Category Archives: LMA in the media

Congratulations to the 2016 LMA Graduates!

As 2016 draws to a close we would like to celebrate the thousands of people who have participated and graduated from an LMA course this year.
As high achievers, we hope that you continue to practice LMA’s teaching, utilise the tools within the workplace and set goals in both your personal and professional lives.

Remember that high achievers:

  • Think positively (Above the Line)
  • Are willing to pay the price for success
  • Are willing to accept personal responsibility
  • Expect to succeed
  • Set goals in all areas of life
  • Are on a journey of self discovery and self improvement

Congratulations to the 2016 Graduates of Leadership Management Australia!

Click a thumbnail to a photo or scroll through the gallery.



Survey shows millennials are being pushed into new jobs due to lack of challenges

They have a reputation for job hopping and leaving employers in the lurch — but all Millennials and Generation Y workers really are after is to be challenged.

Employers hesitant about giving young, inexperienced staff a go, often for fear of investing time and money in training then losing them to another employer, may want to look at what they are doing wrong to push them away.

Leadership Management Australia’s Executive Director of Strategy and Growth, Andrew Henderson said there had been a big disparity between what young workers wanted and what they were being given by their boss.

Mr Henderson said young staff used to immediate feedback in a technological world wanted regular feedback and communication at work, whether it was what they were doing wrong or right.

To read the entire article in full on click here.

Follow the (Informal) Leader

As we all know from being a member of a team, the success of the group—and indeed the entire organisation—can depend a lot on the dynamics that exist within the team. Think briefly about the team you spend the most time within. No doubt you will be able to conjure up a selection of characters who all fill different roles within the group. One may be the dominant voice, another may be the problem solver, someone else may be the conflict manager, and the formal leader of the group emerges clearly as that one person who has the power to make the final decision.

While you or someone else in the team may be recognised as this formal leader, you may also have an awareness of a different kind of leader within your team, someone who seems to have an uncanny ability to influence people and promote change; namely, the informal leader. Often charismatic, distinctly loyal and influential, informal leaders are not usually designated by the organisation as a formal ‘leader’, but there is something about them that makes them stand-out and have a definitive sway over the performance and outcome of those around them.

With a bit more awareness of what informal leaders can bring to your organisation when properly nurtured, you can find industrious ways to partner with them that can initiate substantial change and company-wide improvements.


While few studies have delved very deeply into the formal leader’s role in encouraging or discouraging the emergence of informal leaders, the ones that have been completed have provided some pivotal information. To best utilise your informal leaders, you first have to be able to recognise them. Knowing some key characteristics can assist you early on in the process:

Authoritative characteristics:

  • They are not designated as leaders by the organisation, but frequently wield extensive influence because of their ability to help other team members satisfy needs and reach goals;
  • They tend to listen to all points of view before making decisions.
    Relationship characteristics;
  • They are automatically sought out for advice and help when a colleague experiences a problem;
  • They are often outstanding team members with common sense and loyalty to the company;
  • They are likely to mentor other employees without being asked.

Communication characteristics:

  • They contribute greatly to your success and the success of your team when they are entrusted with additional responsibility;
  • Their communication style relies on camaraderie and shared interests.

Clients of Leadership Management Australasia licensee Suzanne Wilson knew they had an informal leader in their team when they recognised one of their top agent’s work ethic and natural leadership skills. Charlotte and James Marshall own several Harcourts Charlton Realty offices in Auckland; the scope and workload means they rely heavily on having informal leaders within their teams.

“Mike [Robson] works as a senior sales consultant alongside a team of six or seven other agents. He has a style that is emulated by others. He is calm, considered, focuses on helping others and acts as a sounding board and mentor to everyone he works with,” Charlotte Marshall explains.

“Mike has no ego and is well respected within the office and the community. This behaviour then rubs off on the team. Mike also attends anything that is put on by the business and supports the business by modelling the way for others. The fact that this is authentic behaviour and not forced means it has even more impact,” Charlotte says.

Do you know someone in your organisation who sounds similar to Mike? If so, it is likely you have found an informal leader who is waiting to be developed and utilised.


