The Simple Power of Observation

September 23, 2020 4:52 pm

Walking around the offices of one of my clients, I noticed the receptionist completing a simple task that seemed overly complex in its fulfillment. I asked her why she was doing it that particular way and looking up she responded with, “it’s the way I’ve always done it.”

Noticing a whiteboard on the wall of another client, I asked why they still used it when there was a digital system in place. It seemed a duplication and unsurprisingly, was a carryover from the pre-digital days. They were still using it despite adding no value to their process.

The simple power of observation.

In both the above stories, changes were made to drive efficiencies simply from being at the actual place:¹ simply observing, simply questioning, asking the employee for their input and advice, and then making the subsequent corrections.

For leaders, this means getting out of our offices to observe where the actual business is being performed. While reviewing reports—that most often reflect end results—is important, taking time to observe others in action (where those results are produced) is critical.


¹The Japanese word Gemba (or Genba as it is less commonly spelt) means “the actual place,” and in those companies who practice Lean principles, Gemba refers to the actual place where value is created.
*Photo by Aleksey from Pexels

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The Unseen Buds of Winter

August 28, 2020 5:10 am

Midway through winter I often hear people’s verbal longings for summer. They are over the cold and desire the warm. And if we could listen in on the plant world, I am sure we might just hear the faint whispers of their summer longings as well. It seems they have an inner knowing that one day, things will turn and despite the cold, they endure with quiet persistence, hanging in there, even in the absence of demonstrable growth. 

I know for many this year, in both their personal and business worlds, the pandemic delivered an early winter along with the rollercoaster it brought with it. For others, it was the natural course of life that delivered undesired events. 

It’s hard at times to keep going. We want to pull the covers over our heads and sleep till the hardship is over. And while hibernation is part of the winter season it’s in the giving up too early where we can miss the magnificent display of the blooms we had been hoping for and working toward. Like this tree in my garden. Four weeks ago it looked like it should have been chopped down but unbeknownst to me, the unseen buds of winter had been quietly forming and almost overnight, bloomed. 

There are times for rest and course changes, and there are times for enduring the barren and bitter winters. And while it is often hard to exercise wisdom in the midst of these periods, what I do know is that undetected growth buds are nevertheless forming. The resulting blooms may not be what we expected but spring will be ushered in when it is ready. 

Photo by Elijah O’Donnell 

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Are you delegating or abdicating?

July 24, 2020 1:23 pm

Delegation is an effective leadership and time management tool. It allows us to hand over individual tasks and greater areas of responsibility to capable others enabling us to focus on higher-level work. However, while many think they are delegating they are actually abdicating.

The word delegate means the assigning of powers or functions to another, whereas abdicate means the giving up or relinquishment of power or responsibility. In delegation, we are assigning a person to act on our behalf but in abdication, we are renouncing our right, handing completely over to another.

In recent discussions with a managing director, we were discussing the differences between the two words and the importance of accountabilities. While many in leadership value giving capable others autonomous authority in their roles, sometimes it is more abdication in nature rather than delegation, as per the graphic below.

Delegation Abdication


You will notice that control is central to the management process. On one end it represents intensive control, where managers fail to let go and micromanage their people. This drives skilled people crazy and on the other end is no control—where leaders completely let go, fully trusting another with no oversight nor accountability.

While abdication has its place and is relevant in some situations it can’t be confused with delegation.

One of the most memorable examples of abdication was a business owner who had “delegated” the role of operational management. The manager was left to their own devices, was fully trusted, never actively managed, not accountable, ran his own show and caused great chaos over time. He was never reined in for his sloppy work nor poor leadership of his team. The business owner feared exercising any control at all. What he thought was delegation was pure abdication.

In over 30 years of leadership and management coaching, my experience suggests that effective delegation sits somewhere in the middle of the control continuum. While someone acts on my behalf in the fulfilment of tasks and roles, as the leader I still need to maintain some level of control in that, I guide, support and hold them answerable for their role performance and accountabilities. If I don’t do this, I have set them free to the winds of whim never really knowing that they are doing, how they are performing and hoping things will be okay. Not a great way to manage. 

The other item of note is the extent to which management control is required. Someone early in their career or those with shortfalls in certain areas obviously require higher degrees of training and management to those who have shown themselves to be fully capable. However, even those who are deemed to be fully competent in their roles, still require our oversight, support and the knowledge that they are responsible for certain outcomes and are accountable for such.

Effective delegation is about a personal connection with the delegatee and maintaining ones authority to govern and to lead. Abdication is fully letting go and hoping for the best. 

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When Not To Do The Hardest Things First

July 9, 2020 10:56 am

While the adage do the hardest things first has merit and is useful to counter procrastination, it doesn’t make sense to do high concentration/hard things, first up in the day if our energy is low. The adage should be re-written: do the hardest things when your energy is in its peak zone.

The set hours for one of my client’s employees was 8 am – 4 pm but the person struggled to get going until around 10 am. I suggested that if the person wasn’t required first thing in the day their hours could be changed from 10 am – 6 pm. The employee was extremely happy with the suggestion with both they, and the business, winning from the time shift. 

Aligning our tasks—according to the degree of difficulty and demand on us—to the rise and fall of our energies creates higher productivity than if we treat all hours the same. Seek to do your easier mundane tasks in the troughs and your most demanding work in the peaks. 

Photo by Vivek Sharma

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Strategic Future Gold

June 18, 2020 6:01 pm

As the economy is starting to feebly fire back to life, there is gold to be discovered by those with a keen eye and courageous spirit. Some of that gold is in plain sight but some won’t be found unless we do the work of prospecting for it. Now is the time to be strategically rethinking and potentially, redesigning our future.

Some of the pertinent questions to be asking right now are:

  • What are the key things we have learned in lockdown?
  • What have we implemented throughout this period that should remain?
  • What is truly essential and what has shown itself to be redundant?
  • What products/services will serve us best in the next 1-2 years?
  • Which markets should we focus on and what are those we should let go of?
  • Where are the high potential revenue streams?
  • What is our strategic enabler, our driving force?
  • As the economy rebounds, how can we strategically position ourselves for high profitability?

The above are strategic questions that provide a framework for your organisation’s direction and decision-making toward an ideal future state.

From the rear-view mirror of the last couple of months, there is potential future gold ahead if we look for it.


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Swinging a Blunt Axe

May 28, 2020 3:56 pm


“If the axe is blunt, and one doesn’t sharpen the edge, then he must use more strength.” ¹

Without pausing, reflecting and observing, we can easily end up swinging a blunt axe. Maintaining sharp skills and organisational effectiveness warrants constant attention and application, but far too often, we accept things as they are rather than attempting greater effectiveness through a sharper blade.

Here are some examples to reflect on.

  • An accounting firm had lost its edge, having plateaued for 8 years. They took 8 months to sharpen the blade and launched off the plateau to report record growth in subsequent years.
  • Another business, after analysing who its buyers were, sharpened their blade and went more directly to the decision-maker with reported improvement in the following quarter.
  • A supervisor lost his work fulfilment edge over a period of time which started to show in the quality of his management. Once reassigned to a different position he regained his happiness and corresponding sharpness.
  • The 90+ debtors for one company was well out of hand. Sharpening the retrieval blade, we reduced the amount by 97%.
  • A salesperson, disheartened from the realisation they were swinging a blunt sales axe, took a week for reflection and review, found the fail-point, made corrections to their process and went from a 25% to 72% win rate in the following 7 months.

These examples all refer to people gaining insight into their current situations and then responded by the sharpening of their efforts.

In recent times I have had the pleasure of working with a manager who exemplifies a more ahead of the game approach. Recognising an opportunity to sharpen his blade, he requested a rehearsal meeting prior to a sales call with a prospective client.  He wanted to ensure he was swinging a sharp conversational axe. Smart.

