Guest post by Leon Gettler
This year, the Australian Institute of Management is launching an exciting new podcast. Each month, The Management Insider Conversation…with Leon Gettler and Garry Barker, two experienced journalists with close to 90 years’ experience between them, will tackle key issues confronting managers today: women in leadership, corporate endurance, the value of MBAs and other qualifications, how to network to advance your career, how to deal with absenteeism and more.
The beauty of these podcasts is that they can be listened to at any time: on your computer, on your tablet or phone when you’re in transit. The podcasts combine the immediacy of radio with the insigh
Guest post by Yolanda Beattie
In November last year the Business Council of Australia and the Male Champions of Change both released significant reports calling on business to do more about maximising the potential of their female and male talent. The press covered both announcements at length. Over the weekend, International Women’s Day was heralded by the sound of women executives, politicians and community leaders across Australia demanding better gender equality in management and leadership.
So are we finally at a tipping point to address the persistent dearth of women in leadership positions across Australia?
I think these laudable and important initiatives combined with the new reporting requirements that come into full effect this year under the Workplace Gender Equality Act represent the burning platform this issue needs to finally secure the leadership commitment needed to drive lasting change.
Why? Business’s attempts to improve gender equality will now be informed by standardised gender composition data across five defined management c
Guest post by Cameron Britt
To be recognised as a 2014 member of the exclusive AIM30 Under 30 is an exciting achievement. It’s a significant career accolade to celebrate with family, friends and colleagues, as well as a chance to reflect on one’s career journey to date. For me, this has been a journey with a sport and community focus.
I firmly believe that business presents an opportunity to influence social improvement and positive change. This has become only more apparent as my career has progressed. There was once a time when a phrase like ‘triple bottom line’ would have sounded more like an aerial ski jump manoeuvre than something for me to understand and embrace within the organisational context. However times change and I’ve now come to learn – and share – that with high profile and brand value comes social responsibility.
When your employer possesses a highly visible brand, the glare of the spotlight can be both intoxicating and distracting in equal measure. In the business of sport this is only accentuated. However the advantages do outweigh the disa
Guest post by Fiona Triaca and Erica Davis, Naked Ambition
Long black, flat white, decaf soy latte… most of us live for the stuff. Our barista is often more respected than our barrister. And definitely more serious.
But what you may not realise is that this humble bean can hold the key to your career success. It’s all down to that old networking kingpin, the coffee meeting.
A casual coffee with a clever colleague, a potential mentor or a business idol is fabulous for helping you cultivate big ideas, getting your name out there and could even hold the key to your greatest career move.
However, if you find yourself avoiding this form of networking because it feels just like a blind date, you aren’t alone. Sweaty palms, rehearsing clever things to say, last minute nerves and doubts about why you are organised it in the first place. All totally normal. But none-the-less unhelpful when it comes to getting you on the fast track.
At Naked, we actually call it The Corporate Date and like any important date, it needs a little pre-planning. And the rest is
By Tony Gleeson
There are 500,000 reasons why Australia needs to solve the performance problems of the nation’s middle managers. That’s the number of middle managers there are in Australia and our latest survey research project confirms that many of these managers are underachieving.
Australian Institute of Management survey data shows that efforts to improve the productivity and performance of organisations are being stymied by inefficient and under skilled middle managers. The survey, Middle Managers – Evaluating Australia’s Biggest Management Resource was conducted in conjunction with Monash University and involved 1,898 business people ranging from CEOs and business owners to middle managers and aspiring managers.
Middle managers make or break an organisation. They are the ‘bridge’ in organisations that connect the goals and strategies of top level management with the ambitions and work practices of lower level staff. Therefore, middle managers are crucial to the success of any productivity or change management programs.
The survey participants said
Guest post by Aaron LePoidevin
Recently being selected as one of the AIM30 Under 30 has given me cause to reflect on what it takes to achieve success at a young age.
Success, of course, means many different things to different people. I think of success as the accomplishment of a useful aim or purpose. Using this definition, to be successful you must first have a specific aim or purpose.
To better understand the impact of having a written purpose, late last year I undertook the 100 day challenge – a program designed to accelerate achievement through goal setting in any area of your life. I decided upon three specific aims, one work-related and two personal. My work-related goal involved sharing insights on the importance of innovation with 25 companies I had not met before. My personal goals involved completing my first solo flight and volunteering with Angel Flight.
I have read that three of the five dysfunctions of a team include a failure to focus on goals, an absence of commitment and a lack of accountability. These potential pitfalls would not be
By Tony Gleeson
A recent Innovation Survey we conducted with Melbourne University highlighted a prevailing lack of business leadership as the primary impairment to workplace innovation and business profitability in Australia. In light of this, I sat down recently with Federal Minister for Small Business the Hon. Bruce Billson, innovation expert Professor Danny Samson and a select handful of accomplished innovators for a roundtable about how we can better foster a culture of innovation in Australian workplaces.
Below are some simple steps we all agreed business leaders could take to ensure a profitable and sustainable culture of innovation.
Be at the main game
Don’t wait for innovation to happen to your business – go out and find it! Look everywhere from your own backyard to the far corners of the globe. Inspiration for innovation is everywhere but it won’t just fall into your lap.
Show your hand
Be a mentor. Get a mentor. There’s a serious cultural flaw in Australia of great innovation being a closely guarded secret. Sharing smart inn
Guest post by Ian Harrison
Australia’s reputation for high quality, health and safety standards and its clean, green environment have helped create a strong nation brand for our businesses to leverage. In markets everywhere, it is generally a plus for products to be recognised as Aussie.
As a result, country-of-origin (CoO) branding represents a significant opportunity for businesses making and growing things right here – and employing Australians in the process.
There are a number of ways business can identify their products as locally made or grown, but the only registered certification trade mark for country-of-origin claims is the Australian Made, Australian Grown (AMAG) logo. Recognised by more than 98% of Australians and trusted by 88% as a true identifier of genuine Aussie products and produce, it is by far the most effective – and it has been for more than 28 years.
People don’t just buy Aussie out of a sense of patriotism or to support our growers and manufacturers – although those reasons are valid and do play a part – they buy Aussie products
Guest post by Professor Bill Harley
The term ‘human resource management’ can be traced back at least to the 1960s, but HRM as we think of it now really emerged in the 1980s.
As US scholars looked to the East for inspiration about how to fix productivity problems in US manufacturing, they saw Japanese companies investing in their employees and treating them as valued resources, while seeking to foster employee commitment and build strong cultures.
While they may well have misread what was really happening in Japanese firms at the time, the idea that good HR practices were the key to productivity rapidly spread across the US and then the rest of the world. Since that time there have been a lot of extravagant claims made about the importance of HRM for organisational success.
If you look at the mission statements of many Australian organisations you could be forgiven for thinking that people management is the single most important factor in their continued success. In fact, many organisations don’t manage their people nearly as effectively as they might. T
Guest post by Cris Popp
The preoccupying question for all organisations regarding their staff is: “How do I get the best or better performance?” For leaders and managers this translates to “how do I improve the performance of my team?”
Traditionally, the wisdom has been that leaders need to:
The analogy that is commonly used is that teams are like chains, and a chain is only as strong as its weakest link. Hence find the weak points and fix them. I am using broad brush strokes, but essentially all leadership training has had these as their (unconscious) premises.
They are wrong. In fact, the opposite is true.
Leaving aside that teams rarely work on a single sequential task (so they are not like chains at all), this point-of-view is now being discredited by the new fields of positive organisational scholarship (POS), and positive organisational development (POD).
If you lead with strength, spend most of your time with your poorest perfor