In this episode we explore the terrible consequence of Overwhelm, the high level neuroscience of the brain, the triggers and a rock solid solution for removing it from your life, Subscribe on iTunes here: https://itun.es/au/87Pqkb.c Subscribe on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429   Key Points: The top quotes and messages from this episode include: The Triune Brain Lizard – Flight for fight Monkey – Emotional monkey Mammalian – High order thinking   The consequences of overhwlem: relationships health and fitness work performance, quality, lack of creativity and insight stuck no career opportunityies drags into home not being a dealer in hope What triggers overwhelm: doing too many things at once bouncing around from one task to the next not having an automated response system evil sin of not recovering and doing things like turning your phone on   Three steps to managing overwhelm: Mindmap Daily Focus Session Focus Reset Focus Review meetings and how you’re spending time Plan and rehearse day ahead Work Practices   Recommended Books https://hbr.org/2000/09/why-should-anyone-be-led-by-you

In this episode you’ll hear from Daniel Herbert, CEO of SSKB. We are going to be covering some powerful strategies that he learnt through 67 tests for the Wallabies. He was apart of the glory era of Australian Rugby, won the RWC in 1999, the Bledisloe Cup and beat the British and Irish Lions in 2001. He Captained the QLD Reds and was world player of the year in 1999. Critically he has now gone to a successful corporate career with the commercial side of the QLD Reds and is now CEO of SSKB. We cover what executives can learn from elite sport (and what doesn’t translate), about what made him stand out from the pack and how to be indispensible to an organisation. The lessons here are vital. Subscribe on iTunes here: https://itun.es/au/87Pqkb.c Subscribe on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429   Key Points: “My only message to the next generation is, you have to impress. You have to still do the work, you have to still stand out from the crowd because there is a lot more people coming around, there is lots of competition, don't rest on your laurels. By in large, I think they are smarter than what we were at that age.” Daniel’s top messages include: I think you have to go through some lows to get the highs What people forget is the great era of Australian rugby came from something that wasn't so great. I think I made the most of what I had. I look back and I think, I played with numerous people who were more talented than me. I got to where I got from graft and I had to look for opportunities, take the opportunities and I had to work harder than others did to get there. So that became part of my mantra, I would work when I knew people weren't working. I would deliberately go running at midnight when I knew everyone else would be in bed. I would go on Christmas and kick some goals down the local park because I knew everyone else was sitting at the dinner table and that gave me this confidence that I know no one else is out there working today, I'm out here working, that's going to put me in a good place. Hard work will beat talent when talent doesn't work hard. I've seen a lot of people who were far better, were more talented, had natural abilities that I didn't have. And the only way I could convince myself that I had the right to actually be on the field or in the team ahead of these people was by working harder than them. There will always be weaknesses and yes, you try to improve your weaknesses but I tend to spend more time on my strengths than I do on fixing up the weaknesses, because what I would take into the business environment now is I can get people to fill in my weaknesses but, I can't necessarily get people who have better strengths than me where I think I'm particularly good. Don't be threatened by people who are really good, you've just got to get the best people around you and as long as they are not a real cultural risk to it As a CEO or a senior manager, you have to be a generalist, so you have to be across a lot of different things, but you still have to have something that you focus on, that's my unique point. I worked on the fact that, what I did as a rugby player, I love contact, I love the aggression, I love breaking a line and I love the physical side of it and that was going into the way that Rod MacQueen wanted to play the game when he came in. I knew that he wanted a line-breaking centre, somewhere and he needed someone who could bend the line, break the line. So I got in the gym, I got bigger, I worked on my footwork to get through a tackle and I thought, if I can be that guy, where he builds his game around me, or builds a certain element of his game around me, then that's a little bit unique, because I don't think anyone else necessarily has, in Australia right now, has that skill set. The chairman of the Australian Rugby Union at the time, a guy called Dick McGruther, to John O'Neil the CEO, to Rod McQueen the coach, to John Eales the captain, all four of those guys always seemed to be aligned. They got on well, you knew they got on well, they always seemed to be on the same page and in the team environment, same thing, the leadership group, which I was part of for most of the time there, were always on the same page, and when you walk out of the room, no matter whether you lost your debate or not, you lost your way, you're on the same page. And that was always, and I think, is a really important thing I see in business places where you see general mangers undermining the CEOs or general managers undermining each other because I didn't vote for that and it's always just to win a bit of favour but it's dangerous and that was something, that is one of those analogies that I would take from the sporting