While HR professionals and team leaders often do recognise that shared leadership brings benefits to team performance and ultimately organisational success, understanding how to create the conditions for informal leaders to emerge and facilitate change
still remains a challenge.

After you have identified who your informal leaders are, it is important to have an actionable plan so HR managers can successfully nurture them for the betterment of the entire team.

Formal process. Perhaps most obvious and traditional is to perform regular performance interviews. Traditional HR tools such as this can help open up the discussion regarding further training or development in the future as part of a larger plan for their career path and choices. While this doesn’t necessarily have to lead to a formal promotion, you have acknowledged the informal leader and tacitly have encouraged them to be a positive influencer within the organisation through your trust in them.

Invite them to the table. The leader contributes to the security of the group by providing information readily and openly with their team members. While you may not be able to share everything with the informal leader, it is useful to consider their opinion and influence when decisions are being handed down from upper management. Their insight and influence within the employee network can be invaluable when trying to gauge reaction to intended changes or developments that will affect all staff.

Express a shared vision. In the absence of a shared vision, informal leaders will still work towards their goals, however those goals will not be perceived as being for the betterment of the group, and will therefore not be an intrinsic motivator for the key influencer in the group. Conversely, with a high level of shared team vision, informal leaders will instinctively bring the group around them to see the positivity of the change represented by the shared vision for the whole team. By promoting a companywide shared vision, you are activating the intrinsic motivation of the informal leader, while also positively affecting those around them.


There is no one way or shortcut to seeking out your informal leaders; it takes a manager with strong relationships with their team to be able to dedicate the time and effort to get to know their informal leaders and see the potential they can bring to the entire group.

So, why should you take the time to seek out and recognise your informal leaders?

The ever-shrinking traditional middle layer of management has effectively been replaced by a variety of different individuals fulfilling roles as project and product and team leaders. Often, your informal leaders will be these workers, those getting busy and getting work done. They often seem to be on a mission to change the world, or at least improve their organisation for the better.

For Charlotte and James Marshall, having an informal leader like Mike on the team means that everyone benefits from his presence.

“In a sales environment where it is often highly competitive, Mike supports the Charlton Realty philosophy of ‘everyone helps everyone’. He isn’t the brand manager and he isn’t asked to do these things—it just happened. People like him, they want to be successful like him and so they do what he does,” Charlotte explains.

From Charlton Realty’s perspective, it is clear that by taking the time and making the effort to know who their informal leaders are, they are able to better implement their strong company culture and more clearly navigate other staff towards even higher and more focused achievement.


Knowing who fits into what role within a well-functioning team can be the difference between a high-performing team and a one that consistently underperforms and underwhelms.

To best cultivate the talent that you have, the issue of building and supporting informal leadership has to first transcend the day-to-day operations and concerns of your organisation; it has to be a focus for the greater development and transformation of the place and the people around you to match the ever-changing and challenging world.

For Theo Fryer at Commercial Door Services in Christchurch, the informal leaders in his team have been developed through additional training as well as in practice through their specific roles within the team.

“There are many roles within the business that don’t have the title leader, but where people actually need to take on leadership responsibilities,” says regional manager Theo. “Kyle, one of the Commercial Doors team members who recently attended a leadership development programme with LMA (Leadership Management Australasia), is one of these people.

“Recently, Kyle has been acting as a mentor or coach for a new team member. This is not a formal arrangement; however, he has taken on the responsibility of growing and developing this person and sharing his knowledge to help him,” Theo says. For Theo and his team at Commercial Door Services, developing their informal leader Kyle through training and then substantiating this with opportunities for on-the-job development has been key to achieving the team’s greater strategic development goals.

However, as with most things to do with informal leadership, there are numerous directions you can take when choosing to develop their influence and position within the team.

Consider promotion, but not as a given. While it may seem that promoting informal leaders to formal positions of power makes sense, it can also be a case of too much power and not enough training or preparation. Take all repercussions and benefits into account before proceeding with a promotion of influential informal leaders, and ensure the informal leader is consulted throughout the process about their genuine career aspirations.

