And The Greatest of These is….

February 12, 2019 by Avondale Business School

Authors Jack Zenger and Joseph Folkman recently published an article in HBR which asserts that trust is a leading indicator of whether others evaluate leaders positively or negatively (Read it here).

Using data from the 360 assessments of 87,000 leaders they have distilled the three key elements of trust, and how they are displayed. The level of trust is highly correlated with how people rate a leader’s overall leadership effectiveness. And while the entire article is worth the read, but in summary, here they are:

  1. Positive Relationships – creating positive relationships with other people and groups is vital, and includes being able to:
  • Stay in touch on the issues and concerns of others.
  • Balance results with concern for others.
  • Generate cooperation between others.
  • Resolve conflict with others.
  • Give honest feedback in a helpful way.
  1. Good Judgement/Expertise – that is, the leader is well-informed and knowledgeable. This means:
  • They use good judgement when making decisions.
  • Others trust their ideas and opinions.
  • Others seek after their opinions.
  • Their knowledge and expertise make an important contribution to achieving results.
  • Can anticipate and respond quickly to problems.
  1. Consistency – where leaders walk their talk and do what they say they will do. That means they:
  • Are a role model and set a good example.
  • Walk the talk.
  • Honor commitments and keep promises.
  • Follow through on commitments.
  • Are willing to go above and beyond what needs to be done.

So leaders should never underestimate the impact of building and maintaining the trust of their teams. How do you think you would rate on these three elements?

And remember, if you need help with your leadership or management needs, Avondale Business School is here to help, simply call or ring on 02 4980 2168 or Warrick.long@avondale.edu.au

You Deserve What You Reward

February 12, 2019 by Avondale Business School

Do the remuneration and reward policies of your organisation recognize the values and culture you want your organisation to be known for? Or do they reflect the ugly underbelly of what is really happening in your workplace? That’s a tough question, because it is the behaviors of the employees and leaders that determine the culture, and what gets rewarded gets repeated.

Karen Gately in an excellent article ‘Leverage Reward and Recognition Strategies to Drive Culture’ (read it here) addresses this issue and provides some suggestions on how to ensure your programs “not only reinforce desirable behaviors, but make clear also those detrimental to the success of the individual, team or business.”

  1. Create and maintain awareness – regular communication about the program can support efforts to keep the importance of the desirable culture on the radar.
  2. Focus on outcomes and behaviors – place priority on not only what people achieve, but also how they go about it. That is, don’t undermine culture by rewarding people who achieve outcomes by behaving poorly.
  3. Recognize role models – you can do this by acknowledging those members of the team who demonstrate examples of the behaviors that are needed, with the added bonus that as these people progress in the organisation, it will strengthen and grow the culture.
  4. Make no exceptions – don’t reward the ‘high performance’ bully, and irrespective of the nature of their role or authority, someone who is having a detrimental impact on organizational culture or team engagement should not be rewarded.
  5. Be creative – find a variety of ways to reinforce the cultural expectations and positive examples.

The article in full is worth the read to see how Gately expands on these points, because culture can make or break your organisation.

The Avondale Bsuiness School can help you with your organisational needs, to find out how just call or email Warrick Long on 20 4980 2168 or warrick.long@avondale.edu.au

Too Scared to be Fearless?

February 12, 2019 by Avondale Business School

While high-performance organisations are not as common as we would think, there is a common attribute amongst them – being a fearless organisation. Amy Edmondson, in a great article called ‘How Fearless Organisations Succeed’ (read it here), goes right to the heart of the matter and outlines the essential characteristics of being fearless.

A fearless organisation is one where employees have confidence to take risks, and where the organisation minimizes the fear people feel on the job. This provides psychological safety, where there is the belief it is safe to speak up when needed with relevant ideas, questions or concerns, without being shutdown is a gratuitous way. Employees respect and trust each other, and can be candid when needed.

Edmondson quotes a 2017 Gallup poll that notes only three in 1- employees agree with the statement that their opinions count at work. Do the opinions of your employees count at your work?

There are some caveats, which include noting that such a fearless organisation is not one where people agrees for the sake of it, or offer unconditional support for every idea. On the contrary, psychological safety enables candor and openness, and therefore, thrives in an environment of mutual respect.