A blunt axe equates to increased effort with minimised results whereas a sharp axe reduces required effort but dramatically shifts results and in many cases, almost immediately.



¹Solomon is generally attributed to writing this around 935 BC

Photo by Markus Spiske

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The Girl On The Phone

April 23, 2020 9:53 am

Man crying

A girl in her late teens walked past our home in tears at the weekend. Crying into her phone I heard her say, “I can’t go out to see my friends and have a drink with them. All I do is stay at home and study.” I felt the personal suffering behind her words.

For some, adapting to the current social-distancing measures has been relatively easy. The opportunity to focus on valued areas of life such as wellness, enhanced productivity and time with family has been a happy outcome. However, for others like the girl on the phone, it’s a tough gig. A tough gig too, for leaders at every level, as they prioritise human health and safety by enforcing social-distancing; juxtaposed against the unknown quantity of individual distress, isolation and poor mental-health.

And when isolation and distancing rules leaves us bereft of choice, living and working in a contented, productive manner becomes a matter of personal choice — both to survive and to thrive.

I for one, have not found these past weeks easy. I have missed a lot of my freedoms and social connection points with people and am learning more about myself in the space of five short weeks than I have for years. I have had wonderfully productive days, emotionally “wobbly” days and times of wanting to go to sleep and wake-up when the world has recovered. My greatest happiness professionally has been working remotely with business-owners nationwide. Day by day, with each conversation, I am discovering the value of connection, albeit at a distance—and just how much can be accomplished by phone and teleconference.

Personally, a walk at day’s end along the beach with my fiancée Michelle has become a therapeutic routine along with a post-dinner driveway dance party where Michelle is teaching me to dance the tango.

In the early days, I found myself resistant to the distancing constraints and Michelle said: “give into it and allow space for the difficult emotions to fully dwell within you; then see what happens — sometimes the difficulty evaporates when you grant it space, but you have to allow it to be first.” That was the starting place, and I have indeed found that “giving in to it” has helped me. I’m also learning that the decisions I make and the actions I take, in the midst of this enforced enclosure, set a powerful context for either personal anxiety and despondency or happiness and productivity. About his experience of living three years in a concentration camp, Viktor Frankl said, “…everything can be taken from a man but one thing: the last of the human freedoms—to choose one’s attitude in any given set of circumstances, to choose one’s own way.”

I mention my own journey because I know that for some, a journey shared can be a journey helped. I also mention it to help heighten awareness of reaching out to others who perhaps are doing it tougher than others. For those of you who have staff, some will be doing well in the present climate while others may be struggling.

Whether man or woman, having a good offload or cry into the phone, like the girl who walked past our home, can make all the difference. Afterwards, it’s the mainstay of the decisions we make and the actions we take that can either liberate us to move forward or keep us locked in personal confinement.

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Uncertain Times Call For Certain Leadership

April 15, 2020 3:43 pm

Last week when speaking with the business owner of a nationwide company, he told me his current mode of operating was like a Commanding General. Recent Australian research suggests this guy has got it right. Catherine Douglas, head of C|T Group’s Australian research said that “People are really looking for their leaders to take the bull by the horns and make decisions to get things done and are perhaps less concerned about people’s feelings right now” She goes on to say, “What people don’t care about right now is a kumbaya approach and patting people on the back – that has really changed 180 degrees in just two weeks.”*

Over the years I’ve observed the most effective leaders bring the best out of others by adapting their leadership style to that of the individual employee.  And different times call for different leadership styles and in the current climate, a more assertive style is required. Andrew Mohl, the former director of Commonwealth Bank in an article entitled Crisis Calls for ‘Ruthless’ Leadership, “argued that the turmoil created by the coronavirus pandemic called for a more direct style of leadership as old business strategies were torn up and decisions needed to be taken quickly.”**

While the well-being of our people never ceases to be important, decisive actions with clear communication are critical if we are to lead our organisations through the prevailing turbulent waters.

*AFR, 02/04/20
**AFR 15/04/20


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Assessing Impact

April 2, 2020 6:32 pm

Impact Meter

As I have spoken to many business owners and managers across the country in recent weeks, I have come across a range of impacts being experienced. From those whose businesses are experiencing a boom in the current crisis; those for whom it is business as usual; and those who are experiencing significant negative impacts.

I’ve designed the Impact Gauge as a tool to help you assess where the greatest areas of attention are required.

Using The Impact Gauge 

Across your business. Hypothetical Scenario

  • Staff – positive due to increased productivity and happiness from working from home. GREEN
  • Systems – neutral. YELLOW
  • Sales – slight impact with a potential medium impact forecast. RED
  • Financial – holding but potential medium impact. RED
  • Action required: Review current pipeline and offer incentives to finalise sales; complete outstanding work orders; tender submissions to increase by 25%. Offer existing clients other services that will be of significant benefit in the current business climate.

Particular areas of concern

Example 1 – People. Who on your team is experiencing a significant negative impact from the current crisis? Gauging who is in the red zone will help you focus on the people who need your leadership the most at the moment.

Example 2 – Sales. Where sales and work orders are declining, you can overlay the gauge across your highest potential markets for your products and services. Which of your prospective customers are in the neutral to positive zone and then concentrate your efforts there? And, who do you already supply to (who are being significantly impacted) who would be helped by what you can provide?

Example 3 – Personal. In your own life, where do the largest challenges lie? Overlay the gauge and then where the highest negative impacts are being felt, seek to bring change to shift toward the green zone.

To summarise:
1. Assess the current impact;
2. Ask “what is the future impact likely to be?”
3. Seek to immediately implement risk mitigation and pivot strategies.






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Pivoting Through Crisis

March 20, 2020 11:16 am

When partner-dancing on a crowded dance floor, I have sometimes spotted an impending collision, most often because the crowd has swelled and is closing-in and restricting our potential dance trajectory. Over time, I have learned to pivot away from these situations. By swiftly pivoting on one foot, I can change direction and move us out of harm’s way.

This week, many of us have experienced the current restrictions put into place nationally and globally and no doubt for many, you have spotted some potential risk requiring mitigation in the days to come.

I’ve enjoyed reading how some have pivoted just this week:

  • A gin company has started to make hand sanitiser from the tailings of the distillation process, adding a few other ingredients and making it available online;
  • A yoga company has taken their classes online;
  • Restaurants are pivoting to providing takeaway service;
  • A trade service company is pivoting to provide an extra service to ensure heightened safety in the workplace;
  • A lawyer came out promoting the need to get our Wills and Enduring Power of Attorneys in order;
  • A make-up company posted an online recipe for homemade sanitiser;
  • A laundromat has shifted to a collect and deliver model.

When I pivot on the dance floor, I keep dancing but change direction as the situation demands. 

In your business/organisation, where is the space you can pivot toward that provides  opportunity through this current period of adversity?


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Planning and Writing it Down

February 28, 2020 6:14 am

I have completed many executive coaching assignments with business owners, managers and supervisors and one of the predominant challenges they have is balancing reactive and demanding workloads with being planned and forward-thinking.

The observed behaviour follows similar patterns:

  • Not responding to calls and emails in a timely manner;
  • Forgetting critical tasks that delay projects, cause cost blow-outs and create dissatisfied clients;
  • Neglecting their team members;
  • Not delegating effectively;
  • Internally rushed and bouncing from one urgent item to another.

I could go on…

Two foundational habits that require changing are those of taking time to plan and writing stuff down.

I have found, (and what I coach others in) is that the time invested in planning my day and week comes back at least fourfold, i.e., if I invest 15 minutes at the start of the day to plan it I generally get at least an hour back. Then, if I write everything down and don’t rely on my memory, I avoid all manner of negative outcomes—also saving time in the process.

Remember: whatever time you invest in being better organised always comes back in a manner greater than the initial investment.

