What is it that sets the CEO apart from everyone else? And in particular, what is it that sets the best CEOs apart from their peers? Adam Bryant, in a great article I recently read (read it here) draws on his interviews with over 500 CEOs to help answer those questions. While a range of traits like ambition, confidence and high IQ spring top mind, the one thing that rose to the top of the list was applied curiosity. Bryant describes this as
“…engaging in relentless questioning to understand how things work. And then they start wondering how those things could be made to work better. They approach everything with an inquiring mind-set”
These top CEOS had developed this habit so that it became “as natural as breathing”. It also meant, found Bryant, that some leaders had to unlearn what they already knew in order to explore the what-if scenarios of an uncertain future. Bryant is also very clear that this is a discipline that can be developed over time, with the first step being to just ask the question of “why?”
While this habit won’t guarantee you will be the next CEO of your organisation, it will help you develop you career.
I love reading biographies and autobiographies, because I firmly believe there is much to be learned from the mistakes other people have made! And there is no shortage of business books drawing on the lives of those who have gone before. But we also need to be cautious in translating what lessons we think we can glean from these experiences, in order to avoid making new mistakes of our own.
A great little article I read recently (read it here) gives three tips on how to understand the past , which is “likely to be partial, faulty, and distorted.” It won’t take you long to read the article, but for those that are really time poor, here is a very quick summary:
1. Recognize the limitations of history as a guide to action. That is, the world was a difference place then – so be careful of the context.
2. Check sources and double-check assertations – because history is filtered through our perceptions and the perceptions of others.
3. Look for the differences in past and current situations, as well as their similarities.
The article quotes from Henry Kissinger to conclude:
“History is not, or course, a cookbook offering pretested recipes. It teaches by analogy, not by maxims. It can illuminate the consequences of actions in comparable situations, yet each generation must discover for itself what situations are in fact comparable.”
As the article then notes, the same goes for CEOs.
The annual Avondale College academic prize ceremony was held on Wednesday 24th October. We would like to congratulate the following students on their achievements:
Another student Yannick Coutet also won the overall award for service. Yannick was chosen to represent Avondale College at the University Scholars Leadership Symposium 2018 United Nations Conference Centre, Bangkok, Thailand. Yannick also recently returned from the United States, where he was a counsellor at a Summer Camp having being chosen from a very competitive field of students. At camp he was a camp leader looking after children with a disability and supporting them in their water activities.
On behalf of the ABS we are very proud of our students who received prizes at the ceremony.
As part of Avondale College’s Research and Professional Practice (RAPP) Seminar Series, Avondale Business School staff each presented to the facilities on their respective areas of research.
David Wilson presented on his PhD topic of Effective leadership in community-based informal groups. Dr Peter Williams presented on his follow up research that he is involved in following the completion of his PhD in 2018. His area of interest is “Pursuing Student Engagement Further: Evaluating a blended learning approach to delivering an Introduction to Economics unit of study” as well as “Leadership Development: The key to education system sustainability” which is a CERC Grant funded research Project.
Dr Warrick Long then presented on his current research project of “The Experience of Incorporating the SDA Church in Australia”. To round up the presentation Associate Professor Lisa Barnes elaborated on the current “team research” project the school is involved in regarding the Smart Hub embedded in the Business School. The final research project was entitled “Women in Higher Education Institutions: Constraints and Enablements”, this is a research project partnering with Rhodes university in South Africa and Alphacrucis College in Parramatta. It involves research done by both survey and interview regarding female participation in higher education institutions. It was great to showcase such an array of research being done by ABS.
The first round table meeting with Avondale Business School partners was held at the offices of the South Pacific Division in Wahroonga, on 1st October, 2019. This was the first time all of our close partners were able to come together to help the school improve in student experience, graduate attributes, internship programs and potential restructure of the current Master of Management & Leadership program.
To have such experience and talent in the room made for robust discussion on what employers need in students and what students need to succeed in business and gain employment on graduation.
The main points taken away from the day is that we need to work more together to support our current students, our graduating students and our future students. To do this, we will strengthen our internship program with both structure and options for students to work within our partners businesses, as well as continue to provide student experiences such as excursion to visit our partners, particularly for first year students. We will also be strengthening our relationships with our Alumni and inviting our partners into our classrooms to share their own experiences with our students.
It was a great day to network, and for some Avondale Alumni to share their Avondale experiences. The ABS is very grateful to our partners who support both us and our students, so that graduates not only have a great Avondale experience, but they also gain employment.
If you could be in the same room as Julia Gillard, John Howard, and 25 of Australia’s key leaders, what would you want to know?
