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WELCOME TO THE WINTER EDITION OF INSIGHTNEWS! If we had no winter, the spring would not be so pleasant: if we did not sometimes taste of adversity, prosperity would not be Anne Bradstreet (1612 - 1672) so welcome.



Workplace Culture and High Performance How well do your leaders and managers understand: • Team Effectiveness? • Team Leadership? • The Art of Having Difficult Conversations? • Congruent Speed to Outcomes? Just to name a few… T: (08) 8232 8120 WE WELCOME YOUR FEEDBACK If you have any questions to ask or comments to offer etc, please contact us. © Insight International

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WINTER EDITION 2013 INSIGHTNEWS: Online Edition 6/2013



I have just finished reading an interesting article on Workplace Culture in the May 2013 Harvard Business Review. This article was written by Ron Goffee and Gareth Jones (well known for, amongst other things, their book - Why Should Anyone Be Led By You?). This article begins by posing the question...If you were to design the best company on earth to work for, what would it look like? For three years Goffee and Jones posed this question to hundreds of executives through surveys and seminars and based on the premise that people will not follow a leader they believe to be inauthentic. I don’t think that any of us would argue with that! Continued/2...


winter feature workplace culture high and

performance patrick lencioni's

organisational health model ipod shuffle competition winner: Hope Johnson

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Workplace Culture and High Performance


Their findings state that “the organisation of your dreams is, in a nutshell, a company where individual differences are nurtured; information is not suppressed or spun; the company adds values to employees, rather than merely extracting it from them; the organisation stands for something meaningful; the work itself is intrinsically rewarding; and there are no stupid rules.” In essence they have identified six organisational virtues:

Feature Articles  From the MD's Desk

Workplace Culture and High Performance 1/4  Patrick Lencioni's

Organisational Health Model 4/5  Six Crucial Questions 6

Regular News  Who’s Who @ Insight

PROFILE: Michelle Mills 7  Upcoming Events 8



1. Let Me Be Myself 2. Tell Me What’s Really Going On 3. Discover and Magnify My Strengths 4. Make Me Proud I Work Here 5. Make My Work Meaningful 6. Don’t Hinder Me with Stupid Rules They have produced a simple checkbox diagnostic that relates to these virtues. If you would like a copy, please contact me. Again, as I mentioned earlier in this piece, what they have discovered is pretty much common sense. Note that I don't write this in any disparaging manner – speaking common sense and making it a reality are two very different things. I would rather have a diagnostic that supports me in getting to a reality than not having one. However, I do have a bit of a problem with the diagnostic. Quite simply, it appears to be very one way: Let Me Be Myself; Tell Me What’s Really Going On; Discover and Magnify My Strengths; Make Me Proud I Work Here; Make My Work Meaningful; Don’t Hinder Me with Stupid Rules. These virtues are 6 key drivers for what an organisation should do to create the greatest workplace in the world. I hold a slightly different perspective. You see, I am of the view that workplace culture is created in a two way street. Of course I am aware of the historical and hierarchical perspective of culture, noting that what has gone before sets the path for what may follow and that the mindset of leaders in an organisation either supports or negates an employees' capacity to impact on “the way things are around here”. In short; an organisation seeking to create great culture is guided by people wanting to create great culture.



And I guess that this is where the emphasis on the “Me and My” raises my eyebrows that bit. At a glance it could be read that, as an employee, I could act as a pampered child, waiting for someone to do things for me so that I can work in a great culture. I understand the interpretative of reading between the lines to find the duality of culture within their six virtues – but it is just not obvious enough. I want it explicit that culture is the property AND responsibility of EVERYONE. So, in the spirit of “positive politics” that is so prevalent at the moment, what would I say? Firstly I say that without commercial success there will be no organisation; whether it be a large or small-scale capitalist enterprise or a not-for-profit organisation. Therefore in my view, the creation of a great workplace culture must also incorporate the creation of a culture of commercial success. However, I hasten to make the distinction between commercial success and profit. As Peter Drucker once said “a company's primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company's continued existence.” He also stated that “the non-profit institutions are human-change agents. Their "product" is a cured patient, a child that learns, a young man or woman grown into a self-respecting adult; a changed human life altogether.” Therefore without commercial success, there is no “product”.

So two key drivers for me are commercial success and people success and I believe that a great workplace is where everyone is strategically, collaboratively and synergistically focussing on those two over-arching and key drivers commerciality and relationships; a commercial mindset built around strategy, business performance and creating a clear, strong and successful future and a relational mindset built around acting with courage, connecting with people and unleashing talent. To be commercially successful we need to create and execute great strategy, shape our commercial success through connecting with customers and stakeholders, continuously strengthen business performance and our financial insight. We need to, in a sustainable manner, lead innovation, drive change, embrace technology and connect globally. To be successful in our workplace relationships we need to be courageous, deal with the difficult and complex and inspire personal greatness in others and ourselves. We need to strategically collaborate and communicate with others to ensure that our workplace is safe and that we are able to give our best – as individuals and as members of high performance teams.



