Category Archives: LMA in the media

A future leader in the Supply Chain and Logistics industry – Nathan Barrett

Earlier this month, the Australian Supply Chain and Logistics (ASCL) Awards were held in Sydney. The oldest and most prestigious awards program in the industry, the ASCL Awards represent the most recognised and esteemed awards for an individual or a company to be awarded. As a proud sponsor of this yearly event, LMA is always eager to hear about how each nominee is taking strides to lead and develop the industry into the future.

Particularly coveted during the Awards proceedings is the Future Leaders Award. The purpose of the Future Leaders Award is to provide incentive and recognition to young professionals who are both currently working in and wish to continue their career path within the Supply Chain, Logistics and Transport Industry. As part of their win, each Future Leader is awarded with an enrolment into LMA’s ‘The Performance Edge’ 10-week development program.

LMA will soon be welcoming High Commendation Future Leader recipient Nathan Barrett, National Health and Safety Manager from Young Guns Container Crew in Brisbane into ‘The Performance Edge’ program. Industrious, intelligent and team orientated, Nathan is representative of what the Future Leaders Awards are all about, developing professional and personal skills and encouraging the leaders of tomorrow to step up into their future roles.

“The greatest attribute I see in effective leaders is empathy… Knowing when to push for higher expectations, yet also identifying when assistance is needed,” Nathan says.

Founded in Brisbane and now with a nationwide presence, Young Guns Container Crew has a reputation for the high quality service and professionalism it has injected into the industry. Ten years old and now with over 400 team members, the business is committed to providing opportunities for the people it employs and for their customers.

Traditionally, ‘The Performance Edge’ program is only awarded to the Future Leaders winner but Nathan’s dedication to his own development and interest in progressing to become an industry leader has seen him recognised by his peers and mentors as someone unquestionably deserving of this high level of training.

“I want to take away some specific techniques and tips on dealing with our customers and becoming leaders within the industry, as opposed to a leader in our business. I’m excited to learn from the outstanding people I have met from LMA and look forward to developing my personal skillset.”

The future looks bright for both Young Guns Container Crew and the Supply Chain, Logistics and Transport Industry with both recognising that their power and progression is in their people and how they are developed in the years to come.

Future leaders acknowledged with Supply Chain & Logistics Award

The Supply Chain & Logistics Association of Australia, in conjunction with Amcap, Dematic, KTM, Leadership Management Australia (LMA), Telstra and Vertical Talent, announced the winners of the 2015 Australian Supply Chain & Logistics Awards on the 4th of November at the Dockside Pavilion Darling Harbour, Sydney.

 As the oldest and most prestigious awards program in the industry, the ASCL Awards have served the industry for over fifty-five years making them the most recognised and esteemed awards for an individual or a company to be awarded.

Future Leaders Award

The purpose of this award is to provide incentive and recognition to young professionals who are both currently working in and wish to continue their career path within the Supply Chain, Logistics and Transport Industry. This is a wonderful opportunity to showcase young professionals within our great industry. This trophy was first awarded in 2009 and is dedicated to Vince Aisthorpe.

The winner of the 2015 Future Leaders Award will be awarded an enrolment into the Leadership Management Australia’s The Performance Edge 10-week development program valued at $5000. The program assists participants to improve their personal performance and productivity as well as that of their team. The prize includes consultation in the workplace, assistance in the development of some professional goals, all course material, attendance at 10 interactive workshops, facilitation and course coaching and access to LMA’s unique on-line feedback system.

The joint winners of the 2015 Future Leaders Award are Samantha Lowry, Senior Procurement Advisor, Department of Education & Training and Danielle Brennan, Category Specialist, Stanwell Corporation.

SCLAA-Award-Winners-2015_006 One of the most useful skills any leader can have is the ability to break down barriers. Danielle Brennan has a remarkable ability to break down barriers between teams and build rapport with people regardless of background, role or geographic location. A wonderful skill to have.

Dani’s continuous drive, passion and enthusiasm are admirable qualities and coupled with her knowledge of the ICT and professional services category space she is a fantastic asset to Stanwell’s Supply team. Dani is a self-starter and innovator consistently demonstrating her adaptability and go to attitude.

