the idealog guide to leadership

8132019 The Idealog Guide to Leadership

httpslidepdfcomreaderfullthe-idealog-guide-to-leadership 19

JANUARY983085FEBRUARY 983090983088983089983092 983087 IDEALOG 983087 983096983095

IDEALOG GUIDE TO LEADERSHIP

Liz Wotherspoon director of The

Icehouse business growth centre

puts leadershiprsquos importance this

way ldquoItrsquos absolutely critical what leadersor good leadership practices you have if

yoursquore going to create a s ustainable

business If yoursquore going to drive

sustainable growth you need great

leadership whether yoursquore a start up or an

established company

ldquoInvestors absolutely look for it ndash

whether they are angel investors private

equity investors or venture capitalists

they look very carefully at the leadership

capabilities in the business and they wantto be confident in themrdquo

Shelley Campbell chief executive of the

Sir Peter Blake Trust which works to

identify and mobilise the next generation

of Kiwi leaders also stresses the

importance of leadership in recruitment

ldquoI think the best businesses havematured to the point where theyrsquore

not just looking for the smartest people

in a particular job but they are really

wanting to develop concepts of their

people as all round leadersrdquo she says

ldquoThey are really wanting people who

give back to communities and get involved

in things they care aboutrdquo

But can you make leaders and how can

we train them to bring their skills into the

day-to-day life of our businesses What arethe qualifications the best employers look

out for when they are looking to stock their

C-suite with the brightest and best

Leadership is one of the hottest topics in businessItrsquos not surprising as itrsquos universally acknowledgedas a vital ingredient for success What

is sogreataboutleaders



I D E A L O G I N A S S O C I A T I O N W I T H T H E I C E H O U S E I D E A L O G C O N Z 983087 B U S I N E S S P L A N

Business development manager Caleb

Galvin loves his job but one day realised

hersquod found himself in a position where

he was constantly fighting fires Being the go-to

troubleshooter was manageable until the

business started growing at a rapid rate Galvin

was managing nine staff and just didnrsquot have thetime to spend with them one-on-one

Hersquos part of Chillex Maintenance a subsidiary

of The Chillex Group which provides service

and maintenance of air conditioning systems to

bluechip clients such as Goodman Property and

Kiwi Income Property That means they deal a

lot with tradesmen who arenrsquot necessarily keen

on paperwork Galvin says trying to streamline

processes was an ongoing challenge

ldquoWe knew we had to make changes to

improve our administration so the business

could operate at its potentialrdquo he says ldquoLittle

mistakes were always being made which meant

our productivity and time was compromisedrdquo

Then Galvin heard about The Icehouse

Leadership Development Programme through

Chillexrsquos managing director Cam Crawford

who had done one of the management

programmes before Galvin was initially

sceptical having been on management courses

before that hadnrsquot done much for him He

couldnrsquot afford to waste precious time on a

programme that might not deliver ButCrawford convinced him it would be beneficial

and thanks to Auckland Tourism Events and

Economic Development Crawford secured

funding for part of the programme

As soon as Galvin started the programme he

knew it was the right decision to help him

develop personally and professionally

ldquoIt was great to be away from the office to be

able to reflect Often we donrsquot get the chance to

do that and it meant I had to learn to delegaterdquo

The programme gave him the confidence tomake some key changes in the business which

From fighting fires to making hires

It wasnrsquot until business development manager Caleb Galvin completeda leadership development programme that things really started to move

I understand things from his perspective We

now run through our figures together because

I understand our financial driversrdquo

Galvin says he now has a strategic approach

to his work and enjoys it a lot more ldquoI have

a lot more job satisfaction I went from being

a service manager to key account manager to

business development manager because of the

change in focus I got on the programme It gaveme the skills to take that step and put other

people under me to execute day-to-day operationsrdquo

Galvin is now looking at ways to grow the

business He has recently picked up two major

accounts and is setting his sights on winning

nationwide contracts ldquoI definitely recommend

The Icehouse programme for any senior

manager ndash itrsquos by far the best thing Irsquove ever

done for training myselfrdquo

Ready to develop yourself personally and professionally The nextIcehouse Leadership Development Programme starts February 2014Visit theicehouseconzLDP to find out more

