2018: The Leadership Lessons I Learnt

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The Southern Alps of New Zealand: A great spot to reflect.

I loved 2018. It was an exciting, challenging year packed with fun, great work assignments, tough conversations, big decisions, awesome colleagues and the opportunity to work with business leaders who are at the top of their game.

Each year I ask the CEO’s I coach to reflect on what they have learnt, what they have achieved and to think ahead to the challenges they face.  I  also challenge myself to do the same. “Live what we teach, teach what we live” is a Core value after all.

It does take discipline to stop, take time out, reflect and to bank lessons learnt. If you don’t then you run the risk of not seeing exactly what has been achieved and will likely make the same mistakes or worse not leverage the hard earned lessons you have learnt.

A summary of key aspects of my year and some data (what gets measured gets managed).

Family: My daughter passed her NZCEA level 2 with Merit (whilst rowing, playing netball and Basketball), my son turned one & a wee baby daughter was born on the 28th of December 2018. We moved house, celebrated my parents 75th birthdays, family birthdays and sadly have had to both support ill family members and attend funerals of extended family and friends. That said I loved every minute of my family life.

Personal Fitness, health & well-being: Courtesy of my Fitbit I know I walked or ran 2555km, climbed 2234 flights of stairs, completed 182 work out periods consisting of 261.5 active hours and burnt a grand total of 1,252,315 calories! I took a month break at Christmas and 3 x one week breaks during the year to stay recharged, have time with family and to rest.

Work wise I took 56 flights, led 231 executive coaching sessions (one on one with Directors, Founders, CEO’s and C level executives in NZ, Australia & the USA), Chaired 24 Board meetings, took on a another chair role & taught on the University of Canterbury MBA course. I also led 57 Strategic planning sessions with companies and facilitated 31 customised Executive Leadership workshops. Clients were NZ wide, in Australia and in the USA & included work with Ngai Tahu, the Canterbury Rugby Football Union, tech companies, not for profit organisations and bigger companies than we have traditionally done business with.

In October I traded my shares in the national company & Greg & I purchased the Christchurch Practice & client accounts outright. In November I attended the Institute of Directors five day directors course and then subsequently completed the requirements to be a Chartered Member of the Institute. Through the year clients won a number of national and regional awards and it was a pleasure to attend the Champion Canterbury, NZ Export Awards and NZ High Tech Awards.

Our business partner John Spence (and his lovely wife Sheila) visited down under and we worked together to deliver some unique Leadership Development workshops. We continued to develop strategic partnerships with likeminded professionals as we grow our leadership and execution services offering.

In my role as Commanding Officer of 2/4 Battalion, Royal New Zealand Infantry Regiment I completed 56 days service. The Battalion supported local communities, deployed people overseas on operations and commemorated ANZAC and Armistice centenary celebrations across the South Island. I qualified on the NZ Army fitness test and the rifle and pistol shooting tests which whilst standard qualifications, they require some focus and commitment to ensure I set the example as the Commanding Officer.

A busy and fulfilling year. So what did I learn?;

  1. Push for the break through, be patient and do the hard mahi (work). Good things take time & when you are working in the complex space of behavioural change and leadership there are no magic bullets or instant solutions. You have to be focussed, consistent and reflective. Consistently leading courageous conversations is the catalyst for the break through.
  2. Never underestimate the impact of caring. Play the long game – In a world of pace, shallow relationships & instant gratification it can be hard to make the important things happen. The stuff that needs a longer horizon. The rewards are great if you can play the long game, focus on the long term goal and invest in developing high trust relationships. Time & time again it pays dividends. Give back time, coach others, be genuinely interested in their success & the success of their organisations.
  3. Choose your mindset and control your reaction. You can’t control the action of others, markets, weather, government decision but you can control how you choose you react. Keep a cool head, never react immediately, reflect and have fun. It doesn’t matter how challenging a business situation is…..life carries on. Its not like a military operation after all!
  4. It gets easier to make tough decisions. Tough decisions = an easy life. In a world of populist leadership it will set you apart and allow you to maintain momentum. After all time is short and your most valuable asset. Use it wisely surrounded by good people who challenge you, who are on the same mission and who energise you. Avoid those that constantly take and drain energy whilst offering nothing in return. When making decisions it is important to have a framework and to reflect back on the outcomes.
  5. Keep Grounded. It is important to recharge, spend time with family and friends & to invest in your own education, development and personal interests. It keeps you connected to your purpose and on track.

2019 has started with some great opportunities & I’m looking forward to working hard to ensure it is a success.

A link to to the Lessons I learnt in 2017.

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