SCLAA-Award-Winners-2015_007Samantha Lowry’s future in the Supply Chain industry is a bright one indeed. She is enrolled in Diploma of Government (Procurement and Contracting) and one of her current projects is the establishment of 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 with, the privacy and duty of care concerns of their students.

Samantha’s career aspirations include not only becoming a chief procurement officer, but also to serve as a board member on a charity, and perhaps even establish her own charitable organisation to address the health, housing, social and legal issues facing homelessness.

A High Commendation has been awarded to Nathan Barrett, National Health and Safety Manager, Young Guns Container Crew.

Congratulations to the winners and to the Supply Chain & Logistics Association of Australia for putting on a brilliant event.

Manufacturing industry leads sustainability change

Manufacturing industries are more advanced with implementing sustainable practices than other industry sectors, according to specialist on-site workforce training organisation, Think Perform.

Andrew Henderson, Executive Director – Strategy and Growth at Think Perform – the sister company of Leadership Management Australia – said new survey data showed the manufacturing industry valued the importance of sustainability more than 16 other sectors covered by the research.

“Manufacturers appear to be more in harmony with implementing sustainable practices and in fact are more likely to be consolidating them and actively living the values of sustainability,” he said.

While almost all leaders, managers and employees in the survey were able to identify the status of their organisation in relation to sustainable practice, responses indicated that almost 10 percent of organisations had not yet begun to think about it, Mr Henderson said.

Of the 3,182 respondents, 743 were in manufacturing (covering automotive, food and beverage, printing and packaging, rubber and plastics, textiles, clothing and footwear) while the remainder were from 16 other industry sectors.

The 16 other sectors were: agriculture, forestry, fishing (primary production); mining; electricity, gas and water supply; construction; wholesale trade; retail trade; tourism, accommodation, cafes and restaurants; transport and storage; communication services; finance and insurance; property and business services; government administration and defence; education; health and community services; cultural and recreational services; and personal and other services.

The research was undertaken by Chase Research through the L.E.A.D. (Leadership Employment and Direction) Survey run by Think Perform’s sister company Leadership Management Australia for over 15 years.

Key findings:

  • 49% of manufacturing leaders, 56% of managers and 40% of employees believed their organisations were well down the path or highly advanced and living the sustainability values compared to 31%, 45% and 34% in other business sectors.
  • 17% of manufacturing leaders, 14% of managers and 18% of employees believed their organisations had not begun to think about sustainability or started thinking but taken no action compared to 27%, 18% and 20% in other sectors.
  • Leaders in manufacturing and the other 16 sectors rated the importance of sustainability as “quite important” whereas managers and employees rated it higher as “very important”.

“The focus of manufacturing organisations on global competitiveness, profitability and ultimately the sustainability of the sector itself would seem to have sharpened the focus on what it means to operate sustainably,” said Mr Henderson.

“Improved processes in sourcing, efficient energy use, recycling and LEAN-ing the operations of so many businesses in this sector have become more than just lip-service. The focus on living the values of sustainability has become a mantra for many and a new way of life for most in this sector.”

Mr Henderson said Think Perform had been working with many organisations that would describe their past practices as unsustainable.

“Close focus — some would say obsession — on processes, systems, the role of people in organisation performance and the identification and stripping out of waste has become standard practice for most clients”.

“Organisations of all types, not just manufacturers are urged to take a close look at their operations and start or continue the journey towards sustainability. Leaders and managers who ignore the imperative to ‘get sustainable’ do so at their peril and are putting their organisations and their people at risk”, Mr Henderson said.

Study shows leaders and workers disagree about their skills

When we’re asked to rate ourselves and others, we get glaring differences of opinion, but this isn’t necessarily a bad thing, writes Jim Bright.

One of the most frustrating and exciting aspects of life is that we never have the full story. Life is too complex to be able to reduce it to a single perspective. That is what makes it exciting.

Leaders and managers think they are doing a pretty good job. If only the team members agreed!

There is always something new to discover, there are always new possibilities, there is always hope.

Most problems and disputes in life arise when we fail to appreciate that our knowledge is incomplete, our perspective not all-encompassing.