ADV2013

has resulted in better outputs for customers and

happier staff ldquoWe streamlined the business and

have upgraded our phone technology as well as

introducing new asset management software

which lets us provide a much higher level of

service We can now run a report to show

customers what they are spending so they can

adequately budget and forecast ndash itrsquos a huge

advantage for usrdquoIn terms of skills Galvin says he learned too

many things to name but above all he has

become more business-savvy and customer-

conscious ldquoI have a renewed perspective and

much better understanding of looking at things

from the customerrsquos point of view meaning we

can create outputs to exceed expectationsrdquo

His leadership style and awareness of his staff

has improved and hersquos a lot more rounded as a

team member ldquoI feel more equipped to handle

difficult situations and Irsquom more confident Myrelationship with Cam has improved too ndash

Chillex Maintenancebusiness development

manager Caleb Galvin




What happens withoutleaders ndash The PetersPrinciple

You may well have heard the phrase

ldquoPeople are promoted to their level ofincompetencerdquo or something s imilar

without fully realising the subtlety of

the idea

Originally developed by Laurence

J Peter and Raymond Hull in 1969

the full version states ldquoIn a hierarchy

every employee tends to rise to his

level of incompetence in time every

post tends to be occupied by an em-

ployee who is incompetent to carry

out its duties Work is accomplished

by those employees who have not yet

reached their level of incompetencerdquo

Basically in this system everybody

gets promoted until they start to

fail whereupon they tend to do just

enough to hang on but go no further

Sound familiar If you want to be part

of a leadership-driven organisation

watch for symptoms of this and if

you want to be a leader watch for

symptoms that yoursquore just barely

clinging on

If you are get trained or get out

of the way

THE INTERPRETATION OF what makes leaders

and leadership moves with the fashions and

mindset of the times

It also finds sources of inspiration in some of

the most unlikely places If yoursquore DIYing your

leadership training you might find yourself

studying The Art of War created several

hundred years before the birth of Christ andattempting to apply ancient Chinese warfare

stratagems to the boardroom

Or you might want to do as August Turak

does in a book published just this year and

learn The Business Secrets of the Trappist

Monks On the speaking circuit mountaineers

will try to tell you that trudging up a freezing

lump of rock has tonnes to tell you about

leading your sales team to profitable success

and consultants of all stripes will argue that

you must lead your team using special habits

colour charts or role plays

However a useful recent overview of

leadership theories comes from The Wiley-

Blackwell Handbook of The Psychology of

Leadership Change and Organizational

Development which was published this year

Drawing on more than 80 years of published

research it is written and edited by academicsand psychologists It includes a critical review

of leadership theory by Professor Beverly

Alimo-Metcalfe the co-founder of the

UK-based Real World Group of leadership

and culture advisors

Trait theories suggest leaders are born with

such things as excess lsquoenergyrsquo lsquodominancersquo and

lsquointelligencersquo rather than being trained for

leadership over time Behavioural approaches

look at how leaders actually act while

charismatic leadership theories attempt to

explain the most subtle qualities in those

who tend to be described as lsquovisionaryrsquo

or lsquotransformationalrsquo

While Enron Lehman Brothers and oh the

Global Financial Crisis have taken the shine

off this kind of heroic-leadership somewhat it

still has currency if only as one aspect of what

leadership is

Ken Lee director of MBA and executive

education at AUT Universityrsquos Faculty of

Business and Law describes it as the

intangible ldquoIt is about confidence and a setof values Itrsquos a certain kind of X-factorrdquo