world into the business world. So that was probably for me, the most important and harrowing experience that I had because I now am a different person because not only do I know that you're never in control, it's just an illusion but I don't fear things. Even in this job, in my previous job, people threaten you with legal action all of the time, it's used as a bullying tactic. I now don't fear, I've been through it personally where it was a really tough thing for me to go through and for my family to go through, but I don't fear it anymore. What I enjoyed was the business of sport. And it's changing very quickly with all of the things we are seeing, tech and media and sport was starting to become a very professionalised industry and in my job, the teams job was to maximise the commerciality of that You need an opportunity but you've also got to make your opportunity. I don't think you can just sit there and wait and someone is going to come and tap you on the shoulder one day. You've got to make your own opportunity or seize it when you see it. Then you just have to make every post a winner if you can, you've got to work hard. People have to see that you're going to put the shoulder to the wheel and you're not one of these clock in, clock out people. You need to influence the right people. You're never going to please everyone and wherever I have been, I've never pleased all ends of the spectrum and I don't lose sleep about that. But the ones that I need to influence, the ones that I need to be on page with, I need to make sure I spend the time with them. I don't worry about people who are critical or small-minded who aren't going to influence anything anyway. I spend my time on those who are positive and can influence and shape the direction that we are going so they are probably the three things that come to mind immediately. They have got to have skills, but you can teach skills as long as they have got the right make up, they are honest and they are hard working and they are loyal, then that would be how I would like to be perceived by people who have been my leaders. What drives me and why I think I am here on this earth is to be a father and to provide I used to make the mistake of putting 20 things down a day, this is what I am going to get through today. And you would get to the end of the day and you've got two of them done and then you work through the night trying to get the others and it's just not sustainable because the work never goes away, it's always there, it's not going to go anywhere. So I have come to the point now where it's two or three things. And even yesterday, I wrote down two things, I didn't do either of them I also have thinking time, I need to think. I think that's one of the other things where you just become so busy that you're not actually thinking about, should we be doing this at all? I think that is the value of networking, is you have got to make sure you offer them something, there has got to be a value, there is a trade there. You bring people into your network, what are you going to give them and what are they going to give you? When it comes to hiring people, it's not always the most talented, it's not always the most educated, it might be someone who just demonstrates resilience and perseverance and grit. Recommended Books Good to Great – Jim Collins Sapiens - Yuval Noah Harari  Grit – Angela-Lee Duckworth

In this episode I cover a key point that all of the CEOs have made on the show, ‘How to Create and Seize Opportunities’. “You have to create opportunities, they are the lifeblood of your track record” The top of the business world is fiercely competitive. Getting the chance at new opportunities can be rare and when they do come you have to make the most of it. Often you’ll see other executives getting golden opportunities that you thought should go to you and not understand why. This is often because you’re too busy, caught up in daily operations that you miss the chance to stand out. Don’t be limited by your role description. (Ep 5 – Vivek Bhatia also talks about this) Work on the business with your boss (Ep 3 – Daniel Hunter refers to this) A mistake that many leaders make is that they don’t seize the current opportunity in front of them and transform their current business. They keep waiting for bigger opportunities to come without looking at what is right in front of them. If you don’t make a big impact in your current area the leadership of a company will often think you’ve gone as far as you can in the business. Three Big Points: Create Space – so that you can work on the bigger opportunities. The most powerful ways to create space initially are through better delegation, building capability in your team and collaborating with others that have been through similar turn arounds before. Ask for more – work with your boss to ask for more and show a real passion and energy for the business. Double-down – when new opportunities present themselves double-down your effort and knock it our of the park. You have to exceed expectations. Subscribe on iTunes here: https://itun.es/au/87Pqkb.c Subscribe on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429  