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When Two Strangers Met

February 19, 2020 4:48 pm


Once upon a time, there lived two people on either side of a small village: Miss Strategy and Mr Tactics. Each of them lived alone and were unknown to each other.

To the outside world, Miss Strategy was one of those inspirational types. She envisioned a bright and powerful future, inspiring all she met. Walking into her home, one saw displayed the many future statements she had written, to remind herself of what she believed in. She had: Purpose Statements; Vision Statements; Mission Statements; Value Statements—all of which initially made her feel powerful and optimistic. Over time, however, despite her belief, the vision wasn’t manifesting itself in her everyday world.

On the other side of town lived the action-oriented, no time for deep thinking, Mr Tactics. He was good at making lists for the day and making stuff happen. However, over the years he had an ongoing sense that while he was busy he really wasn’t getting too far in life.

And then it happened.

Miss Strategy, after a day of despondency from the realisation that she was no closer to her vision than what she was five years ago, decided to take herself to a bar in the centre of town for a time of quiet reflection over a Gin & Tonic (or 5 as it turned out). Mr Tactics, also from a day of absolute weariness of running but getting nowhere decided to go to a bar to ease off the pressure.

And so they met. A chance meeting while ordering drinks led them to realise that the connection between them was strong. And while in many ways it seemed they were opposites, strangely, they were incredibly complementary.

They ended up marrying and while most of life was harmonious, when they did squabble it always seemed to come back to the default position each of them held. Mr Tactics,  would often revert to “you can’t think about this forever – just do something.” And she, Miss Strategy (or now Mrs Strategy-Tactics) would lose it on occasions with, “you can’t keep doing stuff just to make you feel like you are busy.”

One of the things they did, to remind themselves of how to work best together, was to pin this chart up on their wall.

Tregoe model

Every time they got a bit lost, they would sit together and discuss how best to live in the upper right quadrant—The Competitive Advantage zone. They realised that when they had absolute clarity on their direction and combined that with strong planning and tactical execution, a powerful force they were.

They found over time, that to work effectively with each other and to realise their ideal future (which they did by the way), they needed to honour the fact that together they were strong but isolated they were weak.


*Graphic –  Adapted Tregoe model as represented by Dr Linda Henman

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That Round and Round, Busy-But-Getting-Nowhere Kind of Work

February 14, 2020 7:41 am

It’s already February (Happy Valentines Day by the way) and I’m writing on this topic. It doesn’t seem to matter what time of year it is for those who are involved in a leadership capacity in busy work environments but too many tasks with a finite amount of time can take the joy out of work and make us feel weary at days end.

Many struggle with overloaded schedules and the corresponding coordination of tasks: to get done what needs to be done in a timely manner. Our automatic response is often reacting to the next thing on our plate and before we know it, the week has passed and we feel like we have achieved nothing apart from having exhausted ourselves.

I would like to propose a counter-intuitive solution:

The busier you are, allocate more frequent, smaller amounts of time, for thinking, task prioritisation and scheduling. 

Yes, it’s counter-intuitive but do it we must if we are to avoid the running on the circular, busy-but-getting-nowhere path that many of us unwittingly run on.

Thinking, prioritisation and scheduling helps us to:

  • create an inner equilibrium where we are clearer about what should take priority, what should be secondary and so forth;
  • gain a sense of progress as we move through our tasks in a more orderly fashion;
  • move to more of a methodical planned approach to our days rather than living in constant response and reactivity;
  • strangely…achieve more of what’s important.

Actions you can take to get off that circular, busy-but-getting-nowhere path are:

  • Have your day planned before you start it;
  • If you lead a team of people, always be asking, “who else could do this?”
  • Take frequent 1-2 minute planning breaks to look ahead at the next few hours;
  • Batch similar tasks into blocks of time so that you maintain clarity of mind and focus;
  • Ensure that all activities are aligned with your goals and required metrics. Don’t do something just because…;
  • Seek to ensure that you are regularly on top of email, phone calls etc. There is nothing like a hundred undealt emails in your inbox when you leave work to make you feel swamped and it is this sense of overwhelm that slows our pace.
  • Ease up. Instead of leaning forward and attempting to run at 110%, try easing back to 95%. The 5% energy/pace margin—again counter-intuitive—helps us work more effectively.
  • If you, like me, get to the end of a day or a week and wonder what you’ve actually done, start keeping a what I did well today list. This only needs to take a couple of minutes and can include the major tasks you’ve completed, the people you were kind to, the fact you took time for lunch and so forth. This list also provides feedback. Often, we don’t receive external reinforcement for a job well done. The what I did well today list sets up an inner feedback loop that can provide great encouragement that we are doing well and moving forward.

I would suggest that if you are on this circular path where you are busy but not getting very far, take one of the action points above and once it becomes more habitual, enact a second and so on.

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Aborting Strategy Work for the Ease of Tactical Execution

February 7, 2020 6:23 am

Planning is relatively easy. Come up with a bunch of tactics, assign them to people for execution, keep them accountable for results and progress is hopefully being made.

However,  in the absence of a strategic direction, tactical execution is similar to heading out on a road trip with no set destination in mind. We might see a lot of countryside, meet a lot of people and enjoy the gratification of knowing we have driven many miles but we never actually arrive. We make plans up en-route but given there is no destination in mind, the roads we take and the places we stay are more spontaneous choices along with way—good ideas at the time. This might work for a “let’s see what happens, driving holiday”  but running an effective and profitable organisation in an ever-changing world without an established strategic direction can be extremely ineffective in the long run.

Strategy Work is Destination Work.

Strategy is a thoughtful, top-down process where we define who we are (and who we aren’t) along with where it is we are headed. It doesn’t involve tactics.

For planning and tactics to be effective, they must be formed in relation to, and aligned with, our strategic direction. If they do not represent this “strategic relationship”, they result in a collection of well-meaning but isolated tasks on the road to nowhere.

Strategy work involves looking at some of the following areas:

  1. What is our Purpose?
  2. What is our Vision?
  3. Our Values. What will we stand by?
  4. What are our ideal Markets and where are they based (location)?
  5. Where will our Revenue come from?
  6. Competitive Advantage. What makes us unique and distinct? 
  7. Critical Points. Critical issues needing to be addressed.
  8. Critical Objectives to achieve our vision.
  9. Metrics of Progress.

These all are indicative of the big picture, the ideal future.

The Strategy – Planning Relationship

Below I have sought to represent the relationship between Strategy and Planning to demonstrate how they are linked.

Strategy Planning Relationship

Aborting Strategy with Tactics

Given that strategy is thoughtful and deliberate work, we sometimes opt for getting immediate runs on the board via tactical planning and execution. “We can’t think about this forever so let’s just do something” is the abortion tool. Tactics identified and implemented too early in the strategic identification process aborts strategic clarity and direction. If the strategy is birthed, it is likely to be ill-formed from a shortened incubation period.

The strategic process doesn’t need to be a long process but it does need to:

  • be deliberate and focused;
  • incorporate “what if” scenarios;
  • involve big picture thinking;
  • be exploratory in nature;
  • have everything questioned;
  • be given time to settle and then reviewed;
  • be documented;
  • be embedded in our organisation’s culture.
Dust Covered Strategy

I’ve often come across business strategies and plans in beautiful binders but covered in layers of dust. They were formulated and documented sometime in the past but never seen the light of day for many years.

The strategic document should be a living, breathing piece of work that is constantly reviewed, changed if required and used for all ongoing decision making. “Does what we are planning now, relate to our strategic direction?” is the question that should always be asked when considering tactical planning and execution in any area. This keeps our organisations on track to the pre-established destination. If markets change, new opportunities emerge or disruption is occurring in our industry, the strategy can be reworked where and as required with new plans implemented for its fulfilment.


Strategy work is thoughtful work and involves thinking and collective senior leadership processing.

