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Coming Down The Mountain - It's All Mindset Webinar
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You hear it all the time: "success is a state of mind." Have you ever wondered how two leaders can go after the same goal in the same way and yet just one of them succeeds? Is it sheer luck? Timing? Perseverance?

The webinar explores 7 mindset themes:

  1. Crisis, culture and the central role of mindset plays
  2. Can you change mindset?
  3. Mental rehearsal
  4. We are copying machines
  5. Storytelling
  6. The importance of language and metaphor
  7. Changing the patterns of play

The session is presented by John O. Burdett, who has worked in over 40 countries as an executive and as a consultant for businesses that are household names.

Read "Coming Down The Mountain - It's All Mindset Webinar" leadership insights

The Culture Conversation Webinar
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In working to come out of this crisis stronger, organisation culture is a leading actor - many leaders would suggest, the dominant issue - in creating a competitive tomorrow. The webinar explores 7 critical issues:

  1. Why a focus on organisation culture is a leadership imperative - especially now.
  2. The "needed" relationship between strategy and culture.
  3. Speed of learning - the ultimate competitive advantage.
  4. Overcoming the single most important reason executives fail.
  5. Culture, measurement and the bottom line.
  6. Culture is a system. The unintended consequences of a piecemeal approach.
  7. The essential building blocks of the culture conversation.

Read "The Culture Conversation Webinar" leadership insights

If you are not fast, you are going to be last!

As the momentum of business both increases and accelerates, a culture where learning how to learn becomes a high priority. And it is not just learning fast at an individual or team level but building an environment where speed of learning becomes an organisation-wide competitive advantage.

Consider the questions below.

  1. What needs to change to be flat, fast, focused, flexible and fertile to new ideas?
  2. How will compelling metaphors be introduced to coaching discussions?
  3. What would it take to architect leadership workshops as 'learning how to learn and learning how to learn limited only by imagination'?
  4. In future meetings what are you going to do to change the patterns of play?
  5. Do you measure culture? When and how will you make that happen?
  6. How successful are you in displaying behaviour in line with who the customer strives to become?
  7. How is 'speed of learning' woven into hire and promotion decisions?

If you are not fast, you are going to be last!

Insights from 'Speed of Learning: The Ultimate Competitive Advantage' by John Burdett.

Facilitation is like skiing. Preparation, practice and picking the right line are essential

Facilitation is like skiing. Preparation, practice and picking the right line are essential. In other words, know your audience, know the outcome desired, and introduce a facilitation approach (style) that best fits the situation.

John Burdett outlines four facilitation styles. One size doesn't fit all. A masterful facilitator sees the four approaches as a rich pallet of behaviours to be mixed, matched and blended as the situation demands.

Insights from "Facilitation - the Forgotten Art" by John Burdett.

Excellence in facilitation shares much with what it means to be an outstanding coach

Few companies teach facilitation as part of their leadership development agenda. And yet, if we want collaboration, if we want to grow teams, if we want to challenge talent in a meaningful way … being able to get the best out of meeting of minds becomes pretty important.

Excellence in facilitation shares much with what it means to be an outstanding coach:

  • Humility
  • Conduct with a hidden baton but don't start to play any of the instruments
  • Come with a beginner's mind … be open to being surprised
  • Pass power to the participants
  • Ask great questions
  • Push for clarity around what the real issue is but avoid suggesting potential solutions
  • Listen, listen, listen
  • Summarise what has been agreed to
  • Push for objective action regarding next steps

Good luck on your next opportunity to facilitate. It is one of the most difficult but at the same time rewarding leadership skills. Remember, from a career perspective, bringing the best out of a group session is something of a forgotten art.

Insights from "Facilitation - the Forgotten Art" by John Burdett.

Culture is the often overlooked, all-pervasive, enterprise-wide, organisational DNA

Culture is the often overlooked, all-pervasive, enterprise-wide, organisational DNA that dictates whether your strategy lands or if your brand sustains. It is "a way to be" shaped by the past but continuously honed by the emerging business, social, economic, political and customer context.

The essential supporting pillars of culture are:

  1. Mission (why do we do what we do?)
  2. Diversity (diversity fuels innovation)
  3. Brand (why buy from us?)
  4. Speed (Focus - Anticipation - Simplicity - Technology)

The four pillars are braced by the organisation's values. Culture and values frame the context - the cultural canvas. The most forceful elements on that canvas being:

  • Vision and strategy;
  • Measurement and rewards;
  • The talent management system (e.g., who gets hired and/or promoted, the leadership development agenda); and,
  • Technology (quickly becoming an irresistible force).