In this episode I catch up with Nicky Sparshott, Global Chief Executive of T2 Tea - a global luxury retailer offering the broadest and most imaginative range of teas and teawares from around the world. Nicky also serves as Vice President on the Global Leadership Team for Unilever's Refreshment Category, playing a lead role in M&A & E-Commerce. She also has experience on the agency side as a Partner at Y&R George Patterson (WPP Group). www.t2tea.com Key Points: “Be brave, because I think the world is changing quickly. What got us here won't get us there, and the best advice I would give to people is go after the dream, but perhaps also be prepared to take the path less trodden to get there, because I think it will hold you in good stead.” Nicky’s top messages include: On what Nicky learnt from a major setback from a failed product launch: A couple of really small choices that we thought were small choices, had not been clever and we did not deep dive. These proved to be those chinks in the armour that really let us down, and it was an unmitigated disaster. Be sure to build the right stakeholder relationships outside of the business and leave no stone unturned. When someone asks, "Have you thought about X?" It might feel like an inconvenient truth, three days before you launch, but actually take the time to investigate. The importance of mentors is that you need to have a safe place where you can have those unfiltered sounding board conversations, where you can shoot the breeze, you can explore scenarios, where you're not personally judged for it. And you've got a relationship where someone can say, "Actually, that's not going work," or, "You need to hold yourself to account to a higher order". The value of those mentorships have been really, really important to me and I play a mentorship for many others, because I think you've got to pay it forward. My mindset is to aim for the moon and you might get the stars. I aim high and kind of go big or go home. You sort of play to do something extraordinary. It’s important to practice service leadership, which is really paying it forward and recognising that there is no time better spent than in nurturing capability. Especially today, technology is such that things can be replicated with such pace that you need to have an amazing group of people and a culture that is sticky. Bryce Courtenay once said to me, “if you're skating on thin ice, you may as well tap dance." That really appealed to me. To push the boundaries, be courageous and go create some magic. Sometimes you'll get it wrong, but more often than not, you won't. I've taken the path less travelled at times in my career, much to the horror of some of my mentors and some of the people around me, but it's always felt right. Ask yourself, how do you differentiate yourself against a myriad of other people in the market? Because there's some great talent out there, some exceptionally good people. How are you going craft or curate a skillset and an experience list that is different? I write myself for the month, what are the big bets. If I do nothing but what's on this list for the next 30 days, will that create the impact that I want to create in the next 30 days? If it's not on that list, will I spend my time on it? At the end of every week I do a pulse check, "Is there something that has changed that would require me to change my focus?" Every month as a leadership team, we get together and not only measure performance to date and performance to go, but that performance in the context of our three-year plan. What are the risks? Are we investing in the right areas? If we have to dynamically allocate resources, where are we prioritising? Problem shared is a problem halved. There's so many things that we work on that feel hugely challenging and sometimes insurmountable, but the reality is somebody, or a number of people, are probably experiencing exactly the same thing, or have done so before. There are some brilliant people out there, so just getting around the table with other thought leaders, or people from different industries and taking the best practise that's happening in one industry, and being able to adapt it to your own. For me right now, mindset trumps capability quite often. You can have all the best capability in the world, you can be an amazing rock-star, but if you can't bring others on that journey with you, if you can't elevate the performance of the whole team, if you can't get past your own ego to deliver the results, then it'll just be really short lived. My council to anybody that's in a senior management role and aspiring to be in a CEO role, is to get that commercial understanding solid. If it doesn't come intuitively to you, get some mentors and some support in that space and certainly recruit a team that is incredibly capable in that area, and marry that with creativity and intuition, because you need both today to be successful. On the importance of developing a track record - Success breeds success and confidence. It's having done it and experienced it and lived it, warts and all. Because when someone talks about their track record and having delivered something great at the end of it, it's very rarely been smooth sailing to get to that. It's the lessons learned that are as valuable as the success delivered. It is really important to be able to talk from a place of confidence about what you've done, and how you've done it, and how you would do it differently based on the experience that you've had. You've got to get dirty. You really got to roll up your sleeves and do it. I mean one bit of advice that I would give to anybody listening to this is, take opportunities that come up that sit outside of your natural job. Recommended Reading: Elon Musk's biography, that sort of Tesla, SpaceX ec cetera. https://www.amazon.com/Elon-Musk-SpaceX-Fantastic-Future/dp/0062301233   Listen on iTunes here: https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429