It is courageous work because it places us in a short-term zone where we feel we are not doing anything. (From all my work with organisations over the years, thinking and planning time is most often ascribed to as waste). Our penchant is for activity which provides more immediate gratification and the sense of movement, despite the fact that the movement might be in the totally wrong direction.

And it is worthwhile work, driving us into the future with a destination by which we can evaluate everything against.

Most are good at tactical execution but aligning these actions against a clearly defined strategic direction provides a powerful driving force into the future.

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Efficiency. Converting Wasted Labor into Surplus Time

January 30, 2020 2:51 pm


I recently reviewed my efficiency and labour intensity across my business and identified one primary area of waste related to marketing. One activity I do weekly takes around five hours to complete and was tedious, to say the least.

Upon identification, I set the goal of reducing my labour in the most tedious part of it by fifty percent. I realised, that if I could outsource this part of the work I could achieve my goal.

The result: an estimated saving of two hours per week (not quite 50%) or when annualised – one hundred and four hours or two and a half workweeks.

In consulting to organisations, I have come to see that efficiency gains are to be found everywhere. The issue is, we are so busy doing the work that we’ve forgotten to step back from our work in order to look at what we are doing, why we are doing it and how it’s being completed.

What took me four hours in reflection, waste identification, creating a plan and initial implementation, provides a beautiful ongoing ROT (Return on Time) and a possible holiday in Tuscany with my surplus weeks:-))

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The Customer Disservice Department

January 21, 2020 7:22 am

I am a member of the Europcar Privilege Elite Program. Due to an issue I was having with booking a car, I called the Customer Service Department and was told that due to the nature of my request, I had to email (they don’t take calls) the department that looks after the Elite Customers.

Upon sending an email, this was the opening line of their automated reply: “Dear Customer. Thank you for contacting our Customer Services department, we will aim to respond to you within 7 working days.”

7 days???

I have been a member with them for years, have spent thousands of dollars and have recommended their services to others. When I am treated as a no-name customer and given a response time of 7 days, it makes me rethink who I should be using to hire cars and the referrals to them will cease.

On the flip side, I met with a large reputable building company this week and one of their stated values is: “We take ownership of our customer’s problems.” I love this and that is how it should be.

Taking ownership of customer problems means that responsiveness is quick (not seven days) and the company is on the front foot to drive a resolution for the customer. Too often it is not this way and we wonder why we don’t get repeat business.

You want to make sure your Customer Service Department is not the Customer Disservice Department.

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Failing Forward

January 7, 2020 3:41 pm

John Maxwell wrote a brilliant book some years ago called Failing Forward but often, we see failure as a backward motion.

I heard a story about champion ice skaters who, when falling on the ice, knew they were pushing their current limits of expertise. It was the edge of new growth for them.

Failure is part of attempting and learning something new and just like a child learning to ride a bike, the spills come first before the thrills.

If we are not failing, or failing often, it most likely because we are not pushing the limits of our own boundaries or attempting to develop new skills.

May this year be one of growth beyond your current skills and one where you fail often in the pursuit of expertise.




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The Reward Is In The Writing

December 18, 2019 6:50 am


As my newsletter Mindful Motivation enters its fifth year, I have been reflecting on its origin and its meaning for both myself and those of you who read it, of which I thought I would share here with you.

Mindful Motivation was born out of the dark womb of depression. While I thought that all potential seeds of life had died during that time, there was at least one seed that hadn’t been snuffed out.

I revisit the many lonely, sleepless, 2 AM mornings where I would sit despairingly in my office looking at the picture (above). On one of these occasions, as I was sitting quietly, the following words came to me: “write your way forward.” And thus, Mindful Motivation exited the womb and came to life.

That was four years ago and for me, writing this piece regularly has been one of the most rewarding and therapeutic tasks I have engaged in and has, in fact, moved me forward in ways I could never have imagined.

As I’ve been reflecting on it this week I would suggest that it is critical for there to be elements of our work that are personally rewarding, where we find inspiration and fulfilment. These rewards also help fuel us for the more difficult parts of life and business, keeping us going in the tougher times.

The other reflection is that in periods of lostness and darkness, light can issue forth and “foundness” and newness can both germinate and spring to life in the subsequent season.

I want to express my deep gratitude to all of you for being part of my broader community: for the work we’ve done together; for your attendance at my speaking gigs; your responses, sharing of and publishing of my writing; for your promotion of my work; for the drinks we’ve imbibed and the bread we have broken.

I hope you have a wonderful Christmas and New Years and I trust you will take some time to fill in the following to help guide your efforts and fulfilment in 2020:

“I find my reward in the …………….”

All the best,

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When Crap Rains On Your Best Laid Plans

December 10, 2019 11:39 am

I read a story about a staff get together last week at Flinders Medical Centre in Adelaide. As the physiotherapists were meeting they heard a gurgling noise above. To their surprise, the ceiling ended up caving in, dumping a load of raw sewage on them, and all due to a plumbing contractor whacking the wrong pipe causing it to burst. There was no escaping it.

And sometimes, organisational life and leadership are like that.

We create ordered, clean and efficient operating methods and workplace environments; clarify strategy, create our plans and milestones, focusing forward on the achievement of such. But then, out of nowhere, shit rains from the sky. In some cases, we couldn’t have planned for it but in other cases, if we had taken some time for “peripheral risk/threat identification” we just might have been able to completely avoid it or at least mitigate its potential impact.

In your thinking and forecasting for 2020 and the decade to come, ask yourself and your leadership team, “what shit could possibly come our way this year?” and then, put some risk mitigation and annulment plans in place.

And, if you experienced an unpleasant “out of the blue” dumping on you this past year, do as the medical team did. Clean up the broader mess but ensure you scrub it off yourself. The cleaner you are and the freer you are of past dumpings the more you will be able to lead effectively and confidently move into the New Year.

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Soul Weather

December 5, 2019 9:37 am


Years ago when going through a dark spot, a psychologist gave me a useful strategy. Every day I would give myself a “mood rating” between 1 and 10—1 being the lowest and 10 being the highest. I followed this process long after I came out of the black hole, until I was regularly hitting 5 and above.

It was useful for:

  • Tuning in to how I was feeling;
  • When my rating was less than 5, I had different strategies to help me ride out the troughs;
  • Understanding the links between certain events that had happened on the previous day(s) to how I was feeling on the current day;
  • Ascertaining the impact of integrating new activities into my days and the effect these had on my mood.

And while I took anti-depressants, this was in many ways, the pragmatic side to doing a rough journey.

Speaking with a business owner yesterday, the subject of depression came up and how tough the business road can be at times. These tough periods, when encountered and endured for long seasons can be impactful beyond what we thought possible. He mentioned the constant knock-back of tenders as an example. Another business owner I know was saying how tough things were at the moment and jokingly said that they were having a strategy and planning day and was hoping that the future plan was to shut up shop.

Sometimes, it’s long seasons of drought or hardship; other times we just run out of steam from having been in the game for so long.

Running a business is certainly not for the faint-hearted and the “take a dose of concrete and harden the f**k up”, while it may work for short term obstacles, doesn’t cut it for longer-term marathons.

Maybe you’ve never been at the point of taking medication or a daily mood rating but my guess is that some of you have, and that others of you have employees, friends, and family that have or are enduring similar.

As we come into the holiday season, take time for self-reflection. If you feel you haven’t been hitting your straps for a while, push into it rather than dismissing it. Talk to trusted others about what you are experiencing and maybe, like I did, seek professional help.

Also, be aware of those you are connecting with over the break. Sometimes, the best gift you can give someone is an empathetic, attentive, listening ear.

And soul weather, just like natural weather, has its seasons. And while we can’t control the weather outside, we can take steps to understand, nurture and shift the weather inside.

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The Expertise – Teachability Model

November 27, 2019 4:51 pm

At a recent workshop on Adaptable Leadership, I presented a four-quadrant model (below) that I developed to capture the relationship between an employee’s expertise—associated to their job-related ability—and then the degree to which they are teachable.

