would be disrespectful to do so.Today I accept that I dont understand why such horrific events happened and why,more specifically, 911 happened. I just know that it did and I hope and pray that thebroader we never experience such personalised horror in our lives again. I hope and pray that the broader ‘we’ never experience such personalised horror in our lives again. 29
  30. 30. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011My 5 Personal and Lasting Lessons From9/11 by Ian BerryToday my grandson Hamish celebrates his 10th birthday. When hearrived 5 days after 9/11 our joy was in stark contrast to the grief ofthousands.Here is a part of what I wrote in Sparkenation 7 (Living our lessons from 9/11) of myChanging What’s Normal book.Normal.Most people respond to something bad happening to them with revenge and fail tograsp the opportunity to do good.Changing What’s Normal.On 9/11, the day my daughter was due to give birth, my wife was in Perth with ourdaughter. I was at home in Adelaide with a flight booked to fly to Perth on the 13th.That night, my wife and I spoke on the telephone about what kind of a world our firstgrandchild was likely to grow up in?On the day of my flight the airline I had booked with - Ansett - then an iconic Australiancompany, closed down suddenly. I was not able to get a flight on another airline, or aseat on a train or bus. So I got in my car and drove to Perth - a 36 hour drive.What occupied my mind for much of that trip was the question “What is the purpose ofmy life?” I couldn’t even begin (still can’t) to imagine the horror for those who died inthe World Trade Center and the devastation for their families, yet it inspired me to thinkdeeply about my own life, and how I could do more to make a difference in the world. “What is the purpose of my life?”The long drive to Perth was full of defining moments for me where I made decisions thatstill drive my life and my work.When I held the precious new life of my Grandson in my arms for the first time Irealised that what was becoming ‘normal’ in our world, at that time, was not the sort ofnormal I wanted him to grow up in. I made a silent promise to do everything in mypower to never accept ‘normal’ when that means that less than what is possible ishappening in our world.This book is part of my action plan. It’s a big task and I am just one person. I amasking for your help. I am asking you to do your work, so that together we might co-create a world where everyone can win and nobody loses.In 2005, my wife and I were in London, partly due to my work and partly for holidays.We traveled on the London Underground the day after the terrorist attack on that railsystem. You could feel the fear and yet also the resolve of travelers to not be beaten bypeople who commit terrorist acts. This experience was another defining moment for mein my life. 30
  31. 31. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011My 5 lasting lessons from 9/11 are: 1) “A life lived in fear is a life half lived.” I first came across this wonderful line in the film ‘Strictly Ballroom’. Chances are that if you are not achieving what you really want in your life right now, you are not doing something that you fear. Get over it. Do your work. The most amazing thing about doing what we fear is that usually we end up wondering why we were so frightened in the first place. 2) “It’s not what happens to you. It’s what you do about it.” These are the words of W Mitchell an amazing man who has overcome hardships in his life that would have taken the life of most people. Stop worrying about your circumstances. Worrying is a useless emotion and along with guilt the most debilitating. Whatever your circumstance, do something about it. Take action now. 3) Don’t get distracted by what other people do or don’t do We are responsible for our intentions, feelings, thoughts, and actions, never other people’s. Stay your course, be true to yourself, maintain your focus and the right people for you will join you and the wrong people for you won’t. 4) What we believe is just a belief. What we do is what really matters A client of mine is a devout Christian. Another client a devout Muslim. Another strictly follows what she sees as the Buddhist way. Still another is Jewish to his bootstraps. I could go on. I know people from most walks of life who strongly believe what they do. I admire each of my clients, yet I share none of their belief systems. What we do share is the fact that behaviour matters more than belief. Many belief systems are tied up in a faith of some kind. Faith by definition cannot be proved. If it could be proved it wouldn’t be faith! The ‘proof is in the pudding’ the saying goes, meaning what we do counts for far more than what we believe. As one of the Apostles of the Christian Church is reported to have said “Faith without works is dead.” A lot of faiths are dead today because the actions of many of the faithful betray their stated beliefs. I meet a lot of people more interested in being right than being compassionate. Compassion for me is at the heart of all the world’s religion’s. If we are not living and breathing a compassionate life we render whatever we believe as null and void, regardless of what we say. A new world is being born. Compassion is a key component. There is a place for faith in this new world however belief matters little, what counts is behaviour. 5) However long we live, we leave a legacy Every life matters. Everyone leaves a legacy. The question we must all answer with our lives: Is the legacy I am leaving the one that I truly want to leave? Happy birthday Hamish. 31
  32. 32. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Listening is the Fastest Way to ProvideGreat ServiceThe capacity to listen is probably the most important skill that relates toservice excellence. Without this capacity staff will not know theexpectations of their customers, each other, or the key stakeholders oftheir communities.Organisations that provide great service are fantastic listeners; to their customers, totheir key stakeholders and to each other within the organisation. William Isaacs notesthat our culture is dominated by sight. Light moves at 186,000 miles per second, yetsound only travels at 1,100 feet per second. In summary, William Isaacs (1999) saysthat in order to listen we must slow down.So, just like the old story where the tortoise beats the hare in the race, slowing down tolisten can enable us to make better decisions and therefore meet and exceed ourcustomers expectations more quickly. How do you and/or your organisation slow down to listen?Please feel free to use this article as a catalyst for Conversations That Matter® in yourorganisation "Our hearing puts us on the map. It balances us. Our sense of balance is intimately tied to our hearing; both come from the same source within our bodies...Hearing is auditory, of course, relating to 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 and 32
