Research

Switched On

“Three out of every four employees report that their boss is the worst and most stressful part of their job.” Inc Magazine survey

Managers are promoted due to technical ability, which doesn’t always translate into management proficiency.

So, many managers struggle or fail to engage their people. They often don’t know how or are ill equipped to balance their tangible deliverables with the less-visible people and culture metrics.

Click here for free excerpt from Lisa Rubinstein’s upcoming book “Switched On”

What Great Leaders Have..

Seeking to find what differentiates great leaders, I embarked on a 3 year study, interviewing well-respected leaders of Australian companies in a range of sectors from well-known, ASX-listed entities, to the quiet achievers leading small companies to local government bodies. I added to this the latest findings in neuroscience and psychology to distinguish a model for leadership excellence that transcended culture, gender, industries and geography.

I found that leaders who authentically connect with their people, and recognise the importance of continued engagement, accountability and shared value across all levels of their enterprise will realise a significant ongoing competitive advantage. Leaders whose values, talents and interests match those of their enterprise will be better equipped to deal with increasing complexities and adapt more readily to the frequently changing landscape.

Leaders who consistently deliver on their promises will build trust, confidence and respect of their peers and the people they lead, with more power, stakeholder support and buy-in for their ideas.

These leaders are True Leaders.

These are their stories.

What Great Leaders Say…

There are plenty of ideas in an organisation. It’s up to the leadership to nurture this commitment which leads to a culture of innovation. Naomi Simson

Founding Director of RedBalloon

While achieving goals are great, it’s really the journey that’s important. For me, it’s also about the satisfaction of looking back, learning from and enjoying having achieved what we set out to accomplish. James Kemp

Director of Amicus Interiors

When setting a goal, I immediately think about what the outcome looks like once it’s achieved and work backwards to map out what are the things we have to do to get to that outcome. Rachel Argaman

I try to visualise the mood, read where people’s minds are at the start, then take them through a journey to a point, so it’s important to understand where they are. Michael Cameron

CEO of GPT Group

My team is involved in writing the vision so it’s got a part of them in it. David Lennon

Director of Reef Ball Australia

You need to have all those personalities in the organisation working towards a common goal to achieve success. Sean Birgan

Director of Nursing Division of Surgery at Princess Alexandra Hospital, Brisbane

Life and business is all about interpersonal relationships. You can’t achieve all you want to achieve, you can’t trust unless the person comes warts and all. Michael Luscombe

CEO of Woolworths

I look for the point of convergence or penetration – how am I going to structure this so people will open up and think about this in a way that will let possibilities emerge. Bruce HarveyGlobal

Practice Leader: Communities Rio Tinto

There needs to be a sense of relatedness and generosity as employees have to want to be there and enjoy that type of work. Leah Armstrong

CEO of Reconciliation Australia

Life and business is all about interpersonal relationships. You can’t achieve all you want to achieve, you can’t trust unless the person comes warts and all. Michael Luscombe

CEO of Woolworths

Leaders have a responsibility to bring people with them on their journey – to share their ability and their insights, to encourage those setting out in the early stages of their career. Dean Herald

Director of Rolling Stone Landscapes