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3 Heads are Better than One – Hewlett Packard


While the formal partnership of Hewlett-Packard was between Dave and Bill, David’s wife Lucile’s contributions placed an indelible stamp on the human face of HP. Her husband, in the dedication to his 1995 book, “The HP Way,” cited her encouragement and participation in the early years as the genesis of the HP Way


We all know that 2 heads are better than one when it comes to finding solutions, overcoming barriers and being innovative. We all need to find our own “Lucile”.


I always look for ways to broaden my view of an idea. When I do, I like to do this with people who challenge but encourage at the same time. As we get more time poor why muck around with people who just always want to agree with your ideas?


For example, I have recently joined an accredited group of consultants called NCP (Network Consulting Professionals). Many members are past CEO’s, CFO’s and senior executives. It’s a powerful team who help me add more value to my client offering.


Be smart. Think of who you can work with – ideally someone different to you. Let them give you honest feedback around the culture you create because of your leadership (or lack of).


Remember though, if they don’t  ‘rattle your cage’ you are most likely wasting your time.


Leadership and selflessness

Occasionally I come across a real gem of a leader. For example a CEO I worked with recently when describing his 50 staff, immediately reflected on how he was responsible for 50 families.


That’s what drove him and his decision-making. Without saying, his business is the envy of global partners as they continually have global breakthroughs in innovation. His employees are fully engaged.


Patrick Lindsay, author of a new book, Kokoda Spirit, detailing the struggles of the ANZACs, says it is time more attention was given to the heroism of Kokoda veterans. ”These were guys of such extraordinary character from a remarkable generation,” he says. ”There are countless examples of absolute selflessness.”


Mr Palmer says the resilient spirit that drove the diggers remains a vital part of the Australian character, demonstrated by our response to recent crises such as the Bali bombings and Black Saturday.


To Mr Lindsay, the bravery of the diggers offers a metaphor for more day-to-day struggles. ”We all have a Kokoda Track to face,” Mr Lindsay says.


”It could be losing a job or a marriage break-up. We need something like this story to illustrate what we’re capable of. Those guys didn’t know they had the capacity to do the things they did.”


There are still places on our Kokoda trek in 2018. This coming Saturday there will be practice hike up 1,000 steps in the Dandenongs led by Kokoda trail leader Reg Yates. Join us for a bit of fun!


How’s your Ho’oponopono?

Ho’oponopono is a simple yet profound forgiveness practice from the Hawaiian culture. It provides immediate benefits in both people’s personal and business life.


I was working with a mining company a few years back and it was clear there was a dysfunctional relationship between 2 key executives in the Leadership team. This was confirmed through our “How Others See me” profiling. This toxic relationship was nearly 10 years old and having a massive impact on the team’s productivity.


“Forgiveness” is a key measure in Bridgeworks’ Team Health check.


The Bridgeworks process created a ‘safe’ place to uncover the issue when debriefing one of the team challenges.


Both managers walked to the front of the group united and said “we would like to acknowledge that the dysfunction in this team, comes from the dysfunction of our relationship. We are sorry and want to fix this” They shook hands as a mark of reconciliation. Getting along depends about 98% on our own behaviour

 

What does ho’oponopono mean?  Ho’oponopono means, “I’m sorry, please forgive me, thank you, I love you.” Forgiveness in highly ego driven business is a rare quality. My experience is that the best businesses seem to embrace ho’oponopono.


Why is Ho’oponopono powerful?

Throughout human history we have been divided by distance, language, cultural and religious beliefs, class and economic hierarchy. Whenever someone comes up with a perspective there seems to always be someone else there with an opposing opinion.


To me the power of Ho’oponopono comes, in large part, from the fact that it’s a really rare thing for the vast majority of humanity to be in agreement about anything. Overcome this – you and your business will shine.



How do you improve communication 110.8%?

No tricks, no fads, just what a robust conversation can do.


We hear it all the time – the need for a ‘Brave’ conversation, tough love or getting the real issues on the table. These days this can be high risk and dangerous. A robust conversation can easily turn into a bullying claim.


