The Inner Chief

In this episode you'll hear from Jim Soorley, Former Mayor of Brisbane and Chairman of CS energy and Unity Water.

Jim has left an almost unrivalled legacy in Brisbane through his tireless work at Lord Mayor. He led the introduction of CityCats, A/C on buses, RiverFire, RiverWalk and brought a business and commercial approach to the running of the council.

Key Points:

Jim outlines the importance of energy, getting connected to the people on the ground and role modelling the behaviour you want to see.

Jim's top messages include:

• Life is about sales. You're always selling something. An idea, concept, product or service.
• For people who are working in management roles, they've got to see it is the system that determines outcomes. I guess the lessons out of that are that, if you're going to engage in training, restructure, reorganisation, you, A, must take a systems approach and B, let the people on the ground have a say. The worst thing in the world you can do is impose new structures, new disciplines, new ideas without consulting people
• I think it's important to get good people around you. You've got to let them do their job and you've got to give them confidence and puff them up so that they feel like they're safe and secure and are delivering.
• I came to the conclusion that the decision to employ is often made in the first 30 seconds. Initial impressions are critical. For people who are going for an interview in a job process, I still believe it's that first 30 seconds. You don't get a second chance at a first impression.
• I think there's a few of things people need to do in the first 30 seconds; show energy, good presentation and rapport. Initially they are the critical things. If they come into an interview, can they really connect with you, because if they connect with you, you can't not connect with them, so to speak. So, that's your way to take charge of the interview process.
• If you're in an organisation, emails is often an avenue to cover my arse. If you're working with people and it's important, make it personal. Get out of your chair and take the five steps or even 20 steps and say, "Hey, we need to fix this up. How about this?"
• Management is not about control, "I've sent you an email. Do this. I've got it off my desk and it's now on your desk." Sometimes we must do that, but management is about getting people to understand, engage and lead and that's important.
• Stop tapping away at the keyboards and go and talk to people. Know your customer, know your people, that way you can inspire them and give them the tools they need to do their job.
• There's a guy I studied with in America, Gerard Egan. He's written about 14 books on organisational culture and his last one's on the dark side. That's the unknown stuff that's going on. What are the real values, the non-espoused values?
• You've got to take a risk. If you're running a department you've got to say, "What do I really want to achieve here? How do I do it? What resources do I need? What resources don't I need?"
• You've got to be able to show, you build a team, the team has delivered outcomes, and in many environments delivered them safely, and you know, "I deserve the next gig".
• To be really be a successful manager, you've got to bring the last person with you or get rid of them. They'll either come the journey or they go. Sometimes, the ones who are slow can be your best outcome and deliver best results.
• In job interviews a reference is basically non-sense in most cases, particularly if they're not known.
• To have a network of people who you can bounce ideas off and have a beer with or whatever is important. But to have that network who can then, if you're looking for the next move up, can be referees and support for you. That's very important.
• So when you're recruiting, you've got to get the person with the energy, the vitality, the difference.
• A question I always ask is in recruiting is, "Why are you not the best person for this job?"
• A successful leader generates by their presence and by their disposition and by their action a sense of urgency and a sense of energy, and a sense of the outcome.
• I think a successful manager has got to generate energy and insight and cooperation.
• You have to build up your own confidence. That, "This is my opportunity. I am a unique individual, and what I want to do I can do."
• Believe in yourself. If you believe in yourself, you can do anything. Then, clearly define what you want to do and go to it. The thing that I think holds a lot of people back is
  1. they don't know what they want to do, and
  2. they don't believe they can do it.

Put those two things together and you can conquer the world.

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In this episode you'll hear from Trevor Matthews former MD/CEO of Legal & General Australia, ManuLife, Friends Provident PLC, Aviva UK and Standard Life UK. He is currently a non-executive director of AMP, Tokio Marine, FNZ and BUPA. He is also Chair of the State Industry Regulatory Authority and 1stAvailable Ltd.

Key Points:

Trevor tells the story of his remarkable career from actuary to CEO and President of some of the world's biggest insurance companies. He outlines that a leaders is a dealer in hope, you have to build a track record and importantly you need to be respectful about the past, realistic about the present and optimistic about the future.

Trevor's top messages include:

1. Travel was great in that it gave me a global perspective
2. It's the execution of the strategy that makes the difference on a sustainable basis
3. Compete aggressively on the outside and collaborate superbly on the inside
4. You've got to line your people up shoulder to shoulder and get them out in the market aggressively going for business
5. The more you know about more parts of the organisation the more chance you have of getting collaboration happening and that is when the magic happens. That's when companies really move ahead I believe, when you have superb collaboration on the inside.
6. You've got to have a lofty purpose in whatever you're doing
7. Look for ways to move ideas from one geography to another
8. To get up a level - learn the other parts of the business, ask for more work, show good teamwork, and never lose sight of the end customer
9. Don't take it too seriously
10. Don't get too hung up if things don't happen as rapidly as you thought
11. I didn't understand the CEO role until I became the CEO there were so many more stakeholders than I thought
12. People always say you hire too fast and fire too slow
13. If you're so busy that don't have time to work on bigger projects then getting good people around you is the secret. It releases you to work more across the business.
14. When hiring for my executive team I look for people that know their business, expertise, somebody that will fit into the team, like me but not like me, people of the same mind that are willing to share
15. Every time you add a new person you have a new team
16. If you have a star that is causing trouble remember that no one is indispensible
17. I've had a lot of success promoting people that others say is not quite ready and watching them blossom and grow
18. One of the most important secrets is stamina and resilience. That is the only way you will succeed in the long run.
19. Getting external advice is incredibly valuable
20. Be respectful about the past, realistic about the present and optimistic about the future
21. You have to work hard to develop a track record
22. If you haven't got a track record you should be working on getting one. And you don't have to do it alone.
23. Build confidence by doing things one step at a time. Tackle things in bite sized pieces. Don't look for the big massive solution.
24. It's normal to be overawed to start with, I was nervous in my first executive meetings
25. What should every leader should ask themselves everyday - What can I learn today? How can I do it better?
26. A final message of wisdom for the next generation is from a Napoleon quote - A leader is a dealer in hope.

Recommended Books:

https://www.amazon.com/Dont-Sweat-Small-Stuff-Its/dp/0786881852

Other Key Links:

Young Presidents Organisations: www.ypo.org

Listen on iTunes here:

https://itun.es/au/87Pqkb.c

Listen on Android:

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In this episode you'll hear from Jennifer Holland, Founder and CEO of Throat Scope.

Jennifer's passion lies in inventing, designing and developing medical products that will revolutionise the healthcare industry. Her first invention was Throat Scope, which has had outstanding success across the globe and began as the foundation of Holland Healthcare.

Throat Scope was the recipient of 'What's Your Big Idea Queensland?' in 2011, which included a $50,000 prize money from the Queensland government. This allowed Jennifer to develop and patent Throat Scope and have several working prototypes made.

In 2015, Jennifer and Throat Scope were featured on Shark Tank Australia. Jennifer secured investment from Steve Baxter and this exposure propelled the business. In October 2015, Throat Scope was launched into the Australian retail and healthcare markets. Throat Scope broke a retail record with a company, which saw the product signed in seven days. Jennifer has since negotiated several lucrative distribution deals with both domestic and international companies.

Jennifer has been awarded several awards for her hard work and determination which include, gold product innovation winner at the Ausmumprenuer Awards 2017, Best Presenter Award at the New York Venture Summit 2017, Edison Award Winner 2017, Lake Macquarie Young Entrepreneur of the Year 2016, Sydney Design Award Winner 2015 and QLD 'What's the big idea' Winner of $50,000. Jennifer also actively participates in speaking and networking events internationally.

Key Points:

Jennifer outlines her incredible story of the invention of Throat Scope and the struggle to get it funded and into the market. Her mantra – Believe, Act, Persist has been at the core of her undying enthusiasm to make a difference. And her advice for the next generation of leaders is Don't Settle, get out there with enthusiasm and persistence and try a different way if the first way doesn't work.

Jennifer's top messages include:

1. Prepare meticulously for big opportunities - I watched 108 episodes of Shark Tank US to prepare for it.
2. When going for a big role you have to show your passion, purpose, excitement for wanting to be apart of their business
3. Enthusiasm is everything
4. When hiring someone for my team experience isn't all that necessary. It's the passion and seeing someone who is persistent. And that wins every time over education and experience in an industry
5. It took a long time to find the right mentors and advisors
6. My business mantra is believe, act, persist
7. Whatever I do I know there is another way to do it. So if one doesn't work I'll walk through another door.
8. Free yourself of the worries that aren't real - In life you always regret the things you don't do
9. If you're open to finding opportunities they will come
10. Opportunities are everywhere its just a matter of whether you're open to finding them
11. Having mentors or advisors that give you confidence will give you more passion, excitement
12. When people say to me, "no, you can't do that", for me that is the biggest driver.
13. I love the saying 'Today's no is tomorrow's yes….You tell me no, and I'll turn it into a yes
14. Don't settle

Web: www.throatscope.com

Listen on iTunes here:

https://itun.es/au/87Pqkb.c

Listen on Android:

http://tunein.com/radio/The-Inner-Chief-p1004701/

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The Inner Chief Podcast

- Episode 7: Todd Hunter – CEO Turners Automotive Group

In this episode you'll hear from Todd Hunter, CEO Turners Automotive Group

Key Points:

Todd outlines that there will be times that you are scared about what you're being asked to do but - pressure is a privilege - and someone believes you can do this.

Todd's top messages include:

1. When assessing an opportunity or role always ask yourself what can I learn from the people that I will be around?
2. When you're faced with someone hostile - You listen more than you talk, you put yourself in their shoes, you try and understand where they're coming from.
3. When you disagree with the direction of a business you have three options - you can win the person over, you can go around them or you can leave.