In this episode you’ll hear from Jim Soorley, Former Mayor of Brisbane and Chairman of CS energy and Unity Water. Jim has left an almost unrivalled legacy in Brisbane through his tireless work at Lord Mayor. He led the introduction of CityCats, A/C on buses, RiverFire, RiverWalk and brought a business and commercial approach to the running of the council. Key Points: Jim outlines the importance of energy, getting connected to the people on the ground and role modelling the behaviour you want to see.   Jim’s top messages include: Life is about sales. You’re always selling something. An idea, concept, product or service. For people who are working in management roles, they've got to see it is the system that determines outcomes. I guess the lessons out of that are that, if you're going to engage in training, restructure, reorganisation, you, A, must take a systems approach and B, let the people on the ground have a say. The worst thing in the world you can do is impose new structures, new disciplines, new ideas without consulting people I think it's important to get good people around you. You've got to let them do their job and you've got to give them confidence and puff them up so that they feel like they're safe and secure and are delivering. I came to the conclusion that the decision to employ is often made in the first 30 seconds. Initial impressions are critical. For people who are going for an interview in a job process, I still believe it's that first 30 seconds. You don't get a second chance at a first impression. I think there's a few of things people need to do in the first 30 seconds; show energy, good presentation and rapport. Initially they are the critical things. If they come into an interview, can they really connect with you, because if they connect with you, you can't not connect with them, so to speak. So, that's your way to take charge of the interview process. If you're in an organisation, emails is often an avenue to cover my arse. If you're working with people and it's important, make it personal. Get out of your chair and take the five steps or even 20 steps and say, "Hey, we need to fix this up. How about this?" Management is not about control, "I've sent you an email. Do this. I've got it off my desk and it's now on your desk." Sometimes we must do that, but management is about getting people to understand, engage and lead and that's important. Stop tapping away at the keyboards and go and talk to people. Know your customer, know your people, that way you can inspire them and give them the tools they need to do their job. There's a guy I studied with in America, Gerard Egan. He's written about 14 books on organisational culture and his last one's on the dark side. That's the unknown stuff that's going on. What are the real values, the non-espoused values? You've got to take a risk. If you're running a department you've got to say, "What do I really want to achieve here? How do I do it? What resources do I need? What resources don't I need?" You've got to be able to show, you build a team, the team has delivered outcomes, and in many environments delivered them safely, and you know, “I deserve the next gig”. To be really be a successful manager, you've got to bring the last person with you or get rid of them. They'll either come the journey or they go. Sometimes, the ones who are slow can be your best outcome and deliver best results. In job interviews a reference is basically non-sense in most cases, particularly if they're not known. To have a network of people who you can bounce ideas off and have a beer with or whatever is important. But to have that network who can then, if you're looking for the next move up, can be referees and support for you. That’s very important. So when you're recruiting, you've got to get the person with the energy, the vitality, the difference. A question I always ask is in recruiting is, "Why are you not the best person for this job?" A successful leader generates by their presence and by their disposition and by their action a sense of urgency and a sense of energy, and a sense of the outcome. I think a successful manager has got to generate energy and insight and cooperation. You have to build up your own confidence. That, "This is my opportunity. I am a unique individual, and what I want to do I can do." Believe in yourself. If you believe in yourself, you can do anything. Then, clearly define what you want to do and go to it. The thing that I think holds a lot of people back is they don't know what they want to do, and they don't believe they can do it. Put those two things together and you can conquer the world.   Listen on iTunes here: https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429  

In this episode you’ll hear from Trevor Matthews former MD/CEO of Legal & General Australia, ManuLife, Friends Provident PLC, Aviva UK and Standard Life UK. He is currently a non-executive director of AMP, Tokio Marine, FNZ and BUPA. He is also Chair of the State Industry Regulatory Authority and 1stAvailable Ltd. Key Points: Trevor tells the story of his remarkable career from actuary to CEO and President of some of the world’s biggest insurance companies. He outlines that a leaders is a dealer in hope, you have to build a track record and importantly you need to be respectful about the past, realistic about the present and optimistic about the future. Trevor’s top messages include: Travel was great in that it gave me a global perspective It’s the execution of the strategy that makes the difference on a sustainable basis Compete aggressively on the outside and collaborate superbly on the inside You've got to line your people up shoulder to shoulder and get them out in the market aggressively going for business The more you know about more parts of the organisation the more chance you have of getting collaboration happening and that is when the magic happens. That’s when companies really move ahead I believe, when you have superb collaboration on the inside. You've got to have a lofty purpose in whatever you're doing Look for ways to move ideas from one geography to another To get up a level - learn the other parts of the business, ask for more work, show good teamwork, and never lose sight of the end customer Don't take it too seriously Don’t get too hung up if things don’t happen as rapidly as you thought I didn't understand