But time and time again, creating a safe environment where we need to have the conversations we REALLY want to have is an art we have worked on for many years.


Recently Bridgeworks was referred to a food processing business of around 700 staff.


The task was to work with the CEO and Management team – the whole business was suffering due to the weight of poor communication and collaboration at the leadership end of business. This was made clear using Bridgeworks Team Health check. The one page summary below outlines the dire straights this business was in.



With the help of the highly insightful “How Others See Me” profile, it was clear that most relationships in the Leadership team were poor. This high quality data, prompted with well-tailored experiential challenges was used to generate targeted discussion about barriers in the team.


The results speak for themselves. 2 months following the Bridgeworks program, the Team Health check results were remeasured. (see below)


  • 110% improvement in communication,
  • 79.7% in vision and
  • 52.9% improvement in trust.


This was a massive weight off the shoulders of the CEO who felt the battle was being lost.


Now the coast and the future are much clearer.


The lesson is to make sure that you regularly measure the quality of your team’s health together with the quality of your leadership. Such insights can help bullet proof your business.


Helping Farmers get the Edge

 


Last month Wayne was asked to work with some of the top performing dairy and beef farmers in South Australia. Some of these farms have up to 25 staff and herds of over 1,000 cattle.


For 3 days we worked together exploring how their leadership can turn their respective workers into ‘Professional Teams’. The most significant highlight for them was understanding the difference between managing people and leading them.


There were a lot of laughs but equally a lot of learning. Even the greatest technicians are not necessarily the greatest coaches. For many of these farmers, this was the missing link in taking their farms to the next level of performance and production.


The fact they all wanted to develop themselves as leaders, highlights why they are at the top of their industry.


We Can Do That! (The Payoff When Collaboration Becomes the Priority)


We often hear the joke about council workers ‘leaning on their shovels’.


You could not get further from the truth with an inner suburban Council’s Works Depot team.


Nearly 10 years ago I received a call from their manager who wanted to take action to improve the collaboration of his crew of around 30. The team regularly partners with Bridgeworks to build this ‘working together’ attitude.


It’s amazing what happens when you invite the ‘brains from out of the car park’ and into the workplace.


Their commitment to learning, including getting along with others and building trust amongst their team has led to stellar results including:


  • Saving council over $1,000,000 in the first 15 months alone by making and installing signs in-house.
  • Saving over $200 per tonne treating drainage waste in-house at their own purpose built facility.
  • Scoring a perfect 100% twice in their CMP road management plan audits, thus reducing council’s insurance premiums… to name a few wins

All these ideas generated by team members (not leaning on their shovels!)


This caught the eye of their new CEO who was invited to attend the morning session:


“The depot is really leading the way in this as a department, and you and your coordinators deserve to be commended for the culture you inspire in your team.

Well done to you all – it was a delightful, inspiring, thoughtful and fun morning – thank you for inviting me!” 


Do people really trust you as a Leader?


Logical Engineering


I’m not saying engineers can’t lead people, but the bottom line is engineering is logical, people are not. Management is also more about logic, i.e. budgets, resources, ROI, where leadership is more about emotions, trust and respect – you don’t think trust, you feel trust.


So what do YOU need to do to be more successful as a leader not just a manager?


Consider the following:

You might be your team’s manager, but would your team vote for you as their leader? Titles mean nothing when it comes to leadership.


When was the last time you looked in your leadership mirror? Do you really know the impact you are having on your team?


Note: At the risk of over generalising and offending a whole group of engineers, I will point out before I start that these observations are not meant as judgements and are based on all the wonderful engineers and asset management professionals I’ve worked with over the past 20 years.


Engineers and Asset Management professionals are generally very process oriented, data driven and logical. They are usually confident of their decisions because they are backed up by quality data. While these are all great characteristics, they’re not necessarily characteristics that develop good relationships.