Don't lower your expectations to meet your performance. Raise your level of performance to meet your expectations. Expect the best of yourself, and then do what is necessary to make it a reality. Ralph Marston

Finally, we need to value and coach others, influencing their performance and growth – and the growth of the organisation.



FROM THE MD'S DESK FEATURE So, in essence I have outlined six organisational dimensions: 1. Drive Strategy 2. Shape Commercial Success 3. Create the Future 4. Lead With Courage 5. Connect People 6. Unleash Talent At this stage you are probably thinking that I am a genius.  Well, I would love to say that this is all my own thinking – but it is not. It is the collective thoughts and conversations of literally thousands of leaders across Australia and New Zealand over the past 12 years or so and these thoughts and reflections are captured within the research that has become Insight’s Dimensions of Leadership. Insight’s Dimensions of Leadership (DoL) is a rigorous, practical and educative framework that enables focussed organisations to become great through leadership clarity, consistency and density. It describes the essential imperatives, elements and actions of great leadership across a range of levels (senior, mid-level and first-level leaders) within any organisation. It provides the perfect base from which to construct great clarity, great culture, great people, great strategy, great buy-in and great performance – and therefore a great organisation.

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s pe cial a Sh er mm ess Co ucc S

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If you want to create the best workplace in the world – create a workplace with people that focusses on relational and commercial success.

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cts ne le n Co eop P

If you want to continue the conversation – drop me a line.

Cheers Ian es sh a t le Un alen T



Contact: Ian Davis Managing Director


At a recent team meeting one of the topics on the agenda was a discussion about healthy organisations and what do they look like? Daryl Pedder, one of our brilliant facilitators lead the discussion he is passionate about Lencioni. For those participants who have also enjoyed Daryl's enthusiasm on this topic would know from experience just how this session ended up becoming one of those genuine team times of rigorous conversation.

Just to good not share with everyone...


ive Cohes am Te

Create Clarity

Over unication Comm


LENCIONI rce Reinfority a Cl

Patrick considered to be an inspirational writer and speaker on improving the health of organisations. His principles have been embraced by leaders around the world and adopted by organisations of virtually every kind.

Organisational Health Model The Four Disciplines: What exactly does an organisation have to do to get healthy? There are four simple – but again, difficult – steps. Discipline 1: Build a Cohesive Leadership Team

Discipline 2: Create Clarity

Discipline 3: OverCommunicate Clarity

Discipline 4: Reinforce Clarity

The Model

The Model

The Model

The Model

Healthy organisations minimize the potential for confusion by clarifying...

Healthy organisations align their employees around organisational clarity by communicating key messages through...

Organisations sustain their health by ensuring consistency in...


Cohesive teams build trust, eliminate politics, and increase efficiency by... • Knowing one another's unique strengths and weaknesses. • Openly engaging in constructive ideological conflict. • Holding one another accountable for behaviors and actions. • Committing to group decisions.

In addition to these four steps, it is essential that a healthy organisation get better at the one activity that underpins everything it does: meetings.

Yes, meetings! Without making a few simple but fundamental changes to the way meetings happen, a healthy organisation will struggle to maintain what it has worked hard to build.

• Why do we exist? • How do we behave? • What do we do? • How will we succeed? • What is most important, right now? • Who must do what?

Can a healthy organisation fail? Yes. But it almost never happens. Really. When politics, ambiguity, dysfunction and confusion are reduced to a minimum, people are empowered to design products, serve customers, solve problems and help one another in ways that unhealthy organisations can only dream about. Healthy organisations recover from setbacks, attract the best people, repel the others, and create opportunities that they couldn’t have expected.

• Repetition: Don't be afraid to repeat the same message, again and again. • Simplicity: The more complicated the message, the more potential for confusion and inconsistency. • Multiple mediums: People react to information in many ways; use a variety of mediums. • Cascading messages: Leaders communicate key messages to direct reports; the cycle repeats itself until the message is heard by all.

At the end of the day, at the end of the quarter, employees are happier, the bottom line is stronger, and executives are at peace because they know they’ve fulfilled their most important responsibility of all: creating an environment of success.

• Hiring. • Managing performance. • Rewards and recognition. • Employee dismissal.

Lots of organisations are good technically - 95% invest in being: SMART Technically, strategically financially and in the marketplace. Areas that are often not given enough consideration and need to be included in a healthy organisation are: HEART Minimum politics and hidden agendas. Minimum confusion. Therefore giving maximum advantage of high levels of morale and productivity. RESULTS = A happy team! Is your organisation healthy?


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INSIGHT TEAM S s ' i n o i c Len 3. What o? MEETING w o H . 2 do we d uing Contin our on with eting team me n discussio Patrick topic of s four Lencioni' es we Disciplin d in discusse detail, rigorous s... Lencioni'

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6. Who must do what?

l ix crucia ere are s h t e g n li in k is Discip ht provo Within th of thoug . e y g ers. it n r b ra la m C me e re a t a m a a w e e r t lo t C e h : b r2 d and the Insig h you! e Numbe answere some of them wit m re o a fr h s s Disciplin questions that we r o ted t answe We wan

• So we can unleash individuals and organisations potential. • To impact others in the meeting, to facilitate change, to challenge staff and self. • Transform business, transform people - new knowledge, challenge and to achieve potential. 1. Why do we exist?