the CEO role until I became the CEO there were so many more stakeholders than I thought People always say you hire too fast and fire too slow If you’re so busy that don’t have time to work on bigger projects then getting good people around you is the secret. It releases you to work more across the business. When hiring for my executive team I look for people that know their business, expertise, somebody that will fit into the team, like me but not like me, people of the same mind that are willing to share Every time you add a new person you have a new team If you have a star that is causing trouble remember that no one is indispensible I've had a lot of success promoting people that others say is not quite ready and watching them blossom and grow One of the most important secrets is stamina and resilience. That is the only way you will succeed in the long run. Getting external advice is incredibly valuable Be respectful about the past, realistic about the present and optimistic about the future You have to work hard to develop a track record If you haven't got a track record you should be working on getting one. And you don't have to do it alone. Build confidence by doing things one step at a time. Tackle things in bite sized pieces. Don't look for the big massive solution. It's normal to be overawed to start with, I was nervous in my first executive meetings What should every leader should ask themselves everyday - What can I learn today? How can I do it better? A final message of wisdom for the next generation is from a Napoleon quote - A leader is a dealer in hope. Recommended Books: https://www.amazon.com/Dont-Sweat-Small-Stuff-Its/dp/0786881852   Other Key Links: Young Presidents Organisations: www.ypo.org   Listen on iTunes here: https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429

In this episode you’ll hear from Jennifer Holland, Founder and CEO of Throat Scope.   Jennifer’s passion lies in inventing, designing and developing medical products that will revolutionise the healthcare industry. Her first invention was Throat Scope, which has had outstanding success across the globe and began as the foundation of Holland Healthcare. Throat Scope was the recipient of ‘What’s Your Big Idea Queensland?’ in 2011, which included a $50,000 prize money from the Queensland government. This allowed Jennifer to develop and patent Throat Scope and have several working prototypes made. In 2015, Jennifer and Throat Scope were featured on Shark Tank Australia. Jennifer secured investment from Steve Baxter and this exposure propelled the business. In October 2015, Throat Scope was launched into the Australian retail and healthcare markets. Throat Scope broke a retail record with a company, which saw the product signed in seven days. Jennifer has since negotiated several lucrative distribution deals with both domestic and international companies. Jennifer has been awarded several awards for her hard work and determination which include, gold product innovation winner at the Ausmumprenuer Awards 2017, Best Presenter Award at the New York Venture Summit 2017, Edison Award Winner 2017, Lake Macquarie Young Entrepreneur of the Year 2016, Sydney Design Award Winner 2015 and QLD ‘What’s the big idea’ Winner of $50,000. Jennifer also actively participates in speaking and networking events internationally. Key Points: Jennifer outlines her incredible story of the invention of Throat Scope and the struggle to get it funded and into the market. Her mantra – Believe, Act, Persist has been at the core of her undying enthusiasm to make a difference. And her advice for the next generation of leaders is Don’t Settle, get out there with enthusiasm and persistence and try a different way if the first way doesn’t work. Jennifer’s top messages include: Prepare meticulously for big opportunities - I watched 108 episodes of Shark Tank US to prepare for it. When going for a big role you have to show your passion, purpose, excitement for wanting to be apart of their business Enthusiasm is everything When hiring someone for my team experience isn't all that necessary. It’s the passion and seeing someone who is persistent. And that wins every time over education and experience in an industry It took a long time to find the right mentors and advisors My business mantra is believe, act, persist Whatever I do I know there is another way to do it. So if one doesn't work I'll walk through another door. Free yourself of the worries that aren’t real - In life you always regret the things you don't do If you're open to finding opportunities they will come Opportunities are everywhere its just a matter of whether you're open to finding them Having mentors or advisors that give you confidence will give you more passion, excitement When people say to me, “no, you can't do that”, for me that is the biggest driver. I love the saying ‘Today's no is tomorrow's yes….You tell me no, and I'll turn it into a yes Don't settle Web: www.throatscope.com Listen on iTunes here: https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429

The Inner Chief Podcast - Episode 7: Todd Hunter – CEO Turners Automotive Group In this episode you’ll hear from Todd Hunter, CEO Turners Automotive Group Key Points: Todd outlines that there will be times that you are scared about what you're being asked to do but - pressure is a privilege - and someone believes you can do this. Todd’s top messages include: When assessing an opportunity or role always ask yourself what can I learn from the people that I will be around? When you're faced with someone hostile - You listen more than you talk, you put yourself in their shoes, you try and understand where they're coming from. When you disagree with the direction of a business you have three options - you can win the person over, you can go around them or you can leave.  

