[av_layerslider id=’3′] [av_hr class=’invisible’ height=’10’ shadow=’no-shadow’ position=’center’ custom_border=’av-border-thin’ custom_width=’50px’ custom_border_color=” custom_margin_top=’30px’ custom_margin_bottom=’30px’ icon_select=’yes’ custom_icon_color=” icon=’ue808′ font=’entypo-fontello’] [av_heading tag=’h1′ padding=’10’ heading=’Executive Leadership’ color=” style=” custom_font=” size=” subheading_active=” subheading_size=’15’ custom_class=”][/av_heading] [av_one_full first] [av_textblock size=” font_color=” color=”] There is little doubt in the literature and the practical business world or military or sport that the Leader must ‘light the way’, clearly articulate the vision, and demonstrate by personal actions and behaviours how “….it is around here…”
[/av_textblock] [/av_one_full] [av_hr class=’invisible’ height=’10’ shadow=’no-shadow’ position=’center’ custom_border=’av-border-thin’ custom_width=’50px’ custom_border_color=” custom_margin_top=’30px’ custom_margin_bottom=’30px’ icon_select=’yes’ custom_icon_color=” icon=’ue808′ font=’entypo-fontello’] [av_one_half first] [av_textblock size=” font_color=” color=”] Many businesses, and consequently the executive leadership of that business have been or continue to be rocked by –

• Constant economic pressures
• Political and regulatory changes
• unforeseen global ‘shock waves’
• Disruptive technologies
• And such recent phenomenon as climate change

[/av_textblock] [/av_one_half] [av_one_half] [av_textblock size=” font_color=” color=”]
[/av_textblock] [/av_one_half] [av_hr class=’invisible’ height=’10’ shadow=’no-shadow’ position=’center’ custom_border=’av-border-thin’ custom_width=’50px’ custom_border_color=” custom_margin_top=’30px’ custom_margin_bottom=’30px’ icon_select=’yes’ custom_icon_color=” icon=’ue808′ font=’entypo-fontello’] [av_one_full first] [av_textblock size=” font_color=” color=”] So staff, business upstream and downstream, customers, communities – all rely on leaders to make quality decisions. They want leaders to act, to be decisive. They need to be able to draw confidence form those who lead. They want to trust in them. And when risk is taken, and risk must be taken by leaders, it will more often than not reap dividends.

In order to act this way, successful leaders need as Rosalinde Torres says be able to

• See around corners, ie anticipate change
• Seek diversity to help build resilience as well as see new ways
• And have the emotional stamina, the courage to keep going, being a game changer

The outcomes of such leadership is a motivated and committed workforce. It is an innovative environment which forges new productivity. It is a place where everyone wants to be.

In my role as Head Coach of Australia, I faced a difficult period after we lost the Ashes to England in 2005. In sport Australians can do most things good and bad – but there is one thing on the non-negotiable list and that is that you cannot lose to the Poms!

So on our return from the UK in late August 2005, I was asked to present a case to the Board of Cricket Australia why I should be retained as head Coach, eventhough I had been there for 6 years and had achieved outstanding success.

I had to put the recent past behind me and ask three very important questions which I think all leaders must ask or face –

1. Could I still make a real difference to the team? That is not incremental shifts. I was always wanting to scale ‘Everest’ with the team, so the picture about what we could achieve was always a big challenge.
2. Did I still have the energy to pursue such challenges? Like all leaders, the job is almost 7 days a week, 365 days a year; under the microscope of the media, the public, those who never believed you were the right person in the role in the first place; being away from home and family 250 nights per year
3. And, after the loss, had I lost the respect and trust of the key members of the team?

There is only one person who can answer those questions honestly and that is yourself. I was able to answer “yes” to each question and was therefore able to show the Board why I was still the best coach to lead the Australian cricket team and what we were going to do in the next 20 months, at which time I would retire.
[/av_textblock] [/av_one_full] [av_hr class=’invisible’ height=’10’ shadow=’no-shadow’ position=’center’ custom_border=’av-border-thin’ custom_width=’50px’ custom_border_color=” custom_margin_top=’30px’ custom_margin_bottom=’30px’ icon_select=’yes’ custom_icon_color=” icon=’ue808′ font=’entypo-fontello’] [av_one_half first] [av_textblock size=” font_color=” color=”] So when I look at Executive Leadership, there are many pieces that make up the jigsaw which I cover in my –

• Ebook
• Videos
• Podcasts
• Articles

[/av_textblock] [/av_one_half] [av_one_half] [av_textblock size=” font_color=” color=”] And these are –

• Know your philosophy
• The power of Why
• Respect verses popularity
• Make a decision
• Harmony v conflict
• Show your vulnerability cards
• Be the puppeteer
• Relationship building
• The whole person
• Be in the moment

And many more
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