My dad had a firm view that when he wanted my opinion he would give it to me! Discussing difficult issues with him was, well, difficult. In a recent piece by Simon Longstaff (from The Ethics Centre), which you can read here, he ponders why it is that we now find it so hard to discuss difficult issues. Longstaff notes that we are in a time where we are happy “hurling opinions at each other”, and have reduced life to ‘a binary choice between ‘champions or villains’.”
A decided downside of this high degree of certainty is that we are less able to engage with people who have a difference to us. All connection with people is reduced to interactions with either ‘friend or foe’. This is incredibly unproductive and we end up either confirming our view or getting the other person into a defensive posture from which there is no return.
In the article, Longstaff proposes a few ideas that can help us move away from this ‘either or’ perspective into one of mutual respect that enable “a respectful disagreement so that ‘we might discover there are far more bad ideas than there are bad people.”
Keeping abreast of what is around the corner is critical for organisations. Deloitte Insights is one resource that is constantly peeking around the corner and giving businesses a heads up as to what is coming their way. They are known for producing excellent trend reports and have just recently released their first Global Marketing Trends report (access it here) based on an international survey of expectations.
The report identifies 7 key trends that leading organisations will be focused on over the next 18-24 months. In the report each trend is detailed, with the implications for the organisation and the Chief Marketing Officer noted. However, a very snapshot summary of the trends follows:
Organisations wanting to stay on the leading edge will do well to download the report and take on board these key trends.
Dr Warrick Long, Senior Lecturer and Leadership Postgraduate Studies Coordinator, Avondale Business School
Discussing the culture of your organisation is no longer an option. There are increasing regulatory requirements for reporting on the culture of organisations, and people like me now write and present on organisational culture more than ever before. But what role can the Directors and Board of an organisation play in the culture of the organisation? A huge amount. The Australian Institute of Company Directors (AICD) have produced an excellent guide for directors regarding how to govern culture (find it here), which every board should download and work through.
The AICD are very clear that how the leaders at the top of the organisation act sets the tone for the rest of the organisation. The behaviour of directors and the decisions they make directly affect the CEO and other senior management, which in turn influences the rest of the organisation. And research shows that where there is a positive culture, organisations face lower risk, greater resilience and customer satisfaction, and higher employee morale. All this leads to enhanced productivity and performance. And what organisations don’t want that?
The guide delineates three key areas that the board sets cultural direction and expectations for:
To assist boards with these key areas, the AICD have developed a four quadrant approach for directors. The guide expands on these quadrants, and includes some excellent examples of what directors need to be thinking about and discussing in each area. I highly recommend you read the document in full, but a list of the four quadrants and some examples of the red flags for each quadrant are as follows:
To conclude, the document also has a great series of questions to stimulate directors as to what to ask within the board to reflect on culture. There questions (and there are quite a number of them) are grouped in the following categories:
This is a very useful tool for all directors and boards that want to get serious about the culture of their organisation, and being proactive in its development.
Dr Warrick Long, Senior Lecturer and Leadership Postgraduate Studies Coordinator, Avondale Business School
Recent lapses in corporate ethics (think Banking and Aged Care Royal Commissions for examples) have again highlighted the importance of how to know if things are amiss in your organisation. A major tool available to organisations is that of whistle-blowing – which has typically been the choice of last resort for many people.
Consequently, there is now a lot of attention on whistle-blowing as whistle-blowers can protect us against fraud and corruptions. Typically, whistle-blowing was seen as an ethical issue or response to problems, and can be a very hard road to take. It is acknowledged by practitioners and academics as such, and until recently their advice ranged from don’t do it because of the high personal cost, to it is imperative to report. There are risks with whistle-blowing, but these can be mitigated when the leadership of the organisation create and model a culture where it is safe to ask the hard questions.
However, because self-regulation in the space has failed, government regulators are now intruding mandatory whistle-blower polices. In Australia, the Corporations Act has been amended to strengthen the whistle-blower provisions for all public (and some other) companies. The Australian company regulator ASIC has produces an excellent guide to these provisions (Regulatory Guide 270) which are free and very useful (click here to download). These are easy to follow and guides organisations through the process of developing whistle-blower policies, implementing and maintaining them.