In this episode you’ll hear from Jonathan Ling, CEO and MD of GUD Holdings Limited. Jonathan is also the former CEO of Fletcher Building and Visy Recycling. He is the Chairman of Melbourne Rebels Advisory Board and has previously held a number of other board roles including ASB bank and Pacific Brands. During his time as CEO of GUD the market capitalisation has grown from $360 million to $1.2 billion and the share price from around $5 to in excess of $13. And during his time as CEO at Fletcher Building market capitalisation grew from around NZ$2.5 billion to NZ$4.8 billion. Jonathan is a fantastic story of a little Chinese boy that rose from the frontline all the way through the ranks to becoming CEO. He has taken on some of the biggest challenges in business and succeeded both commercially and through the culture he has created. Key Points: Jonathan outlines that “to get ahead you must tell wow stories” and that you must have three key skills to be CEO; 1. The ability to innovate, 2. The ability to lead a group of people to something beyond what even they though possible, 3. Know how to truly make money. Jonathan’s top messages include: 1. 1/3 of MBA graduates are better for it, 1/3 makes no difference, 1/3 come out worse because they’re expectations of what will immediately happen as a result of having the qualification exceed reality 2. Running your own business gives you a very different perspective on: a. risk and what you're willing to take b. how to stand out from the crowd; and c. that you have to have to courage to take risks, calculated risks. 3. Some people more successful than others because the tell 'wow stories'. How many people have you met in meetings that you just don't remember? People have done something that is ‘wow’, or said something is ‘wow’, that is who you remember 4. In telling stories the key is that you've got to want to stand out. The first thing is the desire and the courage to take the risk to be different. If you're doing what everyone else does you don't stand out. You have to be willing to put your head above the parapet and take a shot at it. 5. One of the skills that you don't see that often, is the ability to make money. I've never had a shareholder say, you're making too much money, slow down 6. The only three things I'm looking for is - are you innovative, can you make money, can you inspire people 7. Leadership is the ability to inspire people to achieve something far greater than even they thought possible. And when you do that the feeling is just magical. 8. For those that have hit a glass ceiling, are you pulling the right levers? Are you pulling the levers that will make a big difference. There are three key levers a. Do I have the right people in my team? The talent, intellect and drive b. Do I have the right culture? The collegiateness, work ethic, risk appetite and how they manage conflict c. Does my team have the right tools? 9. Once I change my beliefs, when I come back to a problem you'll see it in a different way. Its actually the notion of learning. You can do this by creating emotional intensity in the team, both positive and negative that is good for the team. And how do you manage it so it doesn't get personal. 10. Three big levers - the right people, the right culture, the right tools. You get those three things together and it is amazing what a group of people can do. 11. You've got find out what drives you, then you find out how you can harness it and then you have to figure out how to harness that for others 12. Political correctness is at the other end of the spectrum to authenticity 13. Hold a whole conversation with only open questions. E.g. What do you think about? how do you feel about? how did you come to this conclusion? 14. If you want to get really good at something, find someone who is really good or world class at it and go and work for them and learn from them. If you’re going to be a CEO you have to learn how to make money. Go and find someone that you think is probably the best moneymakers available and go and work from them. I am against generalist mentors. Find specific mentors for specific purposes. 15. Most successful people I've met have an inquiring mind. To get the most of your mind there needs to be lots of stimulus 16. My leadership style has always been about working through others to get outcomes. 17. If you're the boss and you’re running flat-out and then someone wants something more from you, you've got nothing to give 18. Distraction is the source of all waste (for middle managers). Learn to differentiate between what the urgency and importance in prioritising your work. (See Covey’s Quadrants below) 19. If you find your meetings are going too long make everyone stand up. They'll go for half the time. 20. One question you should ask yourself everyday: “Am I creating the right stimulus to get me to the next place I want to be?” Nominated Charity: Jonathan’s nominated charity is Team Rubicon Australia and I’ve made a donation of $250 in Jonathan’s name for coming on the show. http://teamrubiconaus.org Listen on iTunes here: https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner- Chief-p1004701/ http://www.stitcher.com/s?fid=141429