Utilise your early adopting informal leaders. By involving your adept informal leaders in performance pilots or team developments, you are entrusting them to be the first to experience and evaluate changes and provide their insight into them. By doing so, you are fulfilling their desire to be more involved with important decisions and development, while also gaining a support system for the changes you are intending to implement with a sturdy influencer behind it in your informal leader.

In the case of Commercial Door Services, for example, while Kyle wasn’t formally promoted, Theo noted: “Without this sort of informal leadership, the time for staff to be inducted would be considerably longer and therefore impact the bottom line.
The most important characteristics Kyle has that make him an informal leader are his strong values and care for others, as well as his ongoing support of the business.”

Allow room for people to move beyond traditional boundaries. You and your informal leader will succeed if they are encouraged to create value and build their own sense of ownership across the organisation. Work with them to develop new projects and allow room for them to grow and experiment with what is possible. In a modern marketplace where speed, flexibility and adaptability have never been in greater demand, existing leaders would be well served to think of informal leadership cultivation as a key management tactic not just to get work done, but to traverse the current boundaries holding back the multitude of talent.

Originally published in ‘Employment Today’ August 2015 – ‘Employment Today’ is New Zealand’s leading independent HR and employment law magazine.

Drowning in emails | LMA

Drowning in emails? Here’s how to survive

Workers spend on average 2.6 hours of their work day reading and answering more than 100 emails which largely should not be read or sent in the first place.

Email is one of the most common forms of communication yet also one of the most misused by workers who use it for everything from avoiding conversations in person to  distributing business critical information.

While other technologies such as social media, video chat and instant messaging have been introduced, emails continue to be the main source of electronic communication. It leads to workers spending 28 per cent of their workday caught up reading and typing responses to email, the McKinsey Global Institute finds. Email use is no longer limited to office workers, with it increasingly becoming a staple for organisations to communicate with trades workers and contractors out in the field.

Leadership Management Australia’s Leadership, Employment and Direction (L.E.A.D) Survey director Adrian Goldsmith says email use is more widespread today than a decade ago but for some has become all-consuming. “It’s a net positive – but you’ve just got to control it,” he says.


Statistics from technology market research firm The Radicati Group show 108.7 billion emails were sent and received for business reasons each day in 2014. It equals an average of 121 emails for each worker. By 2018, it will increase to more than 139.4 billion emails in total, or an average of 140 emails for each worker. Yet most employees believe they can only comfortably deal with about 50 emails a day, a survey by Harris Interactive reveals.

Most workers use less than 10 per cent of the capability of their email system because they have not got around to learning how to use the features, Goldsmith says. Sorting emails into fields, task lists, filters, level of importance and other settings can dramatically affect inbox organisation and therefore productivity. “It helps people go
through their day in a more systematic way,” he says.

Email doesn’t always have to be the first task of the day. Goldsmith says doing so immediately feeds unproductive behaviour that flows through the day. He suggests not opening emails until 10am – if possible – and using the first part of the day to get essential work done. “A lot of people don’t plan their days, then get busy and strung out and unproductive because they don’t have a plan for the day,” he says. “Start out with a plan (and if you get knocked off it) you’ve got something to fall back to.”

Workers can get frustrated when others don’t respond to their emails, while others get stuck reading those that aren’t important. Goldsmith says whether a worker’s name is in the To or CC field can and should affect whether they read it. “If you want me to act on it, put my name in the box marked for your attention, rather than for your interest,” he says. “Send the signal to people that if you want them to reply, put their name in the read box.” But some are reading too much. “A lot of people read the CCs automatically and lose hours during the day,” he says. “For some people, they are getting 100 to 200 emails a day and a quarter or half of these they are CCed into rather than addressed to. They are reading other people’s stuff.”

When people communicate, only 10 per cent of what is understood comes from the words being said, with 30 per cent coming from tone and 60 per cent non-verbal language – meaning written communication can be easy to misconstrue, Goldsmith says. “It’s very hard to impart the full message. It needs to be short, sharp, have an action approach, and it should have a clear indication of what the email is about. It needs a reasonably punchy subject line , otherwise it’ll get into the whitewash,” he says.