This guide is also of equal importance for organisations not currently required to have such policies, but who may choose to because it is the right thing to do. If you have not already done so, now is the time to check that your company has whistle-blower policies and to introduce them if they are not present.
Dr Warrick Long, Senior Lecturer and Leadership Postgraduate Studies Coordinator.
Recently a colleague told me that if asked, he tells people if you put Warrick on your committee you had better be prepared for him to speak his mind. I think that is a good thing, isn’t it? My view has always been that if I feel something needs to be said, I will say it, whether it is popular or not, because I believe that is how great decisions are made – by examining all the perspectives.
A recent article by Khalil Smith, Chris Weller and David Rock for strategy+business online (read it here) takes this idea even further. They note the statistics around medical errors from miscommunication, the growing unethical behaviour of financial institutions and the high percentage of workplace bullying and harassment that could have been minimized if employees had felt more empowered to speak up. While some leaders may worry about employees rocking the boat, the article notes that instead, such a culture actually makes for happier workers. This is due to people feeling “they can contribute their ideas, share problems, and speak up with concerns”. As a result, they are “more satisfied with their job, perform better, and are less likely to quit.”
Leaders need to model the behaviours that build and reinforce these positive habits, and the authors of the article note particularly that even the slightest social pressure can prevent people from doing what they know to be right. Where they fear backlash or negative consequences, people will not step up. The article notes a few things leaders can do to create a system where employees can feel they have a voice. A summary appears below, but the article is worth the read to get a better understanding of each one:
1. Introduce a new, shared language;
2. Give explicit cues (invitations);
3. Choose words wisely; and
4. Be an example.
By introducing these into your leadership and workplace, you will greatly enhance the possibilities of having more motivated, engaged and proactive employees.
Dr Warrick Long, Senior Lecturer and Leadership Postgraduate Studies Coordinator
Graduates today are missing something. A recent research report from Deloitte (click here to read) highlights that the graduates of now are quite different from the last generation, and have very different expectations of what the workplace will be. Consequently, it is not all smooth sailing for them and there is a need for them to better understand what is going to be expected of them. The report notes that they particularly need experience in the workplace, guidance as to the expectations of employers, and opportunities to network with employers.
The educational institutions need to step-up their game in this space, but they can only do so much. Another major source of being able to provide the necessary assistance has been identified as alumni. Former students who are now in the workforce can provide tremendous opportunities for potential graduates to get the start they need. Identified in the article were ways that include the following:
We at Avondale Business School would love to hear from any alumni (or any employers really) that would be prepared to work with us to help out students in any of these areas. We already have a few very supportive alumni who happily engage with our students and have found it to be mutually beneficial for all parties. Feel free to contact our head of school ([email protected]) or myself ([email protected]) if you would like to engage with our students.
Dr Warrick long, Senior Lecturer and Postgraduate Leadership Studies coordinator
The smoke cleared and the temperature dropped for our graduation ceremony 2019!
It is with great pride that the Avondale Business School can also state that all Bachelor of Business Students who graduated in 2019 have already secured full-time employment! That means a 100% success rate for our graduates, who graduated with majors in Accounting, Human Resource Management and Marketing.
It was a great day, with celebrations also for our first cohort of students graduating from Avondale University College. It was also announced that our President and Vice Chancellor Ray Roennfeldt would be retiring, so it seems there will be changes coming for 2020.
It was also the week for school presentations with Dr Peter Williams attending Avondale Schools High School presentation night to award the following Business Excellence Awards from Avondale School:
Associate Professor Lisa Barnes also attended Central Coast Adventist Schools High School presentation night to award the following Business Excellence Awards from Central Coast Adventist School:
After an exhausting but very fulfilling week, the ABS will shut down from 20th December 12 noon and re-open Monday 13th January 9.00am. We wish all the best for everyone over the break, and look forward to a productive 2020.