In this episode you’ll hear from Vivek Bhatia. At age 26, Vivek was a Indian migrant watching the big businessmen in their expensive suits walk around Sydney. This inspiring story is how he rose above the pack to become a CEO in just 10 years.  Vivek is now CEO and MD of iCare which delivers insurance and care services to the people of New South Wales. Whether a person is severely injured in the workplace or on the road, iCare supports their long-term care needs to improve quality of life outcomes, including helping people return to work. In 2008, Vivek was appointed CEO of Wesfarmers Insurance in Australia, where he was responsible for leading the multi-brand, multi-channel insurer through a significant transformation journey. He was also co-lead of McKinsey & Company’s Asia Pacific Restructuring & Transformation practice and has been the Chair of the former NSW Dust Diseases Board and been the NSW representative on the Board of SafeWork Australia. Key Points: Vivek outlines that “the day you stop learning is the day you stop living” and how important it is to have a commercial mind and social heart. Vivek’s top quotes throughout the podcast are: 1. “Your boss is your customer. Work with them to determine the right priorities across the business.” 2. “Get the right people reporting to you and delegate more so you have more time to work on the business. If you find yourself doing things that you would expect your team to do then that is an alarm bell.” 3. “If people haven't had set backs, my personal belief is that they haven't challenged themselves or challenged the status quo which is even worse.” 4. “If you haven't clearly articuled what you expect and then confirmed that the other person hasn't understood it in the same way then you aren't doing your job as a leader.” 5. “What I'm not looking for is someone who has been successful but there is collateral damage” 6. “People talk about networking as a means to an end, instead of an end unto itself. I believe in networking because I get to learn.” 7. “The biggest challenge that good leaders overcome is effective use of time.” 8. “Always look for what more you can do for your company (above your role description).” 9. “One thing I make sure I never do is to go into victim mentality mode” 10. “I strongly believe that individuals need to take ownership of their situation” 11. “Good leaders are very aware, they always have their antenna on. They always look for signals that are being passed overtly or covertly.” 12. “Networks don't happen by themselves” 13. “If I am not investing in myself, why would anyone else invest in me.” Nominated Charity: Vivek’s nominated charity is The Starlight Foundation and I’ve made a donation of $250 in Vivek’s name for coming on the show. https://starlight.org.au Recommended Books, Influencers and Learning: • Anything by Peter Drucker and Malcolm Gladwell • The Road to Character, David Brooks Listen on iTunes here: https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner- Chief-p1004701/ http://www.stitcher.com/s?fid=141429

In this episode you'll hear from Paul Broad. Paul is one of the great reformers of modern Australian business. He has been a CEO for 28 years leading major reform in Hunter Water, Sydney Water, Powertel, AAPT, Infrastructure NSW and Snowy Hydro. He has led many of these companies through corporatization and user pays representing the biggest change in their organisational history. Key Points: Paul outlines how important it is to dream and believe in yourself, how as leader sometimes you have to break the rules to succeed and that success comes through personal power. 

Dan outlines how important it is to stay the course, keep at it, leverage your networks and be grateful for what is around you. Dan covers 10 key topics throughout the podcast: Stop spending all your time just working on your division and work on the organisation with the CEO  You have to demonstrate that you work for the betterment of the entire organisation  If you get down into the detail, you'll just annoy your people and hold them back  The role of the leader is to get a good team around you, set some good parameters, ask them how their going to achieve the goal, then give them some space.  We often waste time on developing the wrong people, when we should be cutting them. If after a month or two if you have a bad feeling about someone, its rare that they will come good. Look at how they manage people. A lot people are great atmanaging up, but kick down.  If you tolerate poor behaviour from one of your leaders then you're complicit in it. Let someone tell his or her story first. Be respectful.  We have a system that we stick to for family balance  Both times he got knocked back for exec team roles, something good came of it. Make sure you respond well to disappointments.  You've got to get comfortable with uncomfortable conversations. You do have to steel yourself for them. You've got tobe prepared and have examples.  Very rarely will people say no when you ask them to be a mentor.  Dan’s nominated charity is Running for Premature Babies and I’ve made a donation of $250 in Dan’s name for coming on the show. http://www.runningforprematurebabies.com Recommended Books: Good to Great - Jim Collins