Inner Chief Podcast

www.chiefmaker.com.au/92   Today we dive into High Performance Teams, Part 10. This is the final episode in the people pillar and so far we have discussed the right people, the right role, the right strategic development plans for them and the right coaching and one-to-ones. So now you've got the right people on the bus, got them all sitting in the right seats, you're developing them all in the right way over their entire career, looking to develop them and make them into the best people they can be. You're also actively coaching and giving them one-to-ones. Today wet finish the people pillar with a focus on the execution part of the job through situational delegation. As new initiatives and tasks come up on a day-to-day basis, this is different to our coaching and one-to-ones. This is when something pops up that is above and beyond business as usual like a special report, a new project and the quality of your delegation will directly impact the quality of performance of your people. Back in about 2006 I wa

See more at www.chiefmaker.com.au/91   This week we are joined by Roland Frasier, CEO, War Room Mastermindand the Principal/Founder at Traffic & Conversion Summit, DigitalMarketer, Praxio, Rival Media, Plattr. He is the co-founder and/or principal of multiple Inc. Magazine fastest growing companies (e-commerce, e-learning and SaaS). Serial entrepreneur who founded, scaled or sold almost two dozen different businesses ranging from consumer products to industrial machine manufacturing companies with adjusted sales ranging from $3 million to $337 million. Through War Room Roland advises over 100 major companies on digitally centric customer acquisition, activation, referral, retention, revenue and growth strategies and plan implementation. He is a guru in the art of the deal and one of the most humble and generous chiefs you’ll ever meet. Books and Resources Recommended Nothing Down by Robert Allan The Psychology of Winning by Denis Waitley Unlimited Power by Tony Robbins The works of Milton H Erickson

This is episode 9 on our 25 part series on High Performing Teams. The first 5 episodes were about your MISSION which includes your vision, purpose, strategy, values and goals of your team. And then for the last three weeks we've been talking all about your PEOPLE.   We have already covered getting the right people on the bus, putting them in the right role, and then getting a strategic development plan together for that individual.   Today we talk all about the coaching and one-to-ones. We’ll cover four important steps in coaching:   Understanding what motivates your people Understanding their psychology in greater depth Get into a regular coaching rhythm (see Ep 33 and 88 on Strategic Development Plans) Coach each person in their own right and maintaining growth mindset   See more at www.chiefmaker.com.au/90

See more at www.chiefmaker.com.au/89   This week you and I are joined by Jonathan Rubinsztein, Chief Executive Officer (CEO) & Managing Director of Infomedia.   Infomedia (ASX:IFM) is a leading global provider of SaaS solutions to the parts and service sector of the automotive industry. Founded in 1987, Infomedia supplies online parts selling systems, sophisticated service selling systems, a range of publications, as well as data analysis and information research for automotive and lubricant industries.   Previously, Jonathan was the CEO and founding Shareholder at UXC Red Rock Consulting, the largest Oracle Consulting business in ANZ with 8 offices and 600 staff.   He also served as a founding Director of RockSolid SQL is on the Advisory board of the Missionvale charity based in Port Elizabeth, South Africa and on the Board at Humanitix, the first not-to-profit ticketing platform that redistributes profits from booking fees to fund domestic violence shelters, meals to homeless, and indigenous education  

For more information go to www.chiefmaker.com.au/88   In this episode we are going to continue our focus on the People pillar of High Performance Teams. In particular, building strategic development plans for each of your team members.   One of my great mentors, all through his books, obviously never met the man, was basketball coaching legend, John Wooden. He said, "I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organisation, and a strong organisation starts with caring for their people."   When I refer to strategic development plans, I mean now that you've got the right people in the right role, you need to strategically develop them so they can be their absolute best.   To do that, you must have to genuinely, authentically care about each and every one of them. Remember, Napoleon said, "Leaders are dealers in hope." So often we get caught up with the business commercials and the targets and the things we've got to do, and we for