I often see highly technically proficient people being singled out for their excellent work and suddenly given a team to manage. The organisation will say, “Actually, you’re very competent at this process, so therefore we are promoting you to be the team leader.” Immediately the skillset required changes completely. Those highly technical skills honed over many years have to be shifted towards people skills – understanding a group of people who each have different motivations, personalities and egos.


  • The real challenge is that people no longer want to be ‘managed’
  • People want good leadership.  Do you know the difference between ‘managing’ & ‘leading’?
  • You might be your team’s manager, but would they vote for you as their leader?


Here are four questions that will dictate your personal, leadership and team effectiveness.


1. Why does your leadership style work with some people but not with others?

  • When was the last time you looked in your leadership mirror?
  • Do you understand the impact you have on your team members and colleagues.?
  • Are you a bridge ‘burner’ or a bridge ‘builder’? This is where the name of our organisation, Bridgeworks, originated. Exploring how well you build bridges with people.

It takes courage to look in the leadership mirror, but then again leadership is about courage. Those that need to look in the mirror the most, resist the most.

One process we use is called ‘How Others See Me’. It’s not like the classic 360 feedback tool, which measures what you do.  How Others See Me measures more who you are – your behaviour, your attitudes, how you build trust and your interpersonal effectiveness.


2. Have you thought about what motivates you, compared to what motivates your staff, family, others?

  • Do you understand that you can only motivate yourself, but you can influence others – positively or negatively?
  • We are not talking about ‘rah-rah’ extrinsic motivation more intrinsic motivation – what gets you out of bed in the morning.
  • What drives you, what drives your team, what drives your teenage kids!!

Dr William Marston back in the 1920s wrote a book called Emotions of Normal People. He was fascinated at how people behave differently, and in particular how the Greeks 2,000 years ago went about classifying behaviour. If you were a direct, confident, strong-willed person, you were called ‘choleric’, whereas if you were someone that’s more laid-back and ‘She’ll be right mate’ you were seen as more ‘phlegmatic’.

In the 1960s Dr John Geier, developed the ‘DISC profile’ based on Dr Marston’s principles. Since then over 50 million people globally have used DISC to help them understand why people do what they do. We will be exploring this tool during my session at Mainstream Conference.


3. Do you understand the real difference between management and leadership?

You manage ‘things’ but you lead ‘people’. Both are important – a job or project has to be done, but people need to be engaged in the process.

How well do you engage others?

As mentioned earlier management is more about logic, where as leadership is more about emotions. In your past have you worked in what you considered was a good job but with a poor leader? Their technical skills and process was excellent but people skills lacking. I’m sure this environment didn’t get the best out of you.


4. Do you understand why being trustworthy does not always build trust?

Do understand that people build trust differently? What are your strengths and weaknesses in building trust?

Many people in senior management roles assume their role makes them a leader.


Leadership has nothing to do with your management title, the size of your office or even your MBA.


IQ does not correlate with emotional intelligence (EQ).  Leadership is an EQ skill and it should be seen as a ‘special gift’ from your ‘followers’ based on trust and respect, not position power or formal appointments.


You may believe that you are ‘trustworthy’, but why is it that some may NOT trust you?


To simplify ‘How to build trust’ we will be working through a powerful model – ‘The 4 Elements of Trust’. This provides a logical system in understanding how best to build trust with others. Elements include; straightforwardness, openness, reliability and acceptance. We all have a preference for certain elements.


Ask yourself these simple 4 questions above. Quality leaders continually do this. They are prepared to learn, be more open to change and be able to build a climate of trust and respect with their teams. Their leadership harnesses the best from their teams and stakeholders.


Isn’t that what we all want?


You can hear more from Wayne Dyson at Mainstream Conference in March 2017 (in Melbourne and Perth). Join him for a 2.5 hour interactive workshop “Engineering is Logical, People Are Illogical” – People Skills for Engineering Managers” to discover a logical, practical, easy to use system to understand yourself and others you work with.

 


The Business Culture Trust Matrix: What Builds a Great Business?

Profit and productivity are directly linked to business culture. It follows that culture is directly linked to leadership. Leadership can either destroy or restore culture. The Bridgeworks process puts a ‘hard edge’ on the ’soft’ people skills by measuring organisational and leadership health.




