2019 has been a fantastic & full on year working as part of a talented team and supporting some of the top companies across New Zealand, Australia and the USA. It is important to reflect on achievements, leadership lessons and to recharge in preparation for the projects we are taking on in 2020……..a new decade.
On the home front a baby girl (Sahara) joined our family on 30 Dec 18, so it’s been exciting having another wee one in the house. We moved house, our eldest daughter graduated from St Margarets College & was accepted to study at Canterbury University next year. Our wee boy turned 2 so home life was hectic with many firsts such as talking, walking & other family milestones. It’s been a year where sadly some good friends have died & we’ve supported close family (& several clients) with cancer. So it’s been fulfilling but certainly not plain sailing!
It was my 15th year of self employment, I took 53 domestic & international flights, completed 143 physical work outs (not enough), slept on average 6 hours per night (more needed) & Averaged 9907 steps per day (stats courtesy of my Fitbit). I delivered 208 one to one coaching sessions (for directors, CEO’s and executive leaders), facilitated 23 strategic planning sessions/reviews, developed & delivered 18 one off leadership workshops for Executive Leadership Teams & attended 34 Board & Advisory Board meetings (chairing 31 of them). I took seven weeks off to recharge, rest and have time with family.
In my Army role as an Infantry Battalion commander we have led change, deployed soldiers on operations & been involved in responses to fires in Nelson & floods in Westland as well as the Christchurch mosque shootings which rocked our nation to the core. 2/4 Battalion joined the Army’s operational 1st Brigade (NZ) in July & this role was 67 days work of my work. S
In governance roles there was challenge, break throughs & pivots. During a visit to the USA in my role as Link Engine Management Chair (along with our CEO) we visited some of the top companies in the world (Google, Apple, Facebook, Air BnB, AllBirds amongst 10 others) that since start up have been client centric & design thinking focussed. This was part of a NZ Trade & Enterprise “Better by Design” Tour and involved leaders from 20 NZ export companies. This was a life changing learning experience, as we visited New York & San Francisco over 10 days. I learnt so much about client centricity, culture by design & leading change.
In my role as part of the University of Canterbury MBA Advisory Board, I was lucky enough to be able to have a small part in a bold modernisation of the UC executive leadership programme. A move that reflects the current reality of business leadership and (in my personal opinion) it will allow UC to become one of the most innovative & relevant tertiary providers in the country for experienced leaders looking to pivot their career & lift their leadership impact.
As a business owner we have lived what we teach. We have grown our team numbers & our revenues & profits by 25%. This is an outcome of working with some fantastic clients & business partners & invest in in long term trusted relationships. Our approach supporting chairs, boards, business owners, CEOs & Exec teams to get significant break throughs, has been recognised in the market through growing referral networks. We have measured staff engagement & client loyalty via bi annual surveys & used this information to build on our offering. The Christchurch team will be delivering 22 pre booked leadership workshops in January & February 2020 alone so it is going to be a busy start to the year.
So what leadership lessons have I learnt over the year?;
- Business Leaders need to get serious to lead in constant change. It is time lift to your game if you want to succeed globally. Whilst we have some fantastic NZ companies doing very well internationally (in fact a number are clients), they have invested heavily in intentional, qualified and experienced leaders who focus on culture and inputs rather than just the outputs. Too many businesses aspire to compete at a high level but leave their leadership to chance. They invest in the best independent directors, executive leaders and strategic thinkers with an emphasis on execution combined with client focus and great products/services and constant adaptability. The old NZ “no 8 wire” attitude, whilst important to drive innovation, won’t cut it alone in a complex market environment. The best companies in the world value and invest in not just innovative/smart ideas but also qualified and experienced talent led by high performing leaders.
- Most leaders won’t have the courageous conversations needed. The number of senior leaders who simply won’t lead a tough conversation or confront poor behaviours (which are a pre-curser to poor performance) is staggering. Those who are action orientated, care deeply about their people and who will initiate a courageous conversation before it results in a big issue are rare and highly sought after. Most hide behind a complex process as a reason for not taking action. In reality they simply don’t have the courage to start what is a simple & effective process.
- Stop focussing on outputs and focus instead on the inputs that deliver them. Too many react to results after the fact and it is too late. Spend time creating clever predictive metrics that guarantee the results you are after and create a culture that consistently measures & executes them.
- Schedule, value & prioritise unstructured time. Most leaders are simply “busy & sadly that means reactive. They have no time to get ahead of the market and competition because they don’t prioritise the time needed for professional development, strategic thinking, reflection, banking lessons learnt, building strategic relationships or hanging out with clients understanding their needs. There are too many leaders who were the badge of “busyness” with pride and it creates mediocrity and reactive companies. Self discipline is needed to keep the important things ahead of the urgent.
- Invest in a future focussed Board that reflects the voice of your customer. Who on your board represents the voice of the purchaser of your products or services? Too many boards spend their time looking backwards instead of setting the culture of the business and driving the strategic agenda. To win in todays constantly changing & dynamic business environment the conversations of shareholders, directors and management must be separated, defined and deliberate. Get serious about it & have both a succession plan & professional development for your board.
- If you sword fight with Zoro you will get cut. As a leader there is always someone who thinks they have the solution or is hyper critical of a decision. In reality to lead at a high level you need to have confidence & clarity. Make the best decision you can with the best information available at the time and iterate it as needed. Leaders stand for something, they can take a punch and are resilient enough to carry on and win. It therefore stands to reason you will make a few mistakes, get things wrong, piss a few people off and attract the armchair critics. Accept this, reflect and commit to being always a better leader, stay true to your values & purpose and surround yourself with a wide network of coaches, mentors & peers who want to see you do well. Most importantly enjoy the ride because executive leadership is one of the most challenging & satisfying things you can do in the world. Most people can’t or won’t step up the the plate & thats fine……there have to be followers.
So overall 2019 has been a fantastic year. There have been the challenges of leadership and people that every business faces. Highs, lows and everything in between. Without a doubt the best things have involved family and friends growing and changing. Many of our clients have won national and international awards and their energy and thirst to get better and better has inspired me to keep learning and to get better at what I do professionally. As a professional leader it doesn’t really get much better than that & in the world we live in we require adaptability and agility to navigate the change we face over the coming years. Thank you for letting us play a small part in your leadership journey…….I really value it.
That said it is time to have a break, to disconnect, to have a beer (or 3) and to recharge over the summer break. Hows 2019 been for you? What valuable leadership lessons have you learnt?