In Episode Nine of the Propelling Performance Podcast, Rob speaks with Bill Gallagher, Scaling Up Expert, CEO, Serial Entrepreneur, Advisor, Keynote Speaker, Podcast Host, Strategic Planning and Growth Coach. Bill shares his wealth of experience working with business leaders to lean into leadership, and that in order for leaders to create change, they need to change themselves. He takes us through application of the Flywheel concept to leadership – inspire, engage, plan and coach.
Category Archives: Business
Applying a game plan to your business
In Episode Eight of the Propelling Performance Podcast, Rob speaks with Andy Gowers, Business Development Manager, Cranage Financial Group. After a successful career as an elite AFL player with Hawthorn and Brisbane Football Clubs, and a mentor and Director with Hawthorn, Andy successfully transitioned from sportsperson to entrepreneur.
How to make your employees your greatest asset
In Episode Seven of the Propelling Performance Podcast, Rob speaks with Natasha Hawker, Managing Director of Employee Matters. Natasha shares her insights into the impact of the COVID pandemic on workplaces; what businesses are doing right and what need to be done better; the common mistakes leaders are making with employee engagement; key points on amplifying your culture and how to retain and look after your people as we navigate a COVID normal world.
How To Use Financial Transparency To Engage Your Employees
In Episode Six of the Propelling Performance Podcast, Rob speaks with Rich Armstrong, President, The Great Game of Business. Rich shares strategies to introduce financial literacy into your business; explains principles including financial huddles, scoreboard and mini games; discusses common mistakes he sees from leaders; how to build engagement in your organisation and examples of how to get started by creating and using a mini-game.
Navigating the challenges of family business
In Episode Five of the Propelling Performance Podcast, Rob speaks with David Werdiger, director of Nathanson Pearson. David shares his wealth of experience as a second-generation family business member and discusses the challenge of expectations surrounding subsequent generations in a family business, the critical importance of communication, shared vision and aspirations and a mindset change from ownership to stewardship.
Lessons in leadership
In Episode Four of the Propelling Performance Podcast, Rob speaks with strategic leader and Executive General Manager – Home Care & Retirement Living, IRT Group, Ross Gallagher. Listen to Ross’ insights on his leadership journey and the lessons he has learned; his hallmarks for great leadership; advice for young and emerging leaders; some of the most common mistakes leaders make and how Ross led his team successfully through the challenges of the COVID pandemic.
Function to Founder – a leadership journey
In Episode Three of the Propelling Performance Podcast, Rob speaks with former school teacher turned CEO and strategic leadership coach, Andrew Smith. Andrew offers valuable insights on his journey from functional expert to CEO and leader of a multi-million dollar, IASX listed company and beyond.
The Accountability Advantage
In Episode Two of the Propelling Performance Podcast, Rob speaks with ‘The Accountability Guy®’ Darren Finkelstein about how to make accountability your super power and get it working for you.
What’s your financial context?
I recently had two interesting conversations about financial context, and the way leaders think about revenue and opportunity. In the first case, the executive team was presenting a case study about a new service offering. This new business initiative was worth around $2M in revenue – frankly a sum that is dwarfed by their core business, but it has massive potential, and is likely to scale as a significant part of their 5-year strategy.
Reading the conditions
How do you set your future agenda – is it based on personal objectives, or do you research and run tests? How do you go about benchmarking in your specialty or industry? Whichever way you keep score, it’s all about reading the conditions, so you can obtain a view of current state and your desired future and, with these assessments in hand, plan how to get there.
Evolving Beyond Being ‘The Leader’ To Real Leadership
This article, written by Michael Nathanson originally appeared on chiefexecutive.net on July 9, 2021 CEOs practically may be the singular “chief” executive officers of their companies, but that does not mean they must think or act like they are the only leader at the top.
The illusion of certainty
The lifetime customer, the iron-clad supplier, the legislated right to operate – it can all change at the stroke of a pen … or the start of a pandemic. I had an interesting discussion with a prospect recently about starting or waiting. He’s looking to double his significant mid-tier business over the next 3-5 years and he’d also like to significantly increase the profit margin to 20% rather than the current 10%.
Are you playing the game or imposing yourself?
Success in professional sports this year has been not only about survival of the fittest, but survival of those able to adapt to change – just as we have experienced in business. Spring is high season for sports competition here in Australia – including Australian Football League (AFL) finals, interstate rugby play-offs and thoroughbred horse racing carnivals. So you get a good look at who’s best and who makes up the rest.
Making a pivot
Are you in the middle of a pivot? Pivot is the word on everyone’s lips right now, and there have been some incredible examples of innovation in recent weeks; LEGO making face masks, gin companies making hand sanitiser, to name just two. It’s all about making the most of your core competency, a regular topic I discuss with my coaching clients. This type of ‘pivot’ often happens in times of crisis.
What are your pacemakers?
It was the first true skyscraper – the building that broke all the rules. The magnificent Empire State Building was constructed in just 12 months, ‘one storey a day’ and one month ahead of schedule. How did they do it? By discarding industry standards and writing a new rule book, while keeping the ‘four pacemakers’ of construction.