I was reminded of these truths when reading the results of the recently published Leadership Employment and Direction survey from Leadership Management Australia.

The survey of 1300 people working largely in private companies reveals stark differences in the perspectives of staff at different levels in organisations.

If you want to get an optimistic view of how things are going, talk to the executives or senior leaders.

ETD-banner-vertical2A remarkable feature of the results is the degree of similarity between the executive leaders and the senior managers. For instance, their responses are more or less identical in agreeing that teams are sufficiently empowered.

Try telling that to those who are not managers. They have a significantly more negative view – they don’t feel the empowerment.

A similar pattern emerges for open communication, rewards, ownership and responsibility. The top brass think it is all tickety-boo, further down the hierarchy, there is less enthusiasm.

When it comes to rating those lower down the hierarchy, surprise, surprise, the pattern of results is reversed.

Team members are three times more likely to rate themselves as totally committed to their purpose, compared to senior managers’ and leaders’ ratings of those team members.

Leaders and managers think they are doing a pretty good job, only one or two per cent think they are not very competent. If only the team members agreed!

Sadly, more than one in four think their leaders and supervisors are not very competent.

On the face of it, these statistics point to problems in organisations.

It would be easy to conclude that there are widespread communication problems in Australian organisations.

However, I think it reflects the tendency for ambitious supervisors to endorse and proclaim the views of senior managers — in other words the “yes man” syndrome. It makes sense if you want to be promoted to be seen to share the leaders’ perspective.

That a quarter of staff see the leader as not competent is not necessarily such a bad thing.

It reflects a different perspective afforded in part by the position they hold in the hierarchy. Things look different from there.

The perspective is not necessarily any more valid than the leaders’ optimistic view. The key may be to recognise that there are always multiple perspectives and seeking to understand or at least appreciate these perspectives may be helpful for leaders and team members alike.

We all might benefit by being reminded of the observation by the late Sir Peter Ustinov, that certainty divides us and uncertainty unites us.

Jim Bright is professor of career education and development at ACU and owns Bright and Associates.  Article originally published in the The Age online on June 27, 2015


Staff and bosses disagree on how well teams are being led

You might think you’re capable of leading your firm’s teams, but have you ever wondered how well you’re actually performing?

Not so good, according to Leadership Management Australasia’s new survey, which canvassed 1,300 respondents across various seniority levels.

The report identified “profound and disturbing gaps” between perceptions of leaders and the actual experiences of team members they lead.

For instance, it highlighted 96% of executives or senior managers and 94% of middle-managers or supervisors are committed towards the team they are leading.

However, only 62% of their staff felt that their leaders are dedicated to the team.

Likewise, while 97% of executives or senior managers and 95% of middle-managers or supervisors felt confident about their ability to lead teams, only 71% of employees concurred.

“Essentially, about one in three employees are not confident in their leaders and don’t have faith in their leaders’ competency to lead their workplace teams,” said Grant Sexton, executive chairman of Leadership Management Australasia.

“This major misalignment means teams are not achieving their potential and that impacts on the bottom line through cost, waste, loss of productivity and poor performance.”

Echoing earlier reports, the survey also found employees gave a much lower rating of their leaders’ competency than when the leaders rated themselves.

Only 69% of employees felt that their leaders were competent in leading teams.

In comparison, almost all executives/senior managers (99%) and middle-managers/supervisors (98%) felt they are competent in leading their firms’ teams.

Sexton added the extraordinary extent of difference between leader perceptions and team member experiences proves the need for leaders at all levels to take a much closer look at the teams they lead and work collaboratively with team members.

“In essence, leaders need to invest in the development of better team communication, relationships and processes to provide improved clarity and direction,” Sexton said.

Teamwork report_June 2015_ Graph 1Teamwork report_June 2015_ Graph 2Teamwork report_June 2015_ Graph 3Teamwork report_June 2015_ Graph 4Article originally published on Human Resources Online website –

New Zealand leaving Australia behind | LMA

New Zealand leaving Australia behind

New Zealand business leaders’ confidence in their organisation’s growth outlook surged in the last 10 months while the outlook of leaders in Australia was almost static, a business survey has found.