Lately there has also been a renewed interest

and popularity in quiet leadership which is

characterised by selfless service and power-

sharing And with this being the internet-

enabled age of hyper scrutiny itrsquos no surprise

that many employers are on the look out for

authentic leaders which means a bit more

than just avoiding acting like David Brent

from The Office

As Campbell puts it ldquoYou have to live your

ldquoManagers dothings rightLeaders do the

right thingsrdquo

Warren G Bennis university professor and

distinguished professor of business

administration and founding chairman of

The Leadership Institute at the University

of Southern California

What makes a leader



I D E A L O G I N A S S O C I A T I O N W I T H T H E A N Z amp U D C I D E A L O G C O N Z 983087 B U S I N E S S P L A N

Tessa Price isnrsquot afraid of a little

competition In fact she makes it

a point to surround herself with three

or people who have the skills and experience

to easily step in and take her place

ldquoItrsquos imperative that my leadership team

constructively challenge me and their peershave diversity of thought and openly share

new ideasrdquo she says

Price is at the helm of UDC Finance

|New Zealandrsquos biggest and oldest asset

finance company Ironically UDC was also

the first role the 41-year-old took on after

finishing university

ldquoStarting at ANZ was the launch pad for my

whole career I set out as a graduate at UDC

the very organisation that I now have the

privilege of being CEO of todayrdquo

ldquoItrsquos my role to empower all my staffto be better strive for the daily pursuit

of excellence and continually make

incremental improvements to generate

a stronger organisationrdquo

Any prospective recruits have to have the

right values and behaviours the right can-do

attitude and the passion to deliver the best

service Once theyrsquore in the door therersquos a

strong focus on training opportunities and

career development

ldquoWe utilise the best that ANZ Grouphas to offer and also have bespoke tailored

programmes for our staff Wersquore always

looking at new ideas outside the organisation

Irsquom constantly reading about global best

practises so that we can continue to evolve

and not be complacentrdquo

UDC was first established in 1937 as Financial

Services Limited The company provided

finance for Masport to develop the first petrol

lawn mower in New Zealand and financed the

first Hamilton jet boat for commercial use

The original idea behind the business was

Daily pursuitof excellenceSurrounding herself with thought leaders who arenrsquot afraid to challenge the status quo is essential for UDC Finance chief executive Tessa Price

ldquoTherersquos a growing readiness to invest

with all the signs pointing to an encouraging

lift in confidence in the economyrdquo

Her road to the top she says has been built

on good relationships and those relationships

have been built on respect

ldquoNetworks of people you trust who knowwhat you can do and are genuinely keen to see

you succeed are crucial Itrsquos also about giving

yourself options You have to be flexible and

confident enough to step outside your usual

remit without fear of change or failure

ldquoIrsquove had several inspiring mentors

throughout my career theyrsquove challenged me

in each role and instilled critical behaviour

and values in merdquo

For more information on ANZ and UDC contact Sonia BallANZ Corporate Affairs 027 4811 809 soniaballanzcom

lsquoIrsquove had several inspiringmentors throughout my

career ndash theyrsquove challengedme in each rolersquo

ADV2013

to provide industrial finance for New Zealandbusinesses and itrsquos never deviated from that

ldquoAsset-based financing can be a difficult thing

but because UDC Finance is owned by ANZ

Bank New Zealand wersquore able to stick to a

strategy of providing finance to New Zealand

businesses for buying plant vehicles and

equipment and not rely on land buildings

and speculative property developmentsrdquo

While the Global Financial Crisis has wiped

out many New Zealand finance companies

UDC continues to grow with more than $2

billion in lending and $15 billion in debentures





values every day in the workplace and use them

to guide your decision-making and activities

ndash not just in the good days when yoursquore having

team-building activities but on the hard days

as well

ldquoItrsquos about how you treat each other and your

customers and what you choose to invest in

and put time towards I think people within theteams need to know that their leaders are really