Part 7 of our series on building High Performance Teams continues to look at the second pillar - People. And in this case The Right Role for your people.    Once you’ve formed the right group of people, which we covered in Ep 86, now its about taking a step back and analysing if you have the right role for each of those people. A role that will bring out their best and get the job done for the team.    The best people can crash and burn in the wrong role and a low performer can start thriving in a role that plays to their strengths and focuses on work that they value.    Remember, an individual can outgrow a role and when that happens every day they turn up can feel like a step back. It can be soul destroying and in situations like that it’s a significant move if you can help them feel appreciated for their real potential. And  sometimes a role can be too big or the wrong shape for someone. E.g. If they’ve been in an operational line management role which plays to their technical expertise and they’ve shifted

For more info check out www.chiefmaker.com.au/86 In our first five minisodes on leading high performance teams we built your mission and this was the vision, purpose, strategy, values and goals of your team. We’ll spend the next 5 weeks focusing on what makes it all happen - PEOPLE.  And to start off we’ll look at getting the RIGHT PEOPLE on your team. As Jim Collins said, “Get the right people on the bus and wrong people off the bus.”  In many ways, this is actually the first step. But in reality you need to keep checking in to see if you’ve got the right people. And so that is first question, if you think about your mission and the aspirational goals you’ve got, then straight up, do you have the team that can do that?  If your answer isn’t a confident yes, if there is someone who you’re unsure of that is nagging away at you then let’s look at it. Review your team and ask yourself, are we a title winning team. Who am I unsure about and is it their skill or their character?  This is something where you r

In our first four minisodes on leading high performance teams we built your vision, purpose, strategy and values. The final element in building the first major pillar of High Performance Teams is Goals. These are  the goals or metrics that will inform you on your progress and success.  Goals must be:  - Clearly defined and linked to other goals with a measure, target performance on a particular date - Must be aspirational targets with timeframes that result in a paradigm shift or significant change in performance - Relevant for those who will be working towards it...so people have a line of site from their work to the end target - You need to check for ecology to ensure that one goal isn’t likely to be sacrificed in the pursuit of another because of systems in the backend around remuneration and reward. E.g. you might talk all about measuring values but if bonuses or annual reviews don’t include a % around how they live the values then people won’t follow it. You also need to check for ecology across departm

Our guest this week Golf Master Coach, Steve Bann on Coaching the world’s best golfers, confidence and the improvement lifecycle.   Here is what Stuart Appleby had to say about our guest. "I have worked with Steve Bann since I was 18 years old and he is my coach to this day. Steve has helped me shape my game in every aspect from the start and helped me win on the nationwide PGA tour and internationally. Steve is the most knowledgeable coach in the world and can help any golfer of any skill level achieve their goals."   Steve is a partner in BannLynchMcDade, and the team have coached their students to 29 USPGA Tour wins and multiple international amateur and professional titles. After turning professional in 1979, Steven played on the Australian PGA Tour from 1981 to 1996. Since 1996, Steve has travelled the world, coaching at over 40 Majors and five Presidents' Cups. His students, who have included, Stuart Appleby, K J Choi, Robert Allenby, and he has given lessons to many notables, including Ian Baker-Finch,

In our first three minisodes on leading high performance teams we built your vision and purpose and then turned that into a strategy.  See more at www.chiefmaker.com.au/83 So your team now knows where they should be in two to three years and also why (your purpose) and how you’re getting there. Now the next question is “Who are we and what do we stand for? How will we be remembered?”  And this starts with shared values.  What are values?  Values are principles or standards of behaviour; one's judgement of what is important in life.In a team sense they grow from your shared spirit...the aspiration or shared principles you have for life and work. Often we forget that there are unwritten standards of behaviour that already exist. You have a culture based on the values already at work in your team. It can be seen the behaviours and actions of people everyday. It can be seen in the stories they tell, the rituals and traditions, the way they greet each other, how they respond when things go wrong and how they c