The Leadership Employment and Direction (L.E.A.D.) Survey on workplace trends conducted by Leadership Management Australasia has found that at June 30 last year, 46 percent of New Zealand leaders and senior managers believed their organisations were growing but in the survey closing April 30 this year the figure had jumped to 69 percent.

Over the same period, the Australian figures have moved from a similar base of 48 percent to just 52 percent.

The L.E.A.D. Survey has been running 15 years and is conducted by Chase Research for Leadership Management Australasia (LMA) which has been delivering improvements to performance and productivity to over 130,000 people from thousands of organisations across Australia and New Zealand for more than 40 years, the company says in a media statement.

The latest results from the L.E.A.D. Survey indicate that middle managers and supervisors in New Zealand shared this view (49 percent to 65 percent), whereas in Australia the view is very much the reverse with fewer middle managers/supervisors believing their organisations are growing (44 percent to 37 percent).

Instead, a larger percentage of Australian respondents see a holding pattern or perceive their organisation to be shrinking, compared to their NZ counterparts (18 percent in Australia compared with 3 percent in NZ).

Non-managerial employees in New Zealand share this positive outlook too with an increasing proportion recognising growth (63 percent to 71 percent). In Australia, fewer employees see growing organisations (52 percent to 49 percent) and a few more are seeing shrinking organisations (8 percent to 11 percent).

Again the contrast in outlook is stark with 11 percent of Australian employees believing their organisations are shrinking compared with 0 percent in NZ.

The early 2014 survey involved 3,714 respondents (Australia 3,380 New Zealand 314) and the late 2014/early 2015 wave attracted 2,504 respondents (Australia 2,170 and New Zealand 334).

The L.E.A.D. Survey has been running 15 years and is conducted by Chase Research for Leadership Management Australasia (LMA) which has been delivering improvements to performance and productivity in over 130,000 people from thousands of organisations across Australia and New Zealand for over 40 years.

LMA CEO, Andrew Henderson said there was an emerging aura of optimism in New Zealand workplaces.

“They also have higher levels of confidence about their economy and the prospects for productivity achievements and improvement in their organisations,” he said.

“This positive attitude to the outlook may be a self-fulfilling prophecy – New Zealand organisations may indeed enjoy a better future than Australia organisations simply by talking and acting ‘above the line’.”

“Ramifications of this New Zealand confidence for leaders and managers in Australia include the prospect of their talent shifting attention to opportunities in New Zealand,” he said.

“Australian leaders and managers therefore need to be sending the right signals to their people about what the future holds rather than keeping them either ill-informed or uninformed about their organisations’ and their personal future.”

For New Zealand organisations, Mr Henderson suggested the talent war seen in Australia during the 14 years of economic sunshine might emerge in New Zealand on the back of greater demand and growth.

“Leaders need to ensure their people are engaged and growing roots to prevent departures in search of greener pastures,” he said.

Article originally published on New Zealand Management website –

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The sky is the limit - gender equality in the workplace | LMA

The sky is the limit – gender equality in the workplace

Workplaces have gender equality in their sights

International Women’s Day last week was a bittersweet celebration with the national gender pay gap recently reaching a record high.

Women working full time now earn almost $300 less each week  than male counterparts, according to the Australian Bureau of  Statistics. The pay gap has increased 1.4 per cent in the past year to 18.8 per cent, largely a result of women being underrepresented in management.

According to the ABS, women represent 53 per cent of professionals, but hold less than a third (29 per cent) of roles as chief executives, general  managers and legislators. Just 3.5 per cent of ASX200 companies have a female CEO and 12 per cent of positions  on boards of directors belong to women.

Yolanda Beattie, public affairs executive manager of the Federal  Government’s Workplace Gender Equality Agency (WGEA), says a major barrier to women is employers’ natural inclination to be  around people like themselves.

“If you have a high opinion of yourself, you’re more likely to recruit people who are like you,” she says. “It’s white, middle aged men that dominate positions of power.”

Beattie says the notion of the ideal worker also favours men. “We’re stuck in a world view  that the ideal worker works Monday to Friday, 8am to 8pm, is on the phone after hours, talking the talk, doing the  golf and tennis and client socialising and that is drawn in the shape of a man,” she says.