living and breathing those valuesrdquo

Wotherspoon sums up her idea of what

a leader is quite simply

ldquoGood leaders have a very high degree

of self-awarenessrdquo she says ldquoThey know

themselves really well And you need to be able

to communicate well to build trust and bring

people along with you They can also manage

their own emotions and seek out or are very

open to feedbackrdquo

Lee also believes personal development and

reflection is crucial

ldquoSome people have inherent leadership skills

in contrast to those who may be in a position of

management and not recognise the transition

between management and leadership or

understand the differencerdquo he says

The sense is that leadership operates asa wave of influence that begins with the

individualrsquos leadership qualities then

emanates into very high-quality interpersonal

relationship skills which in turn influences

their contacts personal networks

organisations communities and ultimately

society at large

ldquoThis turns on its head the idea that great

leaders are people who can best control other

people First and foremost they have to have

control of themselvesrdquo

Sustainable and

ethical leadership The rise of sustainable thinking hasalso led to an increasing interest inthe idea of ethical leadership where

business leaders gain a good deal oftheir mana from the causes theyespouse and the values they live andwork by Partly for this reasonwould-be leaders taking AUTrsquos MBAcourse have corporate governanceand responsibility among their core

papers and can now even specialisein sustainability

Several studies have shown howgraduates prefer to work forcompanies that adhere to a definedvalue set or work towards a specificset of ethical goals in order to make

the world a better place This oftenhas to come right from the top ofthe organisation

And research by the Sir Peter BlakeTrust also suggests this shows no signof slowing in future generations TheTrustrsquos lsquoDream Teamrsquo of business

leaders and celebrity ambassadorsrecently embarked on simultaneoushour-long school visits reachingsomething like 16000 childrenbetween the ages of five and 18

When asked to describe theirdreams an overwhelming number of

them expressed a desire to work inareas that improved the world aroundthem ldquoThey were really interested inour environmentrdquo says Campbell

ldquoThey worried about safety in thecommunity they wanted to be inroles that made a difference and they

were so proud to be New Zealanders

and what that meantrdquo

lsquoThis turns on its headthe idea that greatleaders are people

who can best controlother people First and

foremost they haveto have controlof themselvesrsquo

Ken Lee director of MBA andexecutive education at AUT Universityrsquos

Faculty of Business and Law

lsquoYou have to live your values everyday in the workplace and use themto guide your decision-making andactivities ndash not just on the good days

but on the hard days as wellrsquoShelly Campbell chief executive of the Sir Peter Blake Trust



I D E A L O G I N A S S O C I A T I O N W I T H T H E S I R P E T E R B L A K E T R U S T I D E A L O G C O N Z 983087 B U S I N E S S P L A N

Celebrating 10 years of inspiring Kiwi leadership

In June 2014 the Sir Peter Blake Trust will

celebrate a decade of outstanding Kiwi

leadership with the 10th anniversary of New

Zealandrsquos most prestigious leadership awards

The Sir Peter Blake Leadership Awards

recognise Zealand sporting business arts

government and community leaders who have

not only excelled in their chosen field but

they have also given back as leaders in their

industries local and wider communities

Their outstanding leadership has inspired

and mobilised others to embark on their own

leadership journeys and to further contribute

to the success of New Zealand

Six Blake Leaders and one Blake Medalist

are named each year becoming part of an

incomparable leadership network Members

share the same spirit passion and leadershipqualities of one of our greatest leaders Sir Peter

Blake after whom the awards are named Here

five Blake Leaders talk what their Sir Peter

Blake Leadership Award has meant to them

2005 Blake Leader Mark Weldon Owner Terra

Sancta Winery and Chair of GeoOp

Being part of the Blake Leader network Irsquom

always meeting exceptional new people who

are doing stunning things and it reminds you of

just how much is possible The Blake Leaders asa group sit across all sectors of New Zealand