So how do you create such an environment? The article offers three main things leaders can do:

  1. Set the stage. That is, get people on the same page, with common goals and a shared appreciation of what they are up against.
  2. Invite participation. This involves adopting a mindset of situational humility and engaging in proactive inquiry. No one want to take the risks of proposing ideas when the boss appears to think they know everything.
  3. Respond productively. This sort of a response is characterized by the tree elements of appreciation, destigmatizing failure, and sanctioning clear violations.

I recommend you read the entire article to get the details of these, but this is a good summary to hopefully inspire you to move your organisation towards being more fearless.

If you would like to find out how Avondale Business School can help your organisation become fearless, call or email Warrick Long on 02 4980 2168 or warrick.long@avondale.edu.au

Book Review: Option B

January 13, 2019 by Avondale Business School

How do you rebuild your life after the loss of you husband and the father of you two young children? Business leader Sheryl Sandberg has no choice but to adjust to her option B life.

Sandberg, with the insights of her co-author psychologist Adam Grant, lays out the raw emotion of the loss she experienced, and the pathway she chose to move forward, pursuing her option B life, now that her option A had been taken away from her forever.  Their book is Option B: Facing Adversity, Building Resilience, and Finding Joy (2017 and published by WH Allen)

Whilst Sandberg draws from your own deeply personal experience, the book introduces a range of other issues in life that can cause us to have to look at an option B for our life. It addresses subjects like the role of friends and family, our own self-confidence, getting back into the workplace, and helping kids through the journey as well.

Using solid well researched principles, the authors give the reader tools rather than a prescriptive approach to handle whatever life has thrown at you. This acknowledges that each situation is deeply personal and there is no “one-size-fits-all” approach.

The book is well written, organised well and flows easily. It was very easy to read and challenged me in not only thinking about how to handle the difficult moments in life, but how to help other people handle theirs. I highly recommend this book, which although is not a standard management text, certainly is very important in slef0leadersherip. I believe it is important that everyone read this book.

Reviewed by Dr Warrick Long, Lecturer at Avondale Business School

Book Review: Turn the Ship Around

January 7, 2019 by Avondale Business School

Control, competence and Clarity is the three-pronged approach former submarine commander David Marquet used to transform the US Nuclear Submarine Santa Fe into the most successful submarine in the US Navy. He tells this story in his 2012 book “Turn the Ship Around: A Trues Story of Turning Followers into Leaders”, published by Portfolio Penguin.

Marquet believed that every follower can be a leader, and that through them becoming leaders in their own right, the organisation would thrive and grow. His approach proved right and transformed the Santa Fe into a highly efficient and effective network of people. Divesting control, developing competence and providing clarity are the key components of this strategy.

Detailing how he implemented this when he took over command of the Santa Fe, Marquet provides a look into the inner workings of life on a submarine. The book is a great read with examples and stories that make the practical application of his ideas easy to see and readily apply into other workplace contexts.

What I particularly appreciated was the stories of things that did not work, and how these “failings” were part of the learning process.

The book is well written, organized well and flows easily. This book is now one of my favorites and I would recommend it to any leader looking to take their leadership to the next level.

Reviewed by Dr Warrick Long, Lecturer at Avondale Business School

Book Review: Leadership in Action

January 7, 2019 by Avondale Business School

Rising over 40 years from the rank private to two-star General in the Australian army, John Cantwell has spent a lifetime leading Australian men and women in challenging and sometimes deadly circumstances. Using practical examples of what did and didn’t work during this time, John Cantwell lays out his thoughts on leadership in an excellent book “Leadership in Action – Lessons for the real world from a real leader”, published in 2015 by Melbourne University Press.

Believing that anyone can learned the skills of leadership, Cantwell puts together a simple to read but highly effective book on the essential elements of leadership, within an Australian context.

The book is a great resource for new and aspiring leaders who want to find the key areas for their development, or to lay out a strategy for their leadership. It is also a very timely reminder to established leaders of what their leadership can be if they are prepared to continue learning.