Many workers feel that if they’ve sent an email, they have communicated the message. “Some people think email is great because you don’t have to talk to people,” Goldsmith says. “If they can avoid having these conversations, email is a convenient way of doing it. But for a lot of organisations, it’s a handbrake (that stops productivity). An all-staff email may have little thought why some people shouldn’t receive it.” If there’s a need to communicate a personal or confidential matter, or one that needs a human touch, face-to-face or over the phone is better.

Turn off automatic alerts and limit how often the inbox is checked – unless it’s urgent.




  • Email is effective to send documents, one message to many people and formal communication requiring a paper trail
  • The best emails are short, concise and quickly read


  • Most senders can only assume the recipient has read it. A read receipt can only confirm email has been opened
  • Many senders do not know it has been read until what is outlined has been actioned


  • Email is poorly used when an immediate response is required, confidential information discussed, and when the message can be misconstrued
  • If responses go back and forth two or three times, phone or discuss face to face
10 reasons why a bad boss may be good for your career

Leader competency results “disturbing”

Leadership skills research reveals widespread mediocracy

Nearly half of middle and frontline managers and supervisors rate their leadership skills as average or below average, according to “disturbing” findings from Leadership Management Australia.

Analysis of more than 3,000 responses to LMA’s online DIY competency test found executives had the highest average competency rating (3.7 out of 5), followed by middle managers (3.6), employees (3.6) and frontline managers and supervisors (3.4).

Overall, a quarter of the respondents rated their skills as average, and 16 per cent as below average, on the five key competencies listed for their management level.

DIY Table

A “disturbing result” is that 35 per cent of executives, 40 per cent of middle managers, 47 per cent of frontline managers and 42 per cent of employees rate their leadership skills as average or below average, LMA says.

LMA executive director of strategy and growth Andrew Henderson adds that little has changed in four years of analysis, and he describes the results as “a call for help”.

“By revealing a shortfall in their own leadership and management competencies, the workforce says it wants to excel, but isn’t allowed. Equipping people with the skills they need will lift performance and productivity for the organisation, and the economy in general.”

Courtesy of HR Daily

Achieving a Performance Edge

In 2015, the Supply Chain & Logistics Association of Australia (SCLAA) Awards recognised three outstanding performers in the industry with the Future Leaders Award. As part of the acknowledgement for their hard work and talent, joint winners Samantha Lowry, Senior Procurement Advisor, Department of Education & Training and Danielle Brennan, Category Specialist, Stanwell Corporation were awarded with an opportunity to partake in Leadership Management Australia’s ‘The Performance Edge’ course. Joining them on the personal development journey was High Commendation Future Leader recipient Nathan Barrett, National Health and Safety Manager for Young Guns Container Crew.

With their own set of goals, expectations and aspirations, all three industry leaders entered ‘The Performance Edge’ as upcoming leaders, but all left with a greater sense of their own potential and actions for the future.

For High Commendation winner Nathan Barrett, the opportunities ‘The Performance Edge’ could offer were numerous, ‘I wanted to challenge myself to become a formal leader within my business and to further challenge ourselves as a Health & Safety team to lead the way in all aspects of our business,’ Nathan explains.

Nathan’s dedication to rise to a challenge has taken him into ‘The Performance Edge’ course, a program traditionally only awarded to Future Leaders winners, and on to achieve more than even he had thought possible.

‘I didn’t really know what to expect, I entered the course with an open mind as to the opportunities that would be afforded,’ Nathan says.

‘I was very poor at documenting goals and pulling them apart into individual steps, coordinating them in sequence and then executing them. ‘The Performance Edge’ has allowed me to see the value in documenting goals, breaking them down into manageable tasks and then completing them.

This has allowed me to organise myself and see progression with my team, rather than simply waiting for the outcome and then discussing whether we hit or missed the target,’ Nathan says.

Similarly for Danielle, the course allowed her to take stock of the way she achieved tasks, and how she could improve her processes to achieve even more.

‘Prior to commencing ‘The Performance Edge’ course I had heard from professional associates that it was beneficial on a time management front. I had expected to improve my time management, but not as much or as far as Leadership Management Australia made possible,’ Danielle explains.

‘Admittedly, prior to ‘The Performance Edge’ I was not a good goal setter. I achieved a lot, but I had never sat down and thought about my long term goals and how I would achieve them.