society When that group is harnessed to

integrate the energy which exists in all sorts

of strange and wonderful places it can help

accelerate New Zealand forward It is the

potential that the group has to make a

difference that is most exciting

2012 Blake Leader Rachel Taulelei CEO and

Founder of Yellow Brick Road

Being inducted as a Blake Leader in 2012 has

been a true highlight As a Blake Leader yoursquove

AcceleratingNew ZealandReceiving a Sir Peter Blake Leadership Award has been

the tipping point for these Kiwis aiming for the top

develop as a leader and to do even more in the

field I work in One of the great things about

being a Blake Leader is that it opens up a

network to other like-minded people who are

all passionate about their contribution to

making New Zealand a great place to live

2006 Blake Leader Gary Wilson Director ofthe New Zealand Antarctic Research Institute

When you receive a Blake Leader award you

also take on the responsibility to step up and

continue Sir Peterrsquos great leadership legacy

in your chosen field of expertise This has

certainly been the case for me as I have moved

from just focusing on my own scientific

teaching and research endeavours to lead one

of the most ambitious New Zealand Science

Challenges ndash The Deep South ndash for New

Zealand Being part of the Blake Leadernetwork connects me to leaders outside of

science who have provided me with different

support and other valuable expertise and skills

They have influenced how I approach my work

and what I am trying to achieve with our

science and research community Winning a Sir

Peter Blake Leadership Award is less about the

award and more about what happens next and

what yoursquore prepared to make happen

To nominate a leader you know for a 2014 Sir Peter Blake Leadership Awardvisit wwwsirpeterblaketrustorg Nominations close 14 March 2014

ADV2013

been given a tap on the shoulder tantamount to

lsquowe like what you have done so far but we think

you can do morersquo and with that faith and a

gentle nudge you do The Trust has invested in

our future and they do some incredible work

with young leaders which is an area I am also

passionate about Itrsquos a real privilege to be involved

2005 Blake Leader Glen Sowry CEO Housing

NZ Whitbread and Olympic Sailor

Being recognised as a Blake Leader by such an

extraordinary panel gave me confidence and

raised the bar about in terms of what I could

and should achieve and that I shouldnrsquot just

stay put and ride comfortably I needed to make

an effort to focus and challenge myself To now

be a trustee and on the selection panel myself

are all by-products of these extra efforts From a

career perspective I have stepped up to lead anorganisation that has the governmentrsquos second

biggest asset on the balance sheet housing

200000 of the countryrsquos most vulnerable

people This is a tremendous responsibility but

receiving the award has helped give the

confidence that I can do it

2011 Blake Leader Julie Chapman CEO and

Co-Founder of KidsCan

It is an honour to be a Blake Leader and for me

personally it means I have accepted an award

that comes with an ongoing responsibility to

Mark Weldon Rachel Taulelei Glen SowryJulie Chapman

Gary Wilson





THE GOOD NEWS is that we can to a large extent

train leaders and leadership skills

Liz Wotherspoon is director of growth for

The Icehouse business growth centre which

among many other things does just that

ldquoSome people may be more pre-disposed tobeing good at it but therersquos no doubt in my

mind that you can develop leadershiprdquo she

says ldquoPart of that development is learning your

strengths and knowing what your Achilles heel

is The tendency is to work on the things you

are not so strong in but there may also be an

argument for working on those things where

you are already strong and getting even

stronger in themrdquo

Leadership training is also a big part of Ken

Leersquos job as director of MBA and executive


Business and Law where the courses have

taken an increasing and innovative approach

to this kind of training

Partly inspired by the work of Professor

Srikant M Datar of Harvard University the

schoolrsquos latest MBA prospectus splits this

approach into three key components knowing

doing and being

Knowing is about all the things that

managers need to know the facts figures

frameworks and theories Interestingly eventhis represents a shift from more conventional