The vertical axis is the degree to which someone is personally teachable with the horizontal axis highlighting the degree to which someone has job-related expertise or competence in their job

Expertise - Teachability Model v3


Quadrant 1. The Poor Fit

If this employee has been with the organisation for some time and has shown little or no progress in job competence, teachability and enthusiasm for the job are the most likely cause.  Current lack of job expertise combined with little or no desire to learn makes forward progress challenging and time-consuming for management. It does not mean there is anything wrong with the person; it’s more likely to be explained by their place within the organisation, or that the organisation itself isn’t a naturally good-fit to inspire them to learn and grow. This type of person would probably be better placed elsewhere  (perhaps in someone else’s business). The arrows in this quadrant indicate training and coaching are required in both job-related expertise and personal teachability. The red arrow suggests helping them depart could be the most mutually agreeable outcome.

Quadrant 2. The Know-it-all

This team member (actually individual player) is: highly competent in their work but their lack of teachability is reflected in resistance to change. Mostly, they simply don’t see the need for a personal or professional shift; they live in a zone somewhere between the ostrich – with its head in the sand – and God himself.  They generally reject the notion that they could possibly improve; believing the organisation revolves around them. I’ve even heard the Know It All say that the boss would never sack them because they are too valuable. The vertical arrow represents coaching is required in teachability.

People in this quadrant may change in the direction of teachability if they are fortunate enough to experience a perspective enhancing  “moment of truth” to shift them out of the potential complacency that makes them vulnerable to changes in the organisation, technology, context, legislation and customer preferences.

Quadrant 3. The Fast Mover

This person may not have fully developed expertise in their role but because they are naturally higher on teachability they approach each day as an opportunity to develop new skills that will make them proficient in their job. This person is a “gift” within the organisation and is the perfect recruit whether early or later in their career. Nurturing such an employee along the horizontal arrow via mentoring /training will foster even faster growth and promote loyalty.

Quadrant 4. The Autonomous

The combination of teachability and technical skill means this employee will meet and exceed the demands of their specific job requirements. People in this quadrant are likely to be innovators within the business, blessed with the insight and foresight needed to perceive and respond to change.  This type of person can function autonomously; with the horizontal arrow recommending further growth tailored to the individual’s personal and professional goals. To retain employees of this calibre, managers/business owners need to work with the person to identify meaningful ways to reward and sustain exceptional performance, noting that providing financial or promotional opportunities are only two of many ways to reward outstanding contributions made by employees.

A Note On Teachability

In over thirty years of coaching people, teaching people to be teachable is plain hard work. On developing this model I did a web search on “how to teach people teachability.” Zero results. Every entry on the first few pages spoke to the individual of how to cultivate teachability within themselves. The issue for the manager is when you have someone that doesn’t demonstrate teachability, how do you teach it when they don’t want to be taught?

Someone early in their career—apprentices come to mind—can sometimes reflect this unteachable attitude. Being patient with them, praising them for even the smallest task completed well, explaining that because they listened and did what was asked of them resulted in a great outcome, can sometimes inspire them to begin opening up to further instruction.

Others I have coached who I would have deemed to be unteachable at the start demonstrated a growing enthusiasm and teachability when I helped them connect their daily responsibilities to what motivated them personally. Others I have noticed to be unteachable in one particular environment or role, but when shifted elsewhere, began to learn and shine.

Get it Right in Recruitment 

The best place to ascertain the degree of personal teachability is at the recruitment stage. Here are some questions you might like to consider integrating into your initial interview process.

  • Tell me about what you have been learning, reading etc?
  • What areas do you feel you need to grow most in?
  • What are some of the things in life that you love doing? How have you personally developed in these areas?
  • If you were to be successful with this application, what areas would have the most challenge with? How would you deal with those challenges?
  • Tell me about a time how you handled criticism or a constructive critique from your boss?
  • Tell me about a time how you handled criticism or a constructive critique from your peers? What did you learn from this? What did you do about this?
  • Tell me about a time where you were allocated a task that you didn’t know how to do?
  • How do you stay up to date with this industry?

This model seeks to help employers and managers understand where a person sits on the two scales and corresponding quadrants and is useful for determining: someone’s current role placement; the type of coaching/training required; what leadership style to adopt along with being a useful recruitment model.

If you would like to discuss how this might enhance your organisation or to have an assessment completed of your key personnel please feel free to reply here or call direct on 0403 341 105.

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A Spinning Wheel Kind of Life

November 14, 2019 9:45 am

Spinning Wheel

Ever felt like this fella in the photo? Most of us, from time to time, experience the feeling of being a mouse on a spinning wheel: running hard but going nowhere. And perhaps, this is the way life has always been.

A frantic pace with fragmented peace.

Sometimes this wheel spinning kind of life:

  1. Is a result of being successful. We’ve worked hard and the resultant incoming work and promotions have created that “keep up, frantic, do what it takes momentum.”
  2. Is due to having grown up on the tools, taken orders and got used to a reactive schedule. Then, when we’ve gone into some form of leadership we still operate in those same kinds of “wheel spinning ways.”
  3. Happens because we want to do our very best and don’t want to disappoint others.
  4. Is related to an inner sense of, “if I am busy then people will deem me to be successful.”
  5. Is driven out of an inner disquiet. “If I keep myself active I won’t have time to think about all the shit in my life” or, “I’ve got too much on to deal with this now.” (Ten years later we are still saying the same thing).
  6. Results from the all roads syndrome. Many, if not all roads within our organisations lead to us and through us and because we keep spinning, we can’t get off long enough to plan a road re-route to utilise technology and effectively delegate to others.
Jumping off the Spinning Wheel

The above are but a few of the inherent reasons for wheel spinning but there is a way out, and this is what one person I am coaching is doing.

These are the recommendations I gave him and which, in a short period of time, he has successfully adopted.

  1. When you are working on something, keep a writing pad beside you to write down all the other items that come to mind. This way it keeps you focused on the major item in front of you. (I recall one client saying she received a Telco bill while working on a major task, got sidetracked and two hours later arrived back to what she was originally doing). Sound familiar?
  2. Give your phone to administration, hit Do Not Disturb or let it go through to voicemail when working on significant tasks. Take only urgent calls but leave the rest till later.
  3. Schedule your days. In my client’s case it was primarily:
    a. Quotes in the morning,
    b. Meetings and callbacks in the afternoon.
  4. Plan tomorrow, today.

Simple but effective.

These are but four disciplines that are taking him from the manic pace of the spinning wheel to the planned, disciplined and productive pathway on the ground.

If you feel like you are on the spinning wheel, the only way out is by getting off, even for short periods of time: to think, to plan, to utilise technology and others and to outsource wherever you can.

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Endorsing Poor Performance

November 1, 2019 7:05 am

Having been involved in change management over the years, I have noticed that systems and process change, take place relatively easy. One of the major reasons is that these changes don’t involve personality, ambition, power or will. A system simply performs in the manner that it is designed to do; people on the other hand…

Teams are made up of individuals, brought together for a common cause. The challenge for any manager or business owner is aligning the whole team toward achieving the outcomes of the cause but sometimes, individuals within the group don’t want to play ball. They dig in, they protect their space and position and feel they are a protected species.

I’ve seen many occasions over the years where a leader, in their desire to keep the peace, won’t address these situations and over time, teams never rise to their potential; the good people within the organisation become disgruntled and sometimes move on, the business the poorer for their departures.

If we don’t work with these people to rise to the expected levels of performance; if we don’t address poor behaviour and attitudes, we are simply saying to the good people, “it’s OK for you to do what you want, when you want.”

If we don’t correct it, we are effectively endorsing it.