I am now achieving the big, audacious tasks, by breaking them down and using the goal setting framework Leadership Management Australia teaches,’ Danielle says.

Not one to sit on the sidelines, decision maker and go-getter Samantha also found new focus through the course, ‘I was practiced in goal setting, however setting focus goals each week improved my current practices,’ she says.

With her recent completion of a Diploma of Government (Procurement and Contracting) and career aspirations of becoming a chief procurement officer, Samantha is well on her way, ‘I am focused on balancing all areas of my life now,’ she says. ‘In the next 12 months I hope to see myself and my team become more productive, and to expand my procurement experience beyond the ICT category.’

As ‘The Performance Edge’ covers a wide array of material, each of the participants finished the development journey with a different stand-out takeaway lesson.

‘Prior to this course I would set a task list each day,’ Danielle says. ‘Each day I would receive ‘more important’ tasks from others, and acceptance of these tasks would disrupt my day plan. Since undertaking ‘The Performance Edge’ course, I now know what my High Payoff Activities are. The course has also assisted with my mindset towards goals, and how the power of positive affirmation can assist with goals being achieved,’ she says.

Always aiming for the next step forward, Samantha is determined to continue applying the time management skills learnt throughout the course, ‘I valued gaining more knowledge into how to manage my time better, and learning how to say no when I need to,’ she says.

For Nathan, the lessons learnt during the course carry over into his team as well, ‘I’ve already seen an increase in quality of work from all of my team members. My biggest takeaway from the course was that previously I expected my team to perform to my expectations, without giving them the full knowledge of ‘why’ they were being asked to do what they were doing…now I try to ensure that my team is fully aware of business goals, expectations and direction so that they have an overall picture of what needs to be done to achieve the required outcome,’ he says.

With the skills and knowledge gained from ‘The Performance Edge’ now a part of these Future Leaders personal and professional toolkit, the future looks bright and sure to be filled with more achievements and milestones to come.

Why aren't you setting goals? | LMA

Lead by purpose, not position or power

Satisfaction with the standard of leadership in organisations is declining and may be affecting productivity growth. Reasons for the declines, and how to develop a leadership style that can reverse them, were outlined at a recent seminar conducted by Leadership Management Australia (LMA).

A significant reason for the adverse trends may be that more is expected from leaders than ever before.

The seminar quoted the following statistics:

  • The level of “bureaucracy” issues in organisations, and their complexity generally, have increased considerably – some estimates say by seven times over the past 50 years.
  • Communication overload – some estimates say a tenfold increase over 50 years. It is now estimated a manager spends about one day per week managing communications and two days per week in meetings, etc – leaving only about two days to actually do his/her job.
  • The number of KPIs used to measure managers’ performance has also expanded considerably.

In this context, a halving of the rate of productivity increases over the past decade is easier to understand.

Gap between leaders’ and employees’ view of leaders’ performance

LMA regularly conducts a survey of management practices called the Leadership Employment and Direction (L.E.A.D) Survey. Like other similar surveys, it has found leaders tend to rate their own performance more highly than their employees rate it.

Statistics from the latest LEAD survey include:

  • Overall, the ratio of people satisfied with leaders’ performance to those dissatisfied is about 2:1, but employees gave lower ratings than managers and leaders themselves.
  • While about 50 per cent of leaders said they entrusted employees with responsibility and provided them with interesting and challenging work – two of the most influential factors on improving performance – less than 10 per cent of their employees agreed with them.
  • While about 80 per cent of leaders claimed they gave employees sincere praise, only 14 per cent of employees agreed.
  • There was a similar gap between the perceived importance of good leadership to organisation performance, and their performance at developing good leaders.

When asked to nominate reasons why leadership failed, more than two-thirds nominated poor interpersonal skills (ie the ability to interact with and influence others) as a major reason, versus 45 per cent for personal skills and only 15 per cent for technical/business/knowledge skills.

The increased complexity of leadership roles as discussed above, plus constant pressures to “get it done now” by relying on established procedures and compliance requirements, appears to be a major contributing factor.

Gaps in learning and development

Randy Slechta, CEO of Leadership Management International, said that while the benefits of investment in training, learning and development are not questioned, there is evidence the investment is often misdirected.