All of the elements described come together to shape the organisation's story. You are your story. Culture is story and story is culture!

Insights from "The 7 Questions Every CEO Should Ask About Culture" by John Burdett

Talent management is a system within a system: the organisation's culture

Talent management is a system within a system: the organisation's culture. Get talent management wrong and the organisation's culture will be misaligned with the customer's emerging needs.

Tomorrow, of necessity, talent management will be about resilience, reinvention and recognising that the ideal organisation design reflects how, given a choice, people would choose to work together.

Talent management is ultimately about hard data and tough choices – who to hire and promote, investing in the most efficient and fastest way to develop talent, putting muscle behind the succession process and, generally, building a cadre of leadership talent that will allow the business to survive and thrive in turbulent times.

If you can't imagine it, you won't reach it. If you don't measure it, you can't manage it. Strive to develop tomorrow's leadership competencies with purpose, precision, pragmatism and no little passion.

Insights from "Future-Oriented Leadership Competencies: Today's Talent Management Lynchpin" by John Burdett, Leadership advisor to TRANSEARCH International.

There is one fact of life that is impossible to ignore – tomorrow will be (very) different

There is one fact of life that is impossible to ignore – tomorrow will be (very) different. More specifically, the rate of change is getting faster – and about to get much faster. Being faster, however, is ultimately all about how people learn. It's a matter of adapt or perish.

How and what we learn is a product of the:

  • Nature of the experience,
  • Mental model (metaphor, theory, hypothesis, conceptual template) used to access the learning,
  • Quality of the questions posed,
  • Time set aside for reflection, and
  • Follow-up.

Ultimately, an investment in learning is about orchestrating change. In pursuit of that goal, learning starts with the experience. And it's not just learning fast at an individual or team level but building an environment where speed of learning becomes an organisation-wide competitive advantage.

If you're not fast, you're going to be last!

Insights from "Speed of Learning: The Ultimate Competitive Advantage" by John Burdett, Leadership advisor to TRANSEARCH International.

Defining the future way of working over the next six months
transearch.com.au

This crisis is demonstrating that the way we behave, interact and communicate may have changed forever. Bill Sakellaris, in speaking with clients and candidates, a broader professional network, and friends, has observed a transitioning of thought and behaviour in people and organisations. Bill captures his thoughts on risk mitigation strategies, the assessment of leadership teams, organisational capability, and dealing with disruption.

Read "Defining the future way of working over the next six months" leadership insights

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch

If you are a top executive, you don't owe it to yourself to be coached, but you do owe it to all of those whose lives you touch. The coaching conversation must be informed by the emerging economic environment, tomorrow's customer's needs, and the business strategy. A number of coaching disciplines are common:

  • Coaching is about framing the conversation such that the coachee finds their own way (power to).
  • What the coach believes, the coachee will perceive. The coach must therefore work from the belief that the agreed outcome will (not might), could or should happen.
  • An experienced coach learns how to work from a beginner's mind.
  • To coach is to listen in the way the coachee has always wanted to be listened to.
  • To coach is to help connect the coachee with their own story, ask great questions, introduce a new metaphor, share a compelling story, open the door to best practice and personally model the behaviour being sought.
  • Coaching mastery draws on a robust coaching model, meaningful executive experience, cultural relevance, interpersonal sensitivity and mental agility.

Insights from "Coaching the CEO" by John O. Burdett, Leadership advisor to TRANSEARCH International.

A crisis demands, more than ever, that to be a successful leader is to...

A crisis demands, more than ever, that to be a successful leader is to:

  • Employ the head - Essential short-term actions must not take away from the compelling need to formulate the data/information and strategic insight demanded to put the business back on course as quickly as possible.
  • Empower the hand - To fully acknowledge the scope and impact of the crisis, craft a caring and meaningful response, act decisively, recognise the organisation's role as part of a wider community… and do so at lightning speed.
  • Engage the heart - Investments in teams and cross-organisation collaboration pays off. People, regardless of level, unite behind a common purpose. The support for working remotely builds on and further develops knowing that you are part of something special. No one gets left behind.
  • Enrich the spirit - Put empathy front and centre of everything the organisation does and communicates. People need to be able to see the first glimmering light of an early dawn.

Insights from "Are You The LEADER They NEED?" (PDF) by John O. Burdett, Leadership advisor to TRANSEARCH International.