The organisation of this book is very logical and straightforward. In fact, you don’t need to read cover to cover, but can pick out key areas that you may particularly want to focus on. The whole spectrum of leadership is covered, but in bite-sized chunks that are quick to read and easily transferable to the workplace. This is a very well written book that should appeal to all leaders, new and established and a highly recommended read.

Reviewed by Dr Warrick Long, Lecturer at Avondale Business School

ABS Congratulates 2 New Staff PhD Graduates

December 18, 2018 by Avondale Business School

It was once again a beautiful day at Avondale for graduation 2018, and this year was very special as the ABS was proud to support the graduation of two staff members, Dr Peter Williams and Dr Warrick Long. Both started their PhD journeys together when they joined the ABS team and four (long) years later have completed the journey together, although their topics were very different.

Dr Peter Williams’ research was “School Leadership Succession in a Faith-Based Education System: Perceptions of Different Hierarchical Levels”  and he was supervised by Dr Peter Morey and Dr Peter Beamish, both on campus lecturers from the Faculty of Education, Business and Arts here at Avondale College of Higher Education.

Dr Warrick Longs topic was “Australian University Accounting Academics: The Lived Experience” and he was supervised by Professor Tony Williams, Associate Professor Maria Northcote and Associate Professor Lisa Barnes. His research involved using surveys and interviews of current Accounting Academics to gain insights into the challenges ahead.

Both Peter and Warrick were supported by family on the day, and enjoyed the ceremony after so many years of hard work. On behalf of the ABS team, CONGRATULATIONS. We are so very proud of you both.

Book Review: The Truth About Leadership

December 18, 2018 by Avondale Business School

While the content of leadership may change over time, the fundamental principles, or truths of leadership, do not, well known leadership authors James Kouzes and Barry Posner have written their list of the 10 truths about leadership in their classic book ‘The Truth About Leadership’, published by The Leadership Challenge in 2018.

Kouzes and Posner are amongst the most prolific and well-known leadership authors of the last 30 years. They have written many of the books that now form part of the essential reading for all leaders. Drawing from their extensive consulting engagements, and over one million responses worldwide to their research, their material is based on relevant and up to date examples.

Some of the 10 truths include:

  • Credibility is the foundation of leadership
  • Focusing on the future sets leaders apart
  • You can’t do it alone
  • Trust rules

This is a very orderly and logical book, meaning you can pick and choose areas of most interest if don’t want to read cover to cover. It is also well written and easy to read. The use of current examples makes it easy to relate to and apply to your own setting.

This book should be read by anyone aspiring to or currently in leadership, and is a fantastic book. While it is a few years old, it is a great reminder of the essentials of leadership which never grow old. Very highly recommended.

Reviewed by Dr Warrick Long, Lecturer at Avondale Business School

ABS Develops Avondale College Leaders

December 18, 2018 by Avondale Business School

Recognizing the need to invest in developing its leaders, Avondale College commissioned its Avondale Business School to develop and implement a program for middle and aspiring leaders. The Avondale College LEAD program was crafted and delivered by ABS monthly throughout the second half of 2018. Word of the program spread to other entities, who sponsored their own staff to also attend. The success of the program is such that it is being expanded for 2019 with any Avondale Staff invited to attend, and a range of new topics being developed, including dealing with conflict and toxic people, leading teams, and leading change. Participants from this year enjoyed the program and the following comment typifies their responses “I have very much enjoyed the sessions I have attended – love your presentation style and have appreciated learning some new concepts and skills”. Avondale Business School can also help you develop your leaders, and to find out how, contact Warrick Long at Warrick.long@avondale.edu.au or 02 4980 2168.

ABS 2018 Graduates

December 18, 2018 by Avondale Business School

December 9 was the culmination of many years hard work for the graduating Avondale Business School graduations of 2018. Of the 13 graduates, 12 attended the ceremony at the Lake Macquarie campus, including two graduates from our partnering entity Universal Institute of Technology (UIT) in Melbourne. The Accounting, Human Resources and Marketing majors enjoyed a celebratory day receiving their Bachelor of Business Degree certificates and congratulations. Around 50% of the graduates already have employment confirmed, and a number of others are in the application and interview process. ABS congratulates all the 2018 graduates, and wishes them well for the future.