Destruction of Organisational or Team Culture
- How Culture is Destroyed


Everyone wants to work in a ‘Win-Win’ environment. This includes open, honest conversations and working together for the greater business cause. But first, let’s explore how a good culture turns bad…


 


However poor leadership breaks down this productive, engaged culture.


As culture deteriorates, employees will take one of two ‘downward’ routes. These are based on whether the company puts them first or they put themselves first (self-centered) or whether ‘I can’ or ‘I can’t’ trust the business.


You may have a high performing, self starter who provides exceptional results. For them the team may come second as they put themselves first. Eventually that ‘self-centred’ approach leads to a lose-lose work environment as fewer people choose to work with that person.


People loyal and honourable to the business tend to continue to put the business first. These people become disillusioned if they feel the loyalty and support is not returned. Disillusionment turns into self-preservation. The end result is again ‘lose-lose’.



Restoration of Organisational or Team Culture
– Bridgeworks Restoration Process


What are the issues holding us back from being a high performing leadership and organisational team? What are the honest conversations avoided because of political correctness or wanting to keep the peace? What is the vision we have for our business? Do we have one? If so, is it communicated?  Does it excite and engage staff & stakeholders? 


We may have good managers, but what we need in a thriving culture are good leaders. 


The real challenge is that people no longer want to be “managed”. People want good leadership.  You might be your team’s manager, but would they vote for you as their leader?


The first step may be to have the courage to ‘face the facts’. To admit that there are issues or challenges. An even bigger step of courage is to admit that you may have been responsible! Those managers that need to look in the mirror the most, resist the most.



Bridgeworks uses a process called “How Others See Me”. It’s not like the classic 360 feedback tool, which measures what you do.  “How Others See Me” measures more who you are – your behaviour, your attitudes, how you build trust and your interpersonal effectiveness.


If you want maverick performers in your business or team, you need to keep them accountable to the team’s agreed acceptable and non-acceptable behaviours. For your more loyal and honourable employees to be at full potential, you need to prove that any leadership attitudes and behavioural changes are real.


Acting on the data and feedback in the way you are now leading your team, your business, your behaviour proovides the best insurance for restoring culture. 


Thorugh a combination of personal and team action plans a positive road map is established taking the business forward.




Contact us to discuss how we can help your team move forward!



Engineering is Logical, People are Not

  

I’m not saying engineers can’t lead people, but the bottom line is engineering is logical, people are not. Management is also more about logic, i.e. budgets, resources, ROI, where leadership is more about emotions, trust and respect – you don’t think trust, you feel trust.


So what do YOU need to do to be more successful as a leader not just a manager?


Consider the following:

  • You might be your team’s manager, but would your team vote for you as their leader? Titles mean nothing when it comes to leadership.
  • When was the last time you looked in your leadership mirror? Do you really know the impact you are having on your team?

Note: At the risk of over generalising and offending a whole group of engineers, I will point out before I start that these observations are not meant as judgements and are based on all the wonderful engineers and asset management professionals I’ve worked with over the past 20 years.


Engineers and Asset Management professionals are generally very process oriented, data driven and logical. They are usually confident of their decisions because they are backed up by quality data. While these are all great characteristics, they’re not necessarily characteristics that develop good relationships.


I often see highly technically proficient people being singled out for their excellent work and suddenly given a team to manage. The organisation will say, “Actually, you’re very competent at this process, so therefore we are promoting you to be the team leader.” Immediately the skillset required changes completely.


Those highly technical skills honed over many years have to be shifted towards people skills – understanding a group of people who each have different motivations, personalities and egos.


  • The real challenge is that people no longer want to be ‘managed’
  • People want good leadership.  Do you know the difference between ‘managing’ & ‘leading’?
  • You might be your team’s manager, but would they vote for you as their leader?