  33. 33. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 201113 Key Reasons Why Most ChangePrograms Fail by Ian BerryThe main focus of my business for 20 years has been partnering withpassionate people to stop the status quo from sucking the life out of usand to turn possibility into reality.I conclude that most change programs fail for 13 key reasons: 1. The people charged with making the change happen don’t really believe in it and therefore 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 status quo rather than real innovation 8. Intentions, emotions, and thinking doesn’t change and therefore any behaviour change that 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, and organisations third 12. Leaders don’t personally change 13. Broken relationships remain brokenThe presence of any of the above reasons will most likely mean your change initiativewill see you go backwards.There is great news. Address these 13, and pioneering, breathtaking, truly innovative,measurable change, people can actually believe in and make happen, is at yourdoorstep.Please check out my change programs here. Assuming an alignment of our values, anda fit between your needs, expectations, desires, and my expertise, possibility could veryquickly become reality in your business. ‘Like’ Organisations That Matter on Facebook 33
  34. 34. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011 Describing Support Chart Strategic OutcomesMany of you have completed one form or another of the OTM Plan forPersonal Success® program. A consistent challenge that participants inthe shorter form of the program experience is taking their plans to thenext level outside of the workshop.In particular people have expressed challenges regarding how they describe theirStrategic Objectives, which are the top part of the elastic band at the Support Chartlevel of your plan (Keep in mind that participants in the shorter versions of the programonly complete a plan at the Prime Chart level).Unlike the outcomes that you describe in your Prime Chart, which are more broad anddirectional, your Support Chart Strategic Objectives are meant to be more specific. Thetimelines for your Support Charts are usually only part of the time-line of your PrimeChart.For example, your Prime Chartmay have a 10 year focus,whereas your Support Chartfor completing your currentdegree may only be one ortwo years in duration.When describing your SupportChart Strategic Objectives it iscritical that you maintain ano u t c o m e fo c u s w i t h yo u rdescription. What willsuccessful achievement of thisPrime Chart Strategy reallylook like? How detailed canyou describe that success.What words will yourself orothers use to describe thesuccessful achievement of this strategy?If we were to stay with the example of successfully completing your studies, these aresome questions that your Strategic Objectives section of your Support Chart for thisstrategy should answer: What grade average will you have successfully achieved? What level of mastery relating to the technical aspects of your degree will you have developed? What sort of relationships will you have formed with academics and students alike? What networks will you have developed? How will your studies and co-curricular activities enhanced your employability skills? 34
  35. 35. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011When you describe clear outcomes for your Support Chart Strategic Objectives it makes ita lot easier to identify and then implement the actions required to bring those outcomes toreality.One of the most powerful techniques that you can use to help you to more clearly defineyour Support Chart Strategic Objectives is to ask yourself a bunch of questions about whatsuccess will look like (just as I have done in the example above).Please feel free to share some of your descriptions for your Support Chart StrategicOutcomes as your examples will help others to better define theirs. Please feel free to comment on this article OTM Plan for Personal Success® Program Create a plan for your success!“Developing an OTM Plan for Personal Success® was an inspiring experience! 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 Enquire here 35
  36. 36. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Why the Development and Recruitment ofPeople Lies at the Heart of Your ServiceStrategyExisting staff need to be developed so that they have the capacity toimplement your Service Strategy. This will result in them having thecapacity to understand the expectations of their customers and beingable to develop appropriate service standards from that understanding.New staff need to be recruited through processes that identify their alignment with yourService Strategy. This means that the organisation’s recruitment processes must reflecta process that is seeking the best possible people that it can find so that its ServiceStrategy can be implemented.The result is a virtuous cycle that re-enforces great service. When people love theirwork they attract other high quality to want to work with them too. The reverse is alsotrue. The wrong people in the wrong jobs who end up hating what they do don’tprovide great service. How could they! How do your development and recruitment practices support the establishment of a virtuous cycle for great service in your organisation?Why not use this article to stimulate Conversations That Matter® with your team.Research ParticipantOur recruitment policy used to be: “Do you know anyone who has a heartbeat and isavailable?” Me, I’d been here 20 years and had never been on any training. I neverrealised how bad we were until I honestly thought about whether I’d like to be acustomer of my own team. My answer was no! Please feel free to comment on this article 36