In a moment you and I will be joined by Peter Finn. Peter is the CEO and founder of Face Contracting who provide a range of quality, cost-effective solutions in mining, construction & manufacturing.   After starting out in mining, he has spent time as publican in regional Australia,   Now Finny is a true Aussie larrikin. A top bloke that I met at a podcasting conference last year. He also hosts ‘Full Production’ THE podcast for the mining industry.   We are going to cover everything from self-development to leading a growing company with presence around the world.   See more at www.chiefmaker.com.au/82  

In our first two minisodes on leading high performance teams we built your vision and purpose. So your team now knows where they should be in two to three years and also why (your purpose).   The next logical question is how? And this means pulling the right levers to make the biggest and most effective impact in your area.     For more info check out www.chiefmaker.com.au/81   Many executives make a critical error at the outset of leading a transformation. They don’t stand back and clearly assess the current situation, relying instead on a partial understanding of the environment in which they’re operating. This error costs them time and money, and it raises stress and resistance throughout the process.   Chiefs spend significant time precisely mapping the territory before they start. Rather than launching projects randomly, they apply deep understanding to the problem.   This mapping gives them an in-depth understanding of the economics, culture, and their team’s capabilities. They understand how the depart

In today’s episode we meet Ronsley Vaz.   Ronsley is a speaker, author and marketer. He is the author of the book AMPLIFY – How to raise your voice, boost your brand and grow your business. His podcast, ‘Bond Appetit’, is Australia’s #1 food podcast on iTunes and receives between eight and twelve thousand listeners a day. Ronsley is also the founder of content marketing agency Amplify, which has grown from zero to twelve staff in just ten months.   Ronsley sits on the board for freetoshine.org, an organisation that prevents sex trafficking. He has an MBA in Psychology and Leadership and a Master's in Software Engineering as well as a Diploma in Financial Services. Ronsley’s journey has seen him specialise in a variety of different industries. Before killing it as an entrepreneur, he worked as a DJ, software engineer, financial adviser, restaurateur and chef.   His newest venture, Amplify, is all about converting audio into a content-marketing echo chamber. He and his team help clients create content and turn

Last minisode we spoke about Vision which is the what you’re going to achieve. The destination. Purpose is all about your why, your spirit, serving the greater good.   Simon Sinek, author of “Start with Why” says, “People don’t buy what you do, they buy why you do it.”   And that goes for people buying your products and people buying into your business or team plans.   If you don’t put purpose at the heart of what you do you’ll never know what it’s like to have someone in your team go the extra mile for the team.   You can find our more at www.chiefmaker.com.au/79   How Does purpose give us energy and make us kick out of bed in the morning?     Purpose unleashes oxytocin, serotonin and dopamine because when we do something significant that is for the benefit of others and the world these so called Happy Chemicals release into the body making us feel great and improve our bodies immune system and flow.   Every time I’ve had a huge week and it gets to Friday and I need to record a minisode I picture someone lis

This week you and I are joined by Siobhan Hayden, the COO and Board Advisor of HashChing a progressive and innovative fintech start-up. HashChing is Australia’s first online marketplace for customers to access verified mortgage brokers.   Siobhan is also a Director of Running for Premature Babies and former CEO of The Mortgage & Finance Association of Australia (MFAA) the peak industry body providing service and representation to more than 12,500 Professional Finance Brokers.   We cover: How she rose from bluecollar roots to lead one of the most exciting fin-tech businesses What she learnt from becoming a black belt in multiple martial arts forms How to stop being a victim and accelerate your career How to look at the person in the mirror and like what you see Full show notes at chiefmaker.com.au/78