What will you be reading over the break?
Warrick is tackling “Nine Lies About Work” by Marcus Buckingham and Ashley Goodall, whereas Lisa is preparing for more study next year and reading “Life Span Human Development”. Peter is looking forward to John Grisham’s “The Guardians” (and any Christmas gifts that turn out to be books!), and Diane is going to read “Think Big” by Ben Carson with her son.
What would you recommend leaders read over the summer?
Warrick suggests “The Infinite Game”, the new book by Simon Sinek, Lisa recommends anything that encourages leaders to have a sense of humour and emotional intelligence. Peter puts two suggestions up, being “Imperfect Leadership” by Steven Munby, and for a sporting twist, “Leading with the Heart” by Mike Krzyzewski.
Name a favourite book
Warrick struggled with one, but from a business perspective lists “Double Entry” by Jane Gleeson-White, and adds the following recommendation: “it’s the history of double entry accounting! Awesome! I read it every other year.” Lisa likes anything written by Judy Nunn, supporting Australian all the way! Peter tossed up three options, “The Partner” by John Grisham, “The Jordan Rules” by Sam Smith, and “What’s So Amazing About Grace?” by Philip Yancey. Diane lists “At Jesus Feet” by Doug Batchelor – which talks about Mary Magdalene. It is a very touching book and opens your mind to how Mary appreciated the forgiveness that Jesus had given her and how it impacted her lift.
What is your favourite Christmas food?
It’s Leftovers for Warrick, the gift that keeps on giving, whereas Lisa is looking forward to her mums mean avocado and mango dip. Peters favourite is his Dad’s sausages cooked on the BBQ covered with Mum’s homemade tomato relish! For Diane it is her mum’s potato salad
Where will you be spending Christmas?
Warrick will be at home with family, while Lisa is going to be at her brothers place with her nephews, parents and daughters. Peter and family are heading for Mansfield, QLD – to his Mum and Dad’s house, where he can be found in the pool every day he’s there! And Diane is going to be with her immediate family at an Uncle’s house in Brisbane
What would you like ‘Santa’ to bring you?
Warrick wants all his 2020 classes prepared, or alternatively a ute, but realistically a pressure cleaner will do. Lisa simply wants something fun, but Peter is looking for the largest packet of Peanut M&Ms being sold! Diane just wants someone that can do all her gardening and weeding for her.
Your favourite childhood Christmas memory?
For Warrick it is the big family Christmas lunches followed by a backyard cricket match. Lisa was wondering why Santa was wearing the same watch as her Dad and trying to find Dad to show him Santa’s watch and not being able to find him. Took her a few years to figure that one out. Peter loved the Christmas Eve family Red-Aces card game that wins year-round bragging rights! They even have a trophy! And for Diane it was having Christmas at her Grandparent’s granny flat with the extended family and eating her yummy food and German cake for dessert.
What is it that sets top performers apart from the rest of the pack? Emotional Intelligence (EQ). Yes, IQ is important; however, 80-90% of the capabilities that differentiate great leaders from good leaders are in the sphere of emotional intelligence. Clearly, EQ is worth our attention if we seek to both become and create top performers. The good news is that our EQ is malleable and through intentional practice, we can develop and strengthen our EQ.
EQ is essentially our ability to be aware of and manage our own emotions and behaviour, as well as our relationships with others. These capabilities are understandably difficult to measure which in turn makes it difficult to pinpoint what behaviours strengthen our EQ. TalentSmart have tested over a million people and analysed the data to identify the common habits of people with high-EQ. These eight habits for emotional intelligence are (you can read the full article here for an explanation of each):
For those of us who are ‘list people’, there is our starting point. You can focus on all eight or you can start by focusing on just one or two. By being intentional about practicing these behaviours we can teach our brain to create new, emotionally intelligent pathways that allow these behaviours to turn into emotionally intelligent habits.
Specialist Contributor: Jolisa Rabo, HR Officer, Avondale University College