The Inner Chief Podcast

- Episode 7: Todd Hunter – CEO Turners Automotive Group

In this episode you’ll hear from Todd Hunter, CEO Turners Automotive Group

Key Points:

Todd outlines that there will be times that you are scared about what you're being asked to do but - pressure is a privilege - and someone believes you can do this.

Todd’s top messages include:

1. When assessing an opportunity or role always ask yourself what can I learn from the people that I will be around?
2. When you're faced with someone hostile - You listen more than you talk, you put yourself in their shoes, you try and understand where they're coming from.
3. When you disagree with the direction of a business you have three options - you can win the person over, you can go around them or you can leave.

In this episode you'll hear from Jonathan Ling, CEO and MD of GUD Holdings Limited. Jonathan is also the former CEO of Fletcher Building and Visy Recycling. He is the Chairman of Melbourne Rebels Advisory Board and has previously held a number of other board roles including ASB bank and Pacific Brands. During his time as CEO of GUD the market capitalisation has grown from $360 million to $1.2 billion and the share price from around $5 to in excess of $13. And during his time as CEO at Fletcher Building market capitalisation grew from around NZ$2.5 billion to NZ$4.8 billion. Jonathan is a fantastic story of a little Chinese boy that rose from the frontline all the way through the ranks to becoming CEO. He has taken on some of the biggest challenges in business and succeeded both commercially and through the culture he has created.

Key Points: Jonathan outlines that "to get ahead you must tell wow stories" and that you must have three key skills to be CEO; 1. The ability to innovate, 2. The ability to lead a group of people to something beyond what even they though possible, 3. Know how to truly make money. Jonathan's top messages include: 1. 1/3 of MBA graduates are better for it, 1/3 makes no difference, 1/3 come out worse because they're expectations of what will immediately happen as a result of having the qualification exceed reality 2. Running your own business gives you a very different perspective on: a. risk and what you're willing to take b. how to stand out from the crowd; and c. that you have to have to courage to take risks, calculated risks. 3. Some people more successful than others because the tell 'wow stories'. How many people have you met in meetings that you just don't remember? People have done something that is 'wow', or said something is 'wow', that is who you remember 4. In telling stories the key is that you've got to want to stand out. The first thing is the desire and the courage to take the risk to be different. If you're doing what everyone else does you don't stand out. You have to be willing to put your head above the parapet and take a shot at it. 5. One of the skills that you don't see that often, is the ability to make money. I've never had a shareholder say, you're making too much money, slow down

6. The only three things I'm looking for is - are you innovative, can you make money, can you inspire people 7. Leadership is the ability to inspire people to achieve something far greater than even they thought possible. And when you do that the feeling is just magical. 8. For those that have hit a glass ceiling, are you pulling the right levers? Are you pulling the levers that will make a big difference. There are three key levers a. Do I have the right people in my team? The talent, intellect and drive b. Do I have the right culture? The collegiateness, work ethic, risk appetite and how they manage conflict c. Does my team have the right tools? 9. Once I change my beliefs, when I come back to a problem you'll see it in a different way. Its actually the notion of learning. You can do this by creating emotional intensity in the team, both positive and negative that is good for the team. And how do you manage it so it doesn't get personal. 10. Three big levers - the right people, the right culture, the right tools. You get those three things together and it is amazing what a group of people can do. 11. You've got find out what drives you, then you find out how you can harness it and then you have to figure out how to harness that for others 12. Political correctness is at the other end of the spectrum to authenticity 13. Hold a whole conversation with only open questions. E.g. What do you think about? how do you feel about? how did you come to this conclusion? 14. If you want to get really good at something, find someone who is really good or world class at it and go and work for them and learn from them. If you're going to be a CEO you have to learn how to make money. Go and find someone that you think is probably the best moneymakers available and go and work from them. I am against generalist mentors. Find specific mentors for specific purposes. 15. Most successful people I've met have an inquiring mind. To get the most of your mind there needs to be lots of stimulus 16. My leadership style has always been about working through others to get outcomes. 17. If you're the boss and you're running flat-out and then someone wants something more from you, you've got nothing to give 18. Distraction is the source of all waste (for middle managers). Learn to differentiate between what the urgency and importance in prioritising your work. (See Covey's Quadrants below) 19. If you find your meetings are going too long make everyone stand up. They'll go for half the time. 20. One question you should ask yourself everyday: "Am I creating the right stimulus to get me to the next place I want to be?"

Nominated Charity: Jonathan's nominated charity is Team Rubicon Australia and I've made a donation of $250 in Jonathan's name for coming on the show. http://teamrubiconaus.org

Listen on iTunes here:

https://itun.es/au/87Pqkb.c Listen on Android: http://tunein.com/radio/The-Inner- Chief-p1004701/ http://www.stitcher.com/s?fid=141429