Shaun Carney, in his book The Change Makers (2019, MUP) has given us the opportunity to hear directly from some outstanding leaders in Australia (ranging from sport, science, business and more) ab out what is good leadership. Their insights are many and varied, and at times even contradictory. But one thing they agree on, is that leadership is learned, and good leaders are continually learning.
There are a variety of styles in this book, as each leader presents their story and ideas in their own words, adding to the authenticity of their words. At times I wish I could have interjected to ask more questions, but that is just testimony to the quality of this book.
This book is highly recommended to anyone that leads, or wants to lead as it gives a wide variety of ideas, views and perspectives.
Reviewed by Dr Warrick Long, Leadership Studies Coordinator, Avondale Business School
It is highly likely you will have heard much in recent times about the culture problems of some of Australia’s leading financial institutions. The drivers of these cultural problems have been identified also, including boards that lack sufficient oversight, troubling remuneration policies and unacceptably high risk appetites. New evidence however, suggests that these issues are not limited to the financial sector, and there is actually reason to believe that financial and insurance services firms have less significant cultural problems than firms in some other industries.
A new report by the Australian Human Resources Institute and Insync has some interesting evidence of this (https://www.hrmonline.com.au/leadership/ceos-cultural-problems/). A survey of almost 1000 respondents from a range of industries and roles identify that cultural problems exist in most industries. But the most alarming finding is that organisational leaders don’t see the same need for change that so many of their employees do.
While a recent cry has been for organisations to no longer tolerate ‘brilliant jerks’ – individuals who get results but often break rules or hurt culture doing so – the study found that there was a significant discrepancy between leaders and other employees when asked whether their organisations should tolerate such individuals. There was indications to suggest leaders lack the confidence and willingness to take action on issues of behaviour and performance.
As CEO of AHRI Lyn Goodear said in a press release, “Despite the wake-up call delivered by the Hayne Royal Commission, it is alarming to see a clear disconnect still remains across Australian businesses between the CEO’s impression of company culture and what is being felt at the frontline.”
While some interesting ‘truths’ are found in the report, including the need for HR to take on a much stronger role as culture partner, HR is not the complete answer to cultural issues. The report offers several recommendations covering different stages of culture and are well worth exploring in more depth within organisations.
Dr Peter Williams, Senior Lecturer, Avondale Business School [email protected]
Which came first, the organisation strategy or the organisations structure? In best practice, structure should follow strategy, but too often strategy is forced to “fit” the structure, and often its not a good fit. PWC have released a very interesting article (read it here) that addresses this very issue.
This article outlines some fundamental guidelines that help reshape organisations to fit their strategy. PWC claims that for a redesign to succeed, “a company must make its changes as effectively and painlessly as possible, in a way that aligns with its strategy, invigorates employees, builds distinctive capabilities, and makes it easier to attract customers.”
So what are the 10 principles? Each one follows, with just a very brief description, and I would really encourage you to read the full article and get the full benefits.
PWC assert that these 10 fundamental principles can serve as guideposts for any reorganization, large or small, which can help you avoid common missteps and focus instead on the right blueprint for your business.
Young people entering the workforce need support and coaching if they are to gain confidence and grow. Jerry Connor in a recent article in HBR online (read it here) believes there are four conversations managers and supervisors can have with the young employees to ensure they are set up for success. Connor gives details of what the conversations can look like, so do read the full article, however, a quick summary follows:
Managers who invest time in addressing these issues not only increase employee retention but also build connections that keep their teams inspired, innovative, and doing their best work.
Congratulations were in the air at Central Coast Adventist School (CCAS) for the Year 12 graduation, where Emilie Jackson won the prestigious “Avondale Presidents scholarship” worth $8,000.00 toward her tuition fees for 2020. The process included an application, references and an interview to secure the award. The award was presented by Head of Avondale Business School, Associate Professor Lisa Barnes, who also presented the Business Prize to Isobel Walshaw the student who received the highest marks in the Business Studies unit for 2019.
But the celebrations did not stop there, with the coveted award for “Service/Leadership” which is only awarded to a
limited number of students in Australia, awarded to Tahliana Tikoicina, for her service to school, community and Church. It included a scholarship of $5,000.00 towards tuition at Avondale in 2020.
It was a lovely graduation ceremony, where students reflected on their journey throughout their school life. The students presented roses to their families for all the support they had received in their schooling.
Of the 77 graduates, there were approximately 20 students who had completed the journey from Kindergarten through to year 12 at CCAS. One of these students was Lilly Barnes, daughter of Lisa Barnes, who posed for a quick picture with Mum!
Thanks CCAS for a great day for the students to celebrate the end of their formal schooling, and for the opportunity for Avondale to congratulate and award 3 students in recognition of their efforts. Avondale Business School wishes all Year 12 students the best for exams, and hope to see some of them as our first ever cohort as a University College in 2020.