Leading HP Teams - Part 1 - Vision www.chiefmaker.com.au/77 Over the next 25 weeks I’m going to share the 25 elements that form the Chief Maker HP Teams - Tx Model. The aim is that every Monday we’ll introduce one element so you can spend the week focusing on improving it even just 5 or 10%. After 25 weeks you should have made real world progress and have a measurably higher performing team. These 25 elements fall under the 5 pillars of the Chief Maker HP Teams model are: Mission People Culture Tools Execution A MISSION A clear vision and goals steeped in a bigger purpose with a clear strategy & metrics to align the group PEOPLE We have the right people with the right capability in the right roles CULTURE Our team is united,constantly improving in a challenging and enjoyable environment. TOOLS My people have the systems, processes and hardware to perform their role with excellence EXECUTION We have strong governance of our transformation to keep the clock ticking To kick things off over t

In this week’s Chief interview we meet CEO of WTRI, Dr. Lia DiBello.   Lia is a global leader in accelerated learning and business expertise. She leads her team to build cutting edge cognitive science into products that can improve performance in business while at the same time advancing research.   We cover: What is accelerated learning How can we cut the 10,000 hour rule to 16 hours The number one mistake most leaders make in their learning that is costing them How anyone can rapidly increase their rate of learning and improve business outcomes   See more at www.chiefmaker.com.au/76   More about Dr Lia DiBello   Lia is best known for the development of a particular kind of activity-based “strategic rehearsal” approach that has been shown to greatly accelerate learning through cognitive reorganization. Studies of over 7000 people at all levels exposed to DiBello’s methods indicate that learning was accelerated by several months in all cases. Other studies indicate that unprecedented performance improvement

Today, we will cover 7 vital steps that leaders often get wrong in leading transformation but when they get them right it accelerates change and makes it far less stressful.   For full summary go to: www.chiefmaker.com.au/75   A very trusted friend of our family is the COO of a national law firm. In the first paragraph of his profile he outlines his expertise in professional services firm leadership. He details how, as COO, he led a company from $3M turnover to over $100M in 8 years. Those are some seriously impressive numbers. They demand attention and they give him immediate credibility when he walks in the room. Few executives ever rise to the top without leaving behind them a clear record of transformation. CEOs are looking for leaders who can demonstrate how they’ve innovated, led significant change and succeeded without leaving a trail of destruction. Everything up to this point has been preparing you to make a standout impression when your target CEO is reviewing candidates for an executive position

Out guest this week is Sara Chamberlain, who along with her sister Amy created Australia’s premier property styling company, The Real Estate Stylist, in under 4 years. The business has grown from effectively a one sofa enterprise to now employing 15 staff with a multi million dollar turnover and a list of discerning property owners and A-listers including Rebecca Judd, Zoe Foster Blake and the Australia’s elite. Launching yet another two businesses under this umbrella since 2013 the group now includes The Artwork Stylist and The Apartment Stylist.   The Real Estate Stylist is considered the property styling experts in Australia regularly called upon for collaborations and comment with Real Estate.com, Domain, and The Collective.   A serial entrepreneur, Sara has being in business for 15 years, launching her first internationally stocked homewares range at just 21. Sara has bought and sold businesses, worked on the world’s largest advertising accounts in London, (including Coke-a-Cola, Cadbury and Pizza Hut) d

Life in the chaos of the modern business world can be crushingly difficult. Many of those caught in the machine describe the daily grind as “soul destroying”. They work hard all day, every day on an endless list of tasks at work and home. It might be politics, red tape and antiquated systems frustrating them, or they might just sense that there has to be more to life than this. Many of them feel like they need to escape, but escape isn’t the answer. They know the solution is a purposeful and impactful career and a life of significance that doesn’t come at the cost of one’s soul. Many of them see Chiefs who are living this life. They want the same thing, so they strive to be Chiefs themselves (or at least their dream role). They drive for that title which will give them the authority to make big change. The life of a Chief can look glamorous. Not only do they have the powerful roles, they are also honoured guests at the best events, they are connected to powerful and influential people, and they have the pow