“Women who work flexibly are viewed as less committed and are not given the same access to promotion and pay”.

Dr Gemma Munro, CEO of Inkling Women, says the best way colleagues can support gender  equality is by considering their language and avoiding assumptions.

“Boys’ club culture still exists,” she says. “Women are not necessarily seen as ideally suited for cutthroat industries like finance. They are  seen as more ideal for human resources, for instance.”

According to the ABS, the financial and insurance services industry  has the largest gender pay gap, at 29.1 per cent. Public  administration and safety has the smallest, at 7.2 per cent. Munro says other ways to support female colleagues include making  after-work get togethers gender neutral rather than beers and golf,  scheduling meetings within school hours, and giving confidence  boosts.

However, the first step towards workplace equality is acknowledging the issue. A recent Leadership, Employment and  Direction Survey, commissioned by Leadership Management Australasia, finds three quarters of male respondents (72 per cent of leaders, 78 per cent of managers and 75 per cent of employees) believe it is easy for women to reach senior management positions.

Among females, just 36 per cent of leaders, 40 per cent of managers  and 52 per cent of employees believe the same.

“It’s time employers woke up to the massive differences in  perception of gender equality in the workplace and the potentially highly negative impact on performance and productivity in, and  leadership and management of, our organisations,” says LMA CEO
Andrew Henderson.

One sector actively trying to attract more women and lower its  gender pay gap is the male dominated transport, postal and warehousing sector.

“We need to get away from the ‘blokes in blue singlets’ stereotype and highlight the diverse range of job and training opportunities that will help encourage women to enter the industry,” SA Freight Council CEO Neil Murphy says.

To help women join the workforce, upskill or change careers,  CareerOne is hosting an Australia-first dedicated virtual careers fair  this year. The VFAIR Women at Work expo will provide  information about WGEA’s Employers of Choice for Gender  Equality, job and training opportunities, as well as resources and support. It will run from June 22 to July 2 via

Article originally published in The Advertiser (Adelaide) CareerOne section on Saturday 7 March, 2015.


Open discussions about motivation trump surveys | LMA

Open discussions about motivation trump surveys

Leaders should use “good old-fashioned discussions” – not employee surveys – to close the gap between what they think motivates staff and what actually does, says leadership expert Andrew Henderson.

Many organisations run cultural and attitudinal surveys to find out what motivates their workers, but these are only effective to a degree, says Henderson, who is the CEO of training and development provider Leadership Management Australasia.

“The answer is good old-fashioned discussions and communication,” he told HR Daily.

“If managers and indeed leaders are committed to understanding what motivates their employees, and therefore how they can create an environment that serves that motivation, that commitment needs to be reflected into putting aside the time to sit down with individuals and smaller base teams.”

Henderson advises leaders to let employees know they’re looking for an open, honest dialogue straight off the bat.

“Creating a risk-free environment is a very important element to that, because that’s really the only way that you’re going to get the more true answers, rather than the answers they feel you want to hear.”

Leaders should try to draw employees on what motivates them by asking questions such as “what can we do to ensure that you’re happy here in your workplace, that you’re getting the satisfaction that you’re after, [and] that we’re creating an environment that serves you in what you’re looking for in your job”, he says.

These kinds of discussions are particularly important in light of new LMA research which reveals a wide gap between what leaders believe motivates workers and what actually does.

The survey of more than 2,600 leaders, managers and employees shows that while employees and managers rank a reasonable salary as the top driver of workplace performance, leaders view this as the fourth most important factor.

Leaders rank good feedback and communication as the top employee motivator, followed by clear objectives, and interesting or challenging work.

For employees, the second highest workplace factor that motivates them, however, is being entrusted with responsibility or independence, which both leaders and managers ranked as the fifth driver of workplace performance.

Henderson says part of the problem is that many managers and leaders let their own personal drivers colour their views about what motivates employees.

“Managers and leaders often view their employees’ motivations as being aligned with themselves. So it’s not often that they step out from that way of thinking and recognise that often managers and leaders have different drivers in what they’re trying to achieve within the workplace and professionally in their career,” he says.