One disturbing statistic is that the level of senior management satisfaction with leadership development in their organisations has fallen steadily from 53 per cent in 2003 to only 19 per cent in 2014 – although one of the reasons appears to be that the issue now receives greater scrutiny than it used to.

The survey also found that most (85%) funding goes to the learning experience itself – delivery of training and development – with only 10 per cent going to pre-work and goal setting, and a mere 5 per cent to follow-up, feedback and on-the-job application. Slechta recommended allocating 50 per cent to follow-up, feedback and application, and about 25 per cent each to the other two.

Only about 30 per cent of what is learned from training and development is actually used on the job.

Stages of learning and development

Slechta said that leaders will be at one of the following four stages of performance, and training and development should aim to take them to the fourth stage:

  1. Unconscious incompetence – the starting point, which requires assessment and education.
  2. Conscious incompetence – they know or learn what is required but are not yet able to do it well. Training and opportunities to practise learning are required, but Slechta said many organisations do not progress beyond this stage. He added it is also the stage that MBAs will take students to and no further.
  3. Conscious competence – they can do the job by following procedures, etc. To progress from here, they need constructive feedback and opportunities to apply learning on the job. Evaluation of training and development makes a difference here – most organisations measure knowledge acquired and reactions to training/development, but too few also measure actual behaviour changes and impact on results/return on investment.
  4. Unconscious competence – mastery of the job. The missing link here is the importance of being able to influence other people that is fundamental to leadership. It involves influencing their values and emotions and being able to energise them, and this is where the overlooked and underrated interpersonal skills become critical. Training and development focuses too much on the “outside” factors such as knowledge and technical skills.

Slechta suggested this is why Australian engagement surveys typically report that only about 25 per cent of employees are actively engaged at work and the majority (about 60 per cent) are only passively engaged.

Leadership by purpose the desired model

About 97 per cent of leadership models in organisations are “transactional”, based on position and/or power. The big challenge for learning and development is to move them to the model of “leadership by purpose”, currently practised by only about 3 per cent.

Leadership by position is based on command and control principles, using fear and consequences to enforce conformity.

Leadership by power is the most common model. It relies heavily on monetary rewards, incentives and sanctions. This has several drawbacks:

  • Motivation is contingent on receiving a reward, so not intrinsic
  • There is competition for rewards instead of collaboration
  • Rewards only reinforce current traditional behaviour (described as “wheelspin”)
  • It fosters a culture of compliance
  • As rewards increase, employees tend to lose interest and become more extrinsically motivated
  • As interest wanes, various forms of aberrant behaviour may emerge, such as resistance to new ideas, fear, defiance, withdrawal, rorting the system and disrespect.

Leadership by purpose requires work to have meaning to employees, who are intrinsically motivated.

Various studies have found that intrinsic motivation results in major gains in engagement, innovation and work performance generally for both leaders and their employees. Features of the workplace include high self-motivation, trust, responsibility and accountability.

However, it can take a lot of time and effort to build relationships. Leaders under time, cost and results pressures find it easier to default to one of the other two styles – again, the “get it done now” edict. Therefore, a supportive organisation culture that encourages and supports people to take ownership of what they do is crucial to reaching the “leadership by purpose” (or transformational leadership) model.

Originally published on

Broken Leadership – The Breakfast Series

Over the last two weeks, Leadership Management Australia (LMA) has proudly hosted the Broken Leadership breakfast series in Sydney, Melbourne, Brisbane, Perth and Adelaide, addressing global leadership issues and trends and those specific to Australia, supported by data from LMA’s Leadership Employment and Direction (L.E.A.D) Survey.

The key presenter, Randy Slechta – CEO of Leadership Management International (LMI) has vast experience with leadership throughout the world and is considered one of the foremost experts in leadership. His insightful and, at times, confronting presentation focused on key elements of broken leadership.


International thought leader Joseph Grenny to speak at The Growth Summit ’16

Leadership Management Australia and The Growth Faculty are excited to announce that multiple New York Time best-selling author and international thought leader Joseph Grenny will be joining the Growth Summit in 2016.