  37. 37. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Leadership Insights Series InterviewsThe Leadership Insights Series involves interviewing successful peopleand or creators of intellectual property as it relates to professional andpersonal development and learning about their success and ideas.A recent interview included Tony Lendrum, Founder of 0 to 10 RelationshipManagement® and author of his third book Building High Performance BusinessRelationships.In this interview you will learn about: • The Storyboard; • Six Principles; and • 5 Themes of Relationship Management View the interview hereAnother recent interview was conducted with Michael Lewis, Director of Accounting FirmProctor Major. In this interview Michael shares lessons from his journey to success aswell as his views on how young people can enhance their career opportunities in theearly part of their careers. View the interview here 37
  38. 38. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011Online CoursesOrganisations That Matter provides a wide range of Online Courses to assist you in yourpersonal & 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 more Please visit here for more informationWebinarsA 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.Samples from our webinar program can be viewed here. Please remember to view thevideos in fullscreen mode.Please sign up for our newsletter if you would like to be invited to our upcomingwebinars. 38
  39. 39. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011What Really Matters For YoungProfessionals!Are you taking full advantage of your first years ofemployment?Are you consciously developing yourself and taking fulladvantage of the opportunities presented to you?Are you fully aware of the opportunities that you have toaccelerate your career?If you answered "No" to anyone of these three questionsthen we can help you to master 15 practices that willaccelerate your career. "This book is the definitive tool for young professionals with loads of expert knowledge who need to quickly develop high-level employability skills. It can also be used by managers and HR professionals for induction of their graduate recruits, or young at heard professionals willing to adjust to the contemporary workplace. If you want to succeed in the 21th century as a high-performing individual I recommend you read this book." Renata Bernarde Relationship 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 identify how youcan use the book to accelerate your career!This product is for both Young Professionals and/or their employers.What Really Matters For Young Professionals! How To Master 15 Practices ToAccelerate Your Career is a resource that will help Young Professionals (people in theworkforce with between five to ten years experience) to accelerate the speed of theircareer 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.In the USA and the UK Young Professionals are having significant challenges findingemployment. For those who are employed, even in Australia achieving promotions are achallenge because of the high competition for these opportunities. This is whycontinuous practical development is essential for career progression. 39
  40. 40. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011What Really Matters For Young Professionals! is both a resource for Young Professionalsand their employers. The book and Online Course create a space for practicaldevelopment to occur.In these challenging economic times employers can provide the course to their YoungProfessionals. Alternatively, Young Professionals can invest in their own development. Atless than the cost of three coffees per week over 16 weeks, the investment forbecoming a high performer is minimal.If you are an employer and would like to discuss how the book and Online Course canbe packaged for your employees, please email "Wow! This book is jam packed with useful and practical strategies for young professionals wanting to take the next step up in their careers. In a time where young professionals are constantly asking for more mentoring and training, this book is the perfect do-it-yourself manual to improve your employability." Alicia Curtis now! 40
  41. 41. WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011About Gary RyanGary Ryan is a Founding Director and owner of Organisations ThatMatter, a boutique management consulting firm that assists individuals,teams and organisations to achieve high performance through aligningpeople, strategy, systems and processes. Why? When alignment is achieved organisations behave in ways that matter to the people working in them, the people the organisations serve and the broader community. Ultimately alignment matters if the organisation wishes to achieve its financial, social and environmental outcomes. Utilising his diverse skills, experience and training, Gary helps organisations, leaders and team members achieve maximum performance as a professional management consultant and a dynamic facilitator and presenter. Key to Gary’ssuccess is his passion to influence behavioural change that aligns what individuals say withwhat 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 has had broadexposure to the private sector, government bodies, elite sporting and educationalenvironments. In this capacity, Gary has designed and facilitated the NAB Future LeadersProgram and the NAB Mentor Program, the Leadership Development Program at AFL clubRichmond, whilst performing as Keynote Speaker at the NAB TEDx TALKS and MonashUniversity Postgraduate orientation program since 2008.Gary Ryan is a Certified What Makes People Tick® Facilitator and has served as a SeniorAssessor for the Customer Service Institute of Australia with considerable expertise indeveloping service excellence. Gary is also a Licensed 0-10 Relationship Management®Elite Trainer Facilitator, enabling him to assist organisations to optimise performancethrough improved internal and external relationship management.Gary is the Author of What Really Matters For Young Professionals! How to Master 15Practices to Accelerate Your Career and has also written a series of e-books, What ReallyMatters available here.Gary has studied extensively, initially attaining a Bachelor of Education, and a GraduateDiploma in Human Resource Management, holds a Master of Management from MonashUniversity in Melbourne, Australia.Gary’s areas of specialty cover service excellence development, assessment and facilitation,program design and development, and relationship management development andfacilitation.Personally, Gary Ryan is happily married and a proud father of five children. He is dedicatedto maintaining a healthy lifestyle and is currently in training to run his twelfth marathon. 41