How to motivate staff

Failure to understand what motivates employees can lead to disengagement, which in turns drives staff turnover, warns Henderson.

“Often we find it’s not the disengagement itself that causes someone to leave, but disengagement creates the opportunity for someone to be headhunted,” he says.

Henderson advises leaders and managers to take action to better understand employee motivation, including by:

  • Connecting with people – Get to know staff members as people, rather than simply as employees, says Henderson.

“It’s the old adage where people don’t care how much you know until they know how much you care. Connecting with your people by taking interest in who they are outside of the office walls suggests to them strongly that you’re interested in them as an individual, not just as a resource to achieve certain KPIs,” he says.
“It’s important we’re not seen as just a tool and resource; we’re seen as an individual. Our workplace cares for us, but they’re also proud of the work we do. That starts to build the foundation of the relationship”;

  •  Understanding their motives – Establishing the relationship foundation can then help leaders and managers understand employees’ motivations.

“In a very simple sense, often our job or our workplace is a vehicle by which we aim to achieve, or use to achieve, our professional and personal goals,” Henderson says.
“Understanding what motivates someone is really [about] number one: understanding it, and number two: trying to work out how we can help you achieve your personal/professional goals; how can we shape the work you do and the KPIs you’re trying to achieve so that you’re getting that gratification on your end as well?”;

  •  Developing individual motivation plans – Employers should then create individual motivational plans for each employee, says Henderson.

“The motivational plan is just creating a profile on each of the employees and putting a far higher degree of importance on what motivates an individual, and then putting a plan behind it for how you can tick some of the boxes so that you are addressing some of those key motivational factors – not dissimilar to creating a professional development plan,” he says.
“It’s just being aware that we are where we are, we’re wanting to go somewhere, and there’s some steps to be taken in between. Let’s put a plan together to address those measures”;

  •  Creating team goals – Develop team goals and objectives that can cascade down to individual employees.

“If the individual can understand how the role they play within the workplace connects with the greater organisation’s goals and objectives – or at least how their role connects with the team’s objectives, KPIs and measurements – then within that it gives them a sense of purpose,” Henderson says.
“Disengagement often comes in when someone… [believes] that if they do a good job or a bad job – other than maybe affecting their longevity in the organisation – it doesn’t really make a difference to the team or the business. So their sense of purpose is low, and when our sense of purpose is low, why go that extra mile?”;

  •  Agreeing on meaningful performance metrics – Work with both individuals and the team as a whole to create appropriate and meaningful measures of performance, says Henderson.

“Most of us get out of bed in the morning and we go to work with the intent to do well, do a good day’s work, contribute to the team and help the business achieve its goals,” he says.
“Meaningful measures of performance help me as an individual in my role understand, am I developing? Am I getting better? And, at our core, many of us – generally speaking – want to grow, want to do better [and] want to know that we’re improving, so the meaningful measures actually give people a good chance to rate themselves and aim for something”;

  •  Providing regular feedback – Employees want to know their efforts are being noticed, so giving regular feedback is also crucial.

“We all like that feedback. We all like it being acknowledged that we are doing a good job but, importantly, providing feedback for… the employees also means providing feedback on where [they] can improve, and it’s this honest feedback that’s important to them,” he says.
“They don’t want a manager or a supervisor just telling them they’re doing fantastically well all the time… That sense of balanced and honest feedback builds trust because they know that their manager or supervisor is willing to give them the total picture, rather than just the good feedback”; and

  •  Being flexible – To attract and retain the best workers, give employees flexibility in how they perform their role, and how they’re supported and recognised at work, says Henderson.

“As technology continues to improve the way we can connect into our workplaces, while at the same time our personal lives all seem to be getting busier and busier and busier with kids and commitments, employees are looking for a workplace to be understanding that one size doesn’t necessarily fit all,” he says.
“It’s a case-by-case basis of an organisation weighing up the value of a person to their organisation against the flexibility that individual’s requiring and that often can come up as part of a discussion when they’re recruiting an individual or trying to retain someone”.

Article from HR Daily, 2 December 2014. More media coverage of this issue can be found here.