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Focus. A Fresh Set of Eyes

October 13, 2019 5:32 pm

A fresh set of eyes

I recently had an eye test completed and subsequently followed through on the specialist’s recommendation to purchase glasses. Little had I realised that over time, I had slowly become accustomed to blurred vision. Now, with a fresh set of “eyes,” things that were unclear and hazy have become sharp and distinct.

At different times in our personal worlds, our careers and business endeavours, the focus that was once crystal clear becomes a little muddied. We find ourselves so deep in the trenches that all we see are the trench walls, losing sight of what is beyond. We find ourselves going through passionless motions that once brought us life.

If you find yourself doing that daily trench trudge make a move to jump up on top. Some things that might be helpful are:

  • A change of routine;
  • Meet with some inspirational friends or colleagues;
  • Incorporating something fun into your life;
  • Pursuing something that you are curious about;
  • Taking a risk in something you’ve been delaying;
  • Hiring a coach or mentor. (I have just hired someone to coach me again from the US and 3 weeks in I can tell you it’s well worth the investment);
  • Schedule think time into your weekly schedule;
  • Get some fresh input which might include further training or reading.

A fresh set of “eyes” helps raise us from the footslog of the trench to the freedom of the mountain. And often, it is just the simple things that help gain that shift.

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Relational and Leadership Disconnects

September 24, 2019 7:00 am

I recall working with a client many years back who was the salt-of-the-earth kind of guy. He was heartfelt and easy-going, loved to personally connect with others, speaking gently and purposefully.

On my drive to his office, I would purposefully slooooooow down my brain and demeanour to more effectively connect with him, which worked perfectly. Instead of my running in and rattling off MY agenda for the next few hours, I would get into his space: listening, asking questions and genuinely connect with him prior to getting to the work side of things.

He was also a man who disliked conflict and hard conversations. While his natural disposition was to “keep the peace” at any cost, it came at a cost with his leadership effectiveness undermined by this one trait. His people walked all over him, did what they wanted when they wanted. The workforce was highly unproductive; reflected a bunch of self-centred individuals and job errors were everywhere. Yet, he feared to address the issues. Peacekeeping, in this environment, didn’t work.

This was one of my early, on-the-ground relational and leadership lessons.

Relational. In order to connect well and communicate in a way that he heard it, I had to reflect his behavioural style in our meetings. This way, we got on the same page and arrived there quickly.

Leadership. Each person in our organisation is at a different place and need to be led differently. If I lead from a singular style, my effectiveness is going to be severely limited.

I have come to firmly believe that the more self-aware we are, the more other-aware we become and it’s from this “other-awareness” and the adaption of our relational and leadership styles to who the person is and what they require, that our effectiveness is significantly enhanced.

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When Good People Leave

September 19, 2019 1:48 pm

When good people leave our organisations it can be a painful experience. In many cases we spent years of investment in them; training them coaching them, supporting them, providing opportunity, rewarding them and so on. We’ve become to rely heavily on them with them playing and important part in the fabric of now our business and to receive their resignation comes as a slap in the face and in many cases and arrow to the heart.

If I can provide any perspective of the many companies I’ve worked with over years, the majority if not all, six months down the track and often sooner have been grateful for the departure.

Often, the newcomer to fulfil their position has different skills than the previous role owner, provides higher levels of ability and breathe fresh air into the culture of the company.

A previous business partner of mine always had the attitude that as long as people were working with him they needed to perform and perform highly but they were always free to leave if they didn’t follow suit. He had an abundance mentality that allowed him to free people because he knew there was somebody else waiting just around the corner.

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The Nests of Spring

September 4, 2019 5:58 pm


A bird flew onto the fence this morning with a beak full of straw, momentarily resting on its flight path to building a nest for a new family.

Nests represent a supportive structure for new life.

Many of the people and organisations I have consulted to have had the smarts to anticipate upcoming changes to their business and diligently prepared “the nest” for growth. Or, if they have been suddenly inundated with new work, the supportive structure gets built at a fast rate while growth is in progress.

This has often meant:

  • ensuring the right people are in the right places and all understanding exactly what they are to do and the outputs they are responsible for;
  • giving thought to, and creating the workplace culture they desire;
  • process flows are streamlined with waste eradicated and throughputs maximised;
  • procedural documentation is created or refined;
  • key performance indicators are thought through and established with regular reviews and accountability measures enacted;
  • financial budgets and cashflows are prepared;
  • marketing and sales opportunities are carefully inspected, planned and targeted;
  • leadership are more fully equipped; people are trained and coached.

These are but some of the areas that make up the supportive organisational nest structure and whilst growth can be an exhilarating experience, the lack of structure can see declines take place at a depressing rate.

If you are desiring to hatch the new growth of spring, or, are already experiencing the fruitful plenty of summer, take time to purposefully and strategically work on the nest. It will serve you, your people, your customers and stakeholders incredibly well if you do.

PS. You might like to review the points above and give yourself a score out of 10 for each. Then, review the lowest 3, and begin lifting these to a satisfactory level initially. Also ask yourself the question, “what one, of these three, that if worked on will have a peripheral effect on the others?” If you would like help with any of this, feel free to reach out. 

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The Minutes of Tomorrow

August 20, 2019 1:18 pm


Sitting at my desk and watching the twilight hue gradually being absorbed by the night, it prompts me to reflect on the day.

I wonder if my time was just spent completing reactive administrative tasks or did I add significant value in my meetings and client work?

Was I focused and productive, accomplishing what I set out to do?

Was I happy and light-hearted, working with a sense of inner ease and peace?

I reflect on my relationships. Could I have engaged deeper, being more present in my interactions with those I love?

Did I listen well today? Did I ask more meaningful questions, demonstrating an interest in others rather than just enjoying the sound of my own voice?

Was I kind, patient and respectful to all I met?

Did I put myself first where appropriate to do so, in my work and my personal standing?

What have I learnt today that I didn’t know yesterday? And what of these new insights did I practice and speak of in order to more fully learn them?

I am reminded of my mentor, Dr Alan Weiss, and his sage advice, “You can always make another dollar, but you can’t make another minute.”

As I complete this piece, the day has grown dark and I am grateful that while we may not be able to make another minute, we do have the opportunity to use the minutes of tomorrow in ways that we might have done better with today.

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Where Did The Day Go?

July 30, 2019 3:57 pm

where did the day go

My phone, for the first time, alerted me to the Screen Time analysis for the past week. I was astounded as I reviewed the data. Fortunately, most of the time was spent in productive activity however, it also helped me identify time waste, especially in how often I pick up the phone.  From this data, I now have the opportunity to make corrections to assist in concentrated focus and converting pick up time to more productive time.

Where Did The Day Go?

How often have we arrived home after a long, busy day and asked ourselves, “Where did the day go?” We were busy but achieved little.

Just as my phone gave me the Screen Time analysis, we can conduct our own Work Time analysis. From this, we can see both where our time went and then where we need to make corrections to increase concentration focus and productivity levels.

I conducted this analysis with a business leader, having him document, in 15-minute time increments, how he spent his time over the course of the week. One of the many insights was that his quoting preparation was happening all over the place due to incoming phone calls. From the data, we were able to ascertain when the peak levels for these calls were, allow for this in his schedule and then block a solid time for quoting on a daily basis. This enabled him to work with a singular focus, reduce the likelihood of errors on his quotes and overall increase his output. If we hadn’t completed the data analysis we could never have made such corrections.

Being busy is one thing. Being productive is quite another.

Analyse where the day went and then use the review-reflect-correct method to increase your outputs.

If you would like to look at where your day went, you can access a free Time Analysis template by clicking here.



PS. If you do this exercise, I’d love to know what your findings are from the analysis and the subsequent changes you are going to make. Feel free to email me at


*Photo by Michelle Sexton

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Losing and Regaining the Edge of Expertise

July 23, 2019 6:30 pm

I have always been intrigued at how quickly we can lose our expertise edge. I have found over time that in some areas I have improved rapidly, gaining new levels of mastery. Then, instead of continuing to push further into new and higher levels of mastery, I became comfortable, lost my edge and plateaued. My development in dancing provides a good example.