• Create possibility thinking and opportunity, be the best you can be, explore want vs. need. • To increase the intellectual capacity of the planet.

A & Q 2. How do we behave?

• With an increasing degree of congruency, fun, laughter and humility. • Possibility, exciting, professionally, with connection, enthusiasm, with you. • With care, fun, professionalism.

• Open, supportive and consultative.

• Great enthusiasm for product delivered, moving forward - momentum.

3. What do we do?

• Give people a reason to connect with people. Plant seeds - water - fertilise - stand back - watch grow - share with others - give back to the planet.

• Educate, inspire business growth.

• Provide mechanisms to disturb the status quo of organisations - we agitate. • Focus on increasing business growth.

• Possibility, exciting, professionally, with connection, enthusiasm, with you. • "Salt"our upcoming projects and ongoing research.

4. How will we succeed?

• Being open, supportive and consultative.

e w t a wh ink? th

• Teamwork - commitment to product - set goals -review.

5. What • Continue building on our great reputation. is most • Focus on the "1%" - make us really great! important -right • Accentuate trust, reinforce clarity of processes. now?

• Explore opportunities.

• To avoid success complacency.

• All must create future - lead with courage - unleash talent...

• Everyone owns their bit, shares their bit, thinks collaboratively through. • Maximise talent and ensure efficiencies.


6. Who must do what?


• Delivery of product and delivery of promises = great experience.

• What they say will do - check in - clarity - awareness - agreement - understanding - passion!

We recently ran a competition to win an ipod shuffle!


PROFILE: MICHELLE MILLS Michelle is passionate about people and outcomes. Her level of preparation is second to none and her capacity for follow up and follow through is superb. She is an engaging, active, energetic and focussed facilitator, achieving extraordinarily high assessment feedback after workshops and at the completion of programs. Michelle is very people oriented.

Michelle is well qualified holding

She takes great care to ensure

a range of management, business,

that all learning opportunities

counselling and training qualifications.

presented to participants are relevant, engaging and organisationally focused. She has worked successfully with employees within a range of corporate, government and not for profit sectors.

Michelle holds Myer Briggs Type Indicator accreditation, DISC, HBDI and EQ-i accreditation. Michelle is a highly motivated, energetic, creative, resourceful, determined, people oriented facilitator. She sets high standards

She currently travels extensively

for herself and others, requiring

throughout Australia and New

and ensuring that objectives are

Zealand facilitating long-term

met within timeframes and to a

qualification programs to our clients.

professional level whilst providing

and the winner is!...

Hope Johnson from People's Choice Credit Union. Hope was delighted to win the shuffle as it would become the replacement for her other shuffle that fell into a mop bucket. Dead in the water!! The good thing is that she has her music files ready to load straight onto the new shuffle... Congratulations Hope! Wishing you many high and dry hours of listening to your music again...

significant levels of developmental support.

QUOTE: "A leader is one who knows the way, goes the way, and shows the way." John C. Maxwell

ABOVE: Rick Kearney from Insight and Hope Johnson from People's Choice Credit Union.


info More Information: Lee Zivanovic Manager: Creative Design & Office M: 0438 005 883 E:



"The real voyage of discovery


consists not in seeking new landscapes but in having new

september • october • november

eyes." Marcel Proust

Meeting Room for Hire Our meeting room has everything you need to conduct a successful meeting. Centrally located in Hutt Street with easy access to local cafes, restaurants if needed.


International Nelson Mandela Day


Arbor Day


International Day of World's Indigenous

19-25 Keep Australia Beautiful Week 23

Daffodil Day

Please organise your own catering and have it delivered to our address. We will provide you with: • Glassboard/markers • TV • Free wireless internet • Photocopying • Conference calls • Complimentary water, tea and coffee • Seats up to 10 people • Reasonable rates Call Lee Zivanovic at the office on (08) 8232 8120 for more information or to make a booking.



We will continue to bring you feature articles from the desks of our Insight facilitators, plus the regular features. We hope you have enjoyed reading the winter edition of...

INSIGHTNEWS! Remember if you have any feedback we would love to hear from you!

And finally for this edition... Management is about arranging and telling. Leadership is about nurturing and enhancing. -Tom Peters-

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© Insight International Consultancy Pty Ltd PO Box 7250 Hutt Street Adelaide South Australia 5000

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Insight News Winter 2013  

This is Insight’s way of keeping our clients updated with current trends, knowledge, skills, tools and tips that are constantly evolving in...

Insight News Winter 2013  

This is Insight’s way of keeping our clients updated with current trends, knowledge, skills, tools and tips that are constantly evolving in...