How to get your team to be a world beater | LMA

How to get your team to be a world beater

Leaders may need to take the attitude of a sports coach to get their staff performing, especially if workers are not motivated to do so.

Leadership Management Australasia is highlighting the performance of elite coaches, players and officials across many sporting codes,  who have been in the spotlight and under pressure to perform at  their peak – much like many leaders in everyday workplaces.

LMA’s  Leadership, Employment and Direction Survey manager, Adrian Goldsmith, says the behaviour of those who have claimed the elusive  premiership or title can be followed by leaders outside the  sporting arena. In the past, explosive tirades have been successful by both sporting coaches and workplace leaders to urge workers to  appease them.

But nowadays those who are professional and sophisticated in their  approach get the best performance, he says. “In today’s sporting environment we are far more likely to see a number of coaches and  assistants working with smaller groups and individuals to discuss  and plan the approaches to be used to improve performance,” Goldsmith says.

“These discussions are based on sound data, accurate measurement  and monitoring and high quality feedback. The conversations are  specifically tailored to the individual or the small group and are  based on a strong relationship, rapport and understanding of each  person, developed over months or even years of close interaction  and collaboration.”

Goldsmith warns that leaders and managers in many organisations  still routinely forget true motivation to perform comes from within the individual. “As leaders, managers and coaches, all we can really do then is support their initiative and impetus to help them on their  journey.”


  1. Receiving reasonable salary/pay
  2. Being entrusted with responsibility/independence
  3. Interesting/challenging work
  4. Good relationship with other staff
  5. Flexible work arrangements/hours/family friendly
  6. Job security
  7. Receiving good feedback and communication
  8. Having clear objectives/goals set

Article from The Advertiser (Adelaide) newspaper, 8 November 2014

Skills help | LMA

Don’t be afraid to ask for skills help

Workers who feel they are not up to scratch have nothing to fear from approaching their boss for help – so long as they develop  compelling arguments about how upskilling will benefit both  employer and employee.

All levels of workers, including executives and managers, say their  skill levels are, on average, 25 per cent below what is required to do  the job as well as they could, a recent self-assessment of the workforce reveals.

Almost 2000 workers were quizzed on their competencies in five key areas, including strategic and departmental planning, personal leadership and personal productivity. Asked to rate themselves on a five-point scale, the average competency ratings were 3.8 for executives, 3.6 for middle managers, 3.4 for frontline managers and supervisors and 3.7 for employees.

The Leadership Management Australasia survey significantly found  25 per cent of all workers surveyed believed their skills were “just average’’, while 17 per cent rated themselves as “below average’’ – so 42 per cent overall believed their skills were just average or below average.

Chief executive Andrew Henderson is not surprised. “It happens all  the time – someone is good at their job so they get promoted to a supervisory role or management but they don’t have the skills to be capable of managing other staff,’’ Henderson says.

“If a forklift driver says, ‘I’m 25 per cent underskilled’, (their employer) would say, ‘Let’s get some training, let’s fix that’. “The difference with managers is that organisations can let (bad  leadership skills) slide and we won’t necessarily have a forklift driven through the window.

But I think it’s equally important, if not more important, to have the  skills needed to be a good leader or manager because your impact ripples through the business. Without proper leadership skills there is a lack of culture, a lack of engagement and a higher staff turnover.’’

He says workers should approach their employer and ask for  opportunities to upskill. Dean Millson, senior account manager with brand strategist Di Marca, recently completed personal leadership training to improve what he saw as shortcomings in his skillset.

Millson, 38, says his employer was supportive of his decision to  upskill, offering him time off work to study. “The training has really given me more confidence and motivation  to put things into practice,” he says.

25 per cent: Out of 1900 staff surveyed this was how many believe they are below necessary skill levels.

The ratings: The average competency ratings out of five were 3.8 for executives, 3.6 for middle managers, 3.4 for frontline managers/ supervisors and 3.7 for employees.

Results: This compares with a survey two years ago which found the  ratings were 3.7 for executives, 3.5 for middle managers, 3.3 for frontline managers/ supervisors and 3.6 for employees.

Article from The Herald Sun (Melbourne) newspaper, 1 November 2014