A number of years ago, I wanted to dance confidently in a social setting. I embarked on six months of rigorous ballroom lessons with an instructor and improved immensely to the point where I could get on any dance floor and do a reasonable job of it (or at least that was my perception).  Once I had reached this level, I stopped taking lessons, entered a skill decline to a position I’ve termed the comfort plateau. I still have a blast dancing but not with the growing proficiency I had been developing previously. The following graphic demonstrates the learning curve and subsequent decline.

Losing the edge of expertise
Skills Decline and Plateau

Consider the following people, leadership and organisation examples. There’s…

  • David, who in the early years of learning his particular career-skills, grew in knowledge and expertise, yet did not notice how over the years his learning first slowed and then stopped entirely. Now, the world has moved on and he hasn’t kept pace with younger team members who are demonstrating more expertise after three years than after his thirty years of experience.
  • Smith and Co. Insurance Services, who sent their managers to the Understanding Personalities and Communications Course. Positive shifts were noticeable early on and the vibe in the office lifted; but, they didn’t continue to support their people to embed and expand their fledgling skills via ongoing development. So while some things are slightly better, infighting, conflict and communication issues are still too frequent.
  • Fiona, who learned how to sell, found success early and then never improved her conversion ratios. She stopped intentionally learning and practising.
  • Acme and Sons, who drove their quotation win rate to 25% through analysis and a series of deliberate changes. However, their new success made them feel secure, and so they stopped the change process; now their rates have dropped to 18%. They believed they’d done enough to at least maintain the 25% ongoing.
  • Alex, who intentionally worked on his negotiating skills. However, his improvement ceased this side of a fail point he has encountered many times with master negotiators. Why is Alex willing to keep on having repeated experiences of the same problem? Then…
  • When Sandra started her business, she learned the basics of management, finance and leadership and got on with doing business. Now, she finds her organisation has plateaued over the last five years and never gets past 50 personnel. She sometimes wonders why.

All of these scenarios demonstrate that initial learning and development brought positive change but once that learning ceased, erosion began to occur.  To get your edge back and avoid declines and plateaus consider ongoing deliberate practice as a strategy.

Getting The Edge Of Expertise Back

Anders Ericsson and Robert Pool in their exceptional book Peak: Secrets From The New Science of Expertise recommend deliberate practice as a way of focusing in on the elements of a skill—you could call these micro-skills. They suggest practising these micro-skills and using data and feedback to measure your progress towards mastery. Working in a step-by-step way, patiently analysing progress and making subtle improvements and then doing it all again will ultimately give you success. And most often, it’s impossible to do this on your own. Consider the Olympic ice skater, who just can’t figure out on their own, why they fall on a particular trick every time, but with the help of a coach can quickly identify and fix the problem.

Getting your edge back is about identifying where you have plateaued, and then deliberately engaging in intentional learning, coaching and practice. Or, as Ericsson and Pool so aptly elaborate, “Deliberate practise nearly always involves building or modifying previously acquired skills by focusing on particular aspects of those skills and working to improve them specifically; over time this step-by-step improvement will eventually lead to expert performance.”

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Sales is a Process, Not a Personality

July 23, 2019 6:11 pm

Once upon a time, two brothers and their father went into business together. Without them selling their services, there would be no business. One day, the younger brother said to the older one, “how will you ever be successful? You are way too quiet.” That older brother was me and at the time, I didn’t know that you were “supposed” to be an extrovert in order to sell effectively.

Fortunately, after his “motivational” speech, I recall hearing someone say they would rather employ an introverted salesperson than the extroverted for it was much easier to help the introvert open their mouth than help the extrovert shut their mouth. I’m still not convinced about that as I think anyone who wants to learn a skill can, despite their personality, but it gave me great encouragement at the time and has seen me involved in sales for almost 20 years, and successfully I must say, dear brother.

1. The Sales Foundation: An Interest in Others.
An interest in people and their well being is the foundation for a successful sales career. Yes, I can make a quick buck by not giving a damn but having a successful career with repeat customers is all about care for the person. Taking an interest in the well being of another has nothing to do with personality; it is simply part of our humanity. We choose to care, or we choose not to and that choice is ours.

2. Sales As a Process.
When I was a musician, I recall the importance of learning first the structure, then from that basis, to improvise. And when improvising, it was still centred around the structure.  Selling is no different. First, create the process, learn it and then the improvisation comes once that mental sequence is embedded.

3. An example of a Sales Process.

Enquiry Stage – Sales Assistant

  1. What does the customer want?
  2. Ascertain who the decision-maker is.
  3. Ask, “when do you want to do this?”
  4. Ask, “is there a budget you have in mind?”
  5. If qualified, arrange a time for the customer (decision maker) to meet with the salesperson.

Meeting Stage – Salesperson

  1. Document requirements on the quote form.
  2. Uncover emotional drivers.
  3. Reconfirm budget.
  4. Ask “are there any areas that we haven’t discussed that could prevent this project from moving forward?”
  5. Confirm when quote will be sent.
  6. Arrange a time to follow up quote via phone.

Quote follow up stage – Salesperson

a) “was the quotation a reflection of what you wanted?”
b) “which option would you like to proceed with?”
c) “which day will suit you best for us to arrive onsite?”
d) “would you like to transfer the deposit or make it now over the phone?”

Your business will have its own sequence according to what you provide and what the customer requires but the documenting and memorisation of the process transforms sales volumes dramatically.

4. Objections and Rebuttals.

Here again, the process comes into play. List all the major objections you receive from prospective customers and create rebuttals to them. Having these embedded into the memory so you can respond in the moment is essential in making it easy for the customer.

5. Please make it easy.

When I purchase something, I want the salesperson to make it easy for me. It’s not their personality that interests me but it’s their interest in me that is most important.  I want them to guide me through the process so I end up with what I want (or what is best for me according to the salesperson’s expertise and suggestions). I want them to be confident and to answer my questions and objections adequately. I want them to stay focused on me and my needs, nothing else.

Whether introvert, ambivert or extrovert, all of us can sell if: (1) We want to; (2) Desire the best for our customers; (3) Have a pre-designed sales process to follow (4) Make it easy for people to do business with us.

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A Fresh Start

July 3, 2019 9:20 am

A new year is a wonderful time to put to bed the old and focus on the new; and for many, contains an optimistic momentum. We see, as if from a freshly scaled summit, the possibilities that lie before us. While January 1 tends to be the highest of mountains, the start of a new financial year has a similarity about it for business owners and for those who have financial responsibility.

Daniel Pink, in his book When: The Scientific Secrets of Perfect Timing references the first day of the year as what social scientists refer to as “temporal landmarks” and how certain dates operate in a manner to help us navigate through time, just as physical landmarks assist us in getting from one location to another. About certain dates he says, “They stand out from the ceaseless march of other days, and their prominence helps us find our way.”

I suggest taking some time out in this next week—if you haven’t done so already—to lift your eyes to the possibilities of what can be achieved in the coming 12 -months, not just at a financial level but in all of life’s realms. And then, when you have the various destinations (goals), set up some landmarks (milestones) with regular review dates, all of which will assist in keeping you focused and not getting lost along the way.

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George. When a Customer Feels The Love

June 25, 2019 6:07 pm

Feeling the love

My partner Michelle and I celebrated our anniversary this past Friday evening. Staying at a city hotel I purposefully mentioned to four front of house staff the reason for our visit, to see how responsive they were on special occasions. Zero effect.

We later went to dinner at a wonderful restaurant called Georges on Waymouth and again, I mentioned the special reason for our dining out. George, the owner, thanked us warmly for choosing his restaurant and toward the end of the evening had a freshly decorated “happy anniversary” sweets plate delivered to our table.