For thirty years Joseph Grenny has delivered dynamic and engaging keynotes at major conferences around the world. A highly sought-after social scientist, commentator and author, Joseph has inspired leaders and organisations to achieve previously unimagined new levels of peak performance. Cited in hundreds of newspapers around the world and having appeared on numerous radio and television programs, Joseph’s expert opinion carries enormous weight in the international business community. With his specific focus on human behaviour, Joseph’s insights are invaluable to any organisation that values its people and the way they interact with one another, their work and their industry each day.

An outstanding protégé of Albert Bandura, the world’s greatest living psychologist, Joseph’s life-long research into human interaction provides a model for how to turn leaders into influencers, and how to ensure the change they enact is long-lasting, meaningful and profitable.

Having shared the stage with other speaking greats such as Jack Welch, Colin Powell and this year’s Summit powerhouse Jim Collins, Joseph is an exhilarating addition to an already powerful program for next year’s Summit.

The one-day program will address the current challenges many leaders and entrepreneurs face and will provide you with the relevant tools and strategies to compete in this dynamic and constantly shifting environment. Joseph’s expert voice will conclude the day’s program with an in-depth analysis on how influencers can generate lasting and effective organisational change.

For a limited time you can take advantage of discounted ticket prices to secure your seat at this life-changing event. Book before Friday 18 December to secure your discounted ticket and give yourself the opportunity to learn from international recognised speakers and leaders.

Read about how previous attendees to the Growth Summit have benefited from the wisdom imparted at the event.

“Speakers were fantastic. So much content to think about and try to implement. If I only implement 5% of what I have heard it’s very worthwhile.” Renee Hutchinson, One Harvest

Click here to book tickets – discount ends Friday 18 December.

Supply Chain & Logistics Awards – 2015 Future Leaders Winners

During this year’s Supply Chain & Logistics Association of Australia (SCLAA) Awards, the Future Leaders Award was presented to two outstanding industry future leaders, Samantha Lowry, Senior Procurement Advisor, Department of Education & Training and Danielle Brennan, Category Specialist, Stanwell Corporation. LMA is proud to be a key sponsor of the Awards and support the development of leaders in the industry.

For Samantha Lowry, her move from being a solicitor to developing her career in procurement was one that saw her step into her potential in a whole new way.

SCLAA-Award-Winners-2015_007“I learned that I don’t enjoy giving advice from the side lines and that I’d much rather be making and informing decisions,” Samantha explains. “When I rotated through the graduate program to the procurement branch, I really began to find my passion, and that is leveraging my legal experience to negotiate the best possible outcomes, both financially and otherwise.”

With her recent completion of a Diploma of Government (Procurement and Contracting) with career aspirations of becoming a chief procurement officer, Samantha’s future in the Supply Chain industry looks bright. Her current projects see her establishing a Software-as-a-Service Community of Practice to connect key personnel in providing consistent advice and assistance to help schools to balance the benefits of new and accessible technologies alongside the privacy and duty or care concerns of their students.

Samantha shares her Future Leaders Award win with peer Danielle Brennan. Danielle’s skills in the procurement industry have developed through a series of strategic roles at Queensland Health and Transport & Main Roads. A self-starter and innovator, Danielle has utilised her skills to drive the ICT procurement and engineering services of Stanwell. With an ability to break-down barriers and create new opportunities, Danielle has been awarded for her continuous drive, passion and enthusiasm for her work. Already an effective leader in her own right, Danielle notes that “Leaders must ensure that any value created should contribute to the business, its needs and direction.”

SCLAA-Award-Winners-2015_006Both young women in a career path traditionally dominated by their male counterparts, Samantha and Danielle are aware of the underlying need for diversity in their roles and in their industry. “All industries benefit from diversity,” Samantha notes. The SCLAA actively promotes women in the supply chain industry – in 2015, for the first time, half of the State or Division Presidents are women.

Along with this significant Future Leaders acknowledgement from the SCLAA, both Samantha and Danielle will be given the opportunity to increase their skill base with access to LMA’s ‘The Performance Edge’ program. Through the program both Samantha and Danielle hope to obtain skills to increase the productivity of themselves and their teams.