Here are four questions that will dictate your personal, leadership and team effectiveness:


1. Why does your leadership style work with some people but not with others?

  • When was the last time you looked in your leadership mirror?
  • Do you understand the impact you have on your team members and colleagues.?
  • Are you a bridge ‘burner’ or a bridge ‘builder’? This is where the name of our organisation, Bridgeworks, originated. Exploring how well you build bridges with people.
 

It takes courage to look in the leadership mirror, but then again leadership is about courage. Those that need to look in the mirror the most, resist the most.


One process we use is called ‘How Others See Me’. It’s not like the classic 360 feedback tool, which measures what you do.  How Others See Me measures more who you are – your behaviour, your attitudes, how you build trust and your interpersonal effectiveness.


2. Have you thought about what motivates you, compared to what motivates your staff, family, others?

  • Do you understand that you can only motivate yourself, but you can influence others – positively or negatively?
  • We are not talking about ‘rah-rah’ extrinsic motivation more intrinsic motivation – what gets you out of bed in the morning.
  • What drives you, what drives your team, what drives your teenage kids!
 

Dr William Marston back in the 1920s wrote a book called Emotions of Normal People. He was fascinated at how people behave differently, and in particular how the Greeks 2,000 years ago went about classifying behaviour. If you were a direct, confident, strong-willed person, you were called ‘choleric’, whereas if you were someone that’s more laid-back and ‘She’ll be right mate’ you were seen as more ‘phlegmatic’.


In the 1960s Dr John Geier, developed the ‘DISC profile’ based on Dr Marston’s principles. Since then over 50 million people globally have used DISC to help them understand why people do what they do. We will be exploring this tool during my session at Mainstream Conference.


3. Do you understand the real difference between management and leadership?

You manage ‘things’ but you lead ‘people’. Both are important – a job or project has to be done, but people need to be engaged in the process.


How well do you engage others?


As mentioned earlier management is more about logic, where as leadership is more about emotions. In your past have you worked in what you considered was a good job but with a poor leader? Their technical skills and process was excellent but people skills lacking. I’m sure this environment didn’t get the best out of you.


4. Do you understand why being trustworthy does not always build trust?

Do understand that people build trust differently? What are your strengths and weaknesses in building trust?

Many people in senior management roles assume their role makes them a leader.


Leadership has nothing to do with your management title, the size of your office or even your MBA.


IQ does not correlate with emotional intelligence (EQ).  Leadership is an EQ skill and it should be seen as a ‘special gift’ from your ‘followers’ based on trust and respect, not position power or formal appointments.

You may believe that you are ‘trustworthy’, but why is it that some may NOT trust you?


To simplify ‘How to build trust’ we will be working through a powerful model – ‘The 4 Elements of Trust’. T


his provides a logical system in understanding how best to build trust with others. Elements include; straightforwardness, openness, reliability and acceptance. We all have a preference for certain elements.


Ask yourself these simple 4 questions above. Quality leaders continually do this. They are prepared to learn, be more open to change and be able to build a climate of trust and respect with their teams. Their leadership harnesses the best from their teams and stakeholders.


Isn’t that what we all want?

 

===

You can hear more from Wayne Dyson at Mainstream Conference in March 2017 (in Melbourne and Perth). Join him for a 2 hour interactive workshop ““Engineering is Logical, People Are Illogical” – People Skills for Engineering Managers” to discover a logical, practical, easy to use system to understand yourself and others you work with. 


Christmas Message 2016: Reflect, Reset & Reconnect


OK we all love Santa. But really it’s what comes with Santa we like. We end one year and start another – there’s a clear start and clear finish. A new year provides the clean fresh palate to paint a new or better image for you, your business, your relationships.


Thinking about the above make sure you have that ‘shower moment’; that time of reflection – what do I really want to make work in 2017? Remember to Chinese proverb “The journey of a 1000 miles, begins with one step”. 


Commit to doing just one thing differently in 2017. It might make a 1% difference or 100%.


Enjoy Christmas with family & friends – see you in 2017!



Wayne
PS: I recorded a special Christmas message for you and it may include some singing with the loyal Mentone Iceberger family!


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