When we add a meaningful wow factor—no matter how small it is—in the mix of our customer’s experience with us, it goes a long way to retaining them over the years as a repeat customer and creating another person who does free advertising for us.

And George, he is getting both.



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For Employees Only

June 12, 2019 4:12 pm

Dear Employee.

I coach and consult to Business Owners, Executive Directors and Managers across the country and here are 7 areas they take notice of and respond positively to.

When you, the employee, act and think in these ways, you are often promoted faster, earn more, are the last on the line when redundancies are enacted and so forth. Overall you become highly valuable within the organisation.

Here are the top 7 areas I’ve observed that leaders love to see in their people.

  1. You move fast.
    In terms of your overall pace in your work and behaviour, you’re always on the go.
  2. You start a little earlier and finish a little later.
    Business owners grumble about clock watchers but they LOVE people who go the extra mile.
  3. You demonstrate initiative.
    Rather than waiting for instructions, you go about your day with your brain in gear, thinking ahead, and deriving plans for the benefit of the business and your department.
  4. You’re willing to learn.
    When the business owner or manager addresses a situation, you’re humble enough to listen, you’re brave enough to ask questions about how you could do better and then you apply yourself.
  5. You’re enthusiastic.
    Your colleagues might drag their feet but you, you’re different. You have a spark when you arrive at work and even if you’re feeling the Monday blues on a Wednesday, you get into your work with vigour.
  6. You are more valuable than your pay rate.
    Many of your colleagues fall into the trap of asking for extra money without having applied ‘prior’ extra effort. But you’re not like this. You know that if you take the time to up-skill yourself, work harder and faster and become more valuable in your work contribution, you’ll be worth a whole lot more.
  7. You take responsibility.
    When you make a mistake you own up to it, learn from it and move on. You don’t pass the blame but take full ownership for your errors.

As a final suggestion, give yourself a rating out of 10 (10 being the highest, 1 being the lowest) as to your current level and commitment in each area. List the two areas that you scored the lowest on and then get to work on improving these.

If you do this, you are likely to become a highly favoured and relied upon employee who will go far within the organisation.

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A Lesson in Not Giving Up

June 3, 2019 2:59 pm

This past Saturday night, the Brisbane Lions played Hawthorn in what is the greatest of football codes, the AFL. 😊

At the end of the first quarter, Lions were 6 while Hawthorn was 31. The Lions went on to win the game.

If the Lions had got disheartened, turned against each other, stopped believing and given up early, they would never have won. Their early “failures” played a part in their win as did their self-belief and consistent application and exertion.

All of us face periods of effort with little, if any reward, but if we give up too soon we may have been just one kick away from the game turning in our favour.

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Replicating Best Practice

May 29, 2019 12:25 pm


Often we look outside our organisations for best practices and seek to implement them internally, but sometimes, best practices are already happening within, without our even knowing it.

Take Department A. They have few customer complaints, minimal lead times for jobs, above budget sales, invoicing is always up to date, and they are extremely profitable.

Then you have the dreaded Department B: the direct opposite of Department A and you spend an excessive amount of time putting out fires and propping it up from the profits of Department A.

If I were consulting to this company, I would look at what the people within Department A are doing well; what their work habits and personal efficiencies are; what processes they are using; what meetings (or lack thereof) they are having and so on. Once I had this documented, I would then seek to duplicate this in Department A. Part of the duplication process (where people are concerned) would be having the high performers, coaching the lower performers and providing feedback along the way.

One such example was a company I consulted to who had losses of $380,000 in one department, yet the other was significantly profitable. Using the replication of internal best practices, we brought the department back to breakeven within six months.

Whether it is between departments, individual personnel or an organisation against another, best practice implementation and integration can be a relatively simple process. Find out what the best are doing and seek to replicate it.

Photo by Dietmar Becker 

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I Can’t Find My Shoe…

May 7, 2019 3:48 pm

I can't find my shoe

“Life is so hard” cried my 6-year-old daughter.
When asked why, she exclaimed, “I can’t find my shoe.”

Small things have a way of becoming big things; taking our eye off the important things.

If your attention is being drawn in on one particular shoe at the moment, consider:

  1. How important is this in the whole scheme of things?
  2. Is it worth worrying about?
  3. Is this within my control or outside of it?
  4. How much time will it take to resolve and for what outcome?
  5. Is there a downside if I give it no attention?
  6. If it needs attention, what is the quickest way to get resolution in order to move on?
  7. What will focus on the lost shoe cost me financially, emotionally and in productivity?
  8. Am I merely reacting to the situation?
  9. Is worrying about it going to change anything?

Sometimes, going after a lost shoe might be important, but most often, it’s simply easier to go buy another pair.


*Photo by Mark de Jong

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Keep Moving

February 19, 2019 1:53 pm

I met with an impressive guy this week who I would guess was in his early twenties. He was: a thinker and a doer; very self-aware for his age; knew what he was interested in from a career perspective; understood his strengths and weaknesses and exhibited a keen desire to learn. Toward the end of our meeting, he asked me, “What do you suggest I do?”. My response was to just keep moving. To follow his interests and to note what his successes were in his career journey, which he was already doing.

Sometimes, we can overthink and under-do. We have a general sense of direction but because of wanting to get it right, we sit at the intersection viewing the multiple paths we could take and end up paralysed in our movement forward.

You can’t steer a car to get to your destination if you are not moving.

So, if you find yourself: stationary at the crossroads; if you’re overthinking; fearful; wanting things perfect before you get going…just make a start using your best judgement at the time. You will always be able to re-route along the journey.


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Task Congestion Alleviation

February 4, 2019 3:02 pm


Ever felt like all roads lead to you?

Task congestion is not a pleasant experience and often leads to a sense of complete overwhelm and burnout if left unchecked. For a while, we keep going: working faster, working longer, but at some point, what were the bright sunny days of summer gradually turn into a winter gloom of weariness and despondency. We find sleep fitful or never enough and we dread facing another day; like the business owner who told me he would often park down the street from his office in the early morning and cry his pain out before he could manage walking through the front doors.

I call this the all roads syndrome. A congestion condition brought on from excessive task traffic going through one person.

Speaking to an executive this week who was explaining this syndromes effect on his life, while in his current state of exhaustion he had managed to identify a road re-route. He needed another person to fulfil part of his role and he was a quest to find them. Smart. He had recognised the issue and was taking measures to alleviate the congestion.

The All Roads Syndrome looks like this:

All Roads Syndrome v2


If you are feeling overwhelmed, take some time out in the coming days to:

  • List all the various tasks that come your way. What is helpful here is to keep a blank page beside you and list every individually unique job that you touch over the coming week.
  • Beside each entry, list it as essential or non-essential—essential for what you HAVE to be responsible for and non-essential for what another could do.
  • For every non-essential task or responsibility, think through who else could perform the duty—whether internal to the organisation, if it can be outsourced or even systemised/automated in some way.

Be aware of the trap many fall into at this point which is where others can easily relieve us of specific tasks, but because of our penchant for control and perfection, we keep the roads coming to us. This is a severe congestion trap and letting go at this point is essential. If the people you identify in the process are not yet at the required performance level to fully take-over the re-assigned tasks, determine what training and support are needed to plan your way better forward. If it is simply matter of trust, let it go and monitor their progression.

This process can, like my executive friend achieved, assist in identifying the future lanes and roads that can carry tasks that by-pass us, thus alleviating the current congestion. One or two changes made immediately can have a dramatic impact on your work effectiveness and personal well being.


You might also like…
BLOG.  Streamlining Repetitious Tasks
BLOG. Rest – Refreshment Tips for the weekend. Read it here
ARTICLE. Efficient Workflow and the Happiness Factor. Read it here 

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