approaches Instead of taking MBA students

through a fairly standard set of basic

accountancy principles and practices for

example the faculty team has taken a step back

and started with a clean sheet

ldquoYou donrsquot need to be a partially trained

accountantrdquo Lee explains ldquoYou need to be

ready to manage accountants and make

decisions based on the information they are

generating so we focused on only what youneed to know to do thatrdquo

The lsquoDoingrsquo component is about taking that

knowledge and applying it The course does

this partly by requiring that all students

complete a real business project as part of

their studies

But perhaps the most interesting component

especially when talking about leadership

rather than management is the lsquoBeingrsquo

component

ldquoItrsquos a given that an MBA graduate is able to

sustainability Lee believes it is bringing all

these aspects together in training that makes

the real difference in creating leaders and gives

the employers the kind of candidates they want

for the top jobs

ldquoThey want someone who can work withdiverse teams has great presentation skills

can write and present articulately with great

confidence can think outside the box and is

great at creative thinking and problem s olving

while also being able to manage changerdquo

he says

Rather than providing a fixed set of

principles and practices the course provides

exposure to many different approaches as well

as a diverse range of fellow students and

lecturer practitioners to ensure students candevelop and flourish in their own ways and

in their own right

Tessa Price chief executive officer of UDC

Finance explains how this plays out for a

company such as hers

ldquoI am looking for people with passion and

enthusiasm people who have the capability to

learn to think differently and laterallyrdquo she

says ldquoWe then create a learning environment

where people are really comfortable to

challenge our thinkingrdquo

How to build new leaders

lsquoSome people may be morepre-disposed to being goodat leadership but therersquos nodoubt in my mind that you

can develop those qualitiesrsquoLiz Wotherspoon director of growth for

The Icehouse business growth centre

read a set of financials and create a business

plan but what is it that allows them to function

as a manager and leader in this global

complex changing environmentrdquo says Lee

This part of the training deals with the

attitudes and beliefs of leadership as well as

taking in global perspectives and issues such as



people at ground level who are actually doing

the work how they think it should be done and

theyrsquore usually rightrdquo

Leadership then is not so much about

obtaining the lofty heights of management in

the C-suite as it is about maintaining contactwith the ground Maintaining the quality of

that contact is the tricky part Lee says itrsquos

about creating the culture and environmental

in which people can say something different to

the what the rest of the team is saying or even

what the boss is s aying

ldquoLeaders that create the right environment

and create high performance teams have a high

level of trust and allow people to make

mistakes and learn from themrdquo he says ldquoYou

donrsquot hit them over the head you review and

say what can we learn from thisrdquo

Better business through leadership

LEADERSHIP CAN SEEM like a big thing but

when it is absent is usually the little things

that start to go wrong For example Bobby

Van de Kuilen head of Takapuna-based

management consultants Novo once told me

how when lightbulb production at a leadingglobal electronics company was ailing he was

asked to investigate

It turned out that a guy on the factory floor

called Danny was much more diligent at his

job than all the others All Van de Kuilen had

to do was point him out and tell the

management to get everybody to work like

Danny Another time at a geothermal power

plant he spotted that one of the flow dials

which guide how much water the plant could

take in was incorrect A new meter was

installed and the plant gained about a million

lsquoYoursquoll never guess whatI do to get great business

results for managers ndashI ask the people at ground

level who are actually doingthe work how they think

it should be done andtheyrsquore usually rightrsquo

dollars a year in revenue

Ken Lee tells a similar story of a leading

business consultant he met who said simply

ldquoYoursquoll never guess what I do to get great

business results for managers ndash I ask the





It seems in business these days wersquore looking

for something more like a working democracy

than a dictatorship ndash genuine consultation to

allow the group to come up with better ideas

than any one individual ever could Far from

being evaluated as individuals leaders must be

evaluated by the performance of the teams

because without the people they lead leaders

have no role at all

ldquoIf you havenrsquot got the trust for people to beable to say what they think and be heard in an

inclusive supportive way you will shut down

innovation and creativityrdquo says Lee ldquoThey

might know the answer but they wonrsquot get to

tell yourdquo

Perhaps this is one of the most important

contributions New Zealand can make to the

global quest for leadership Our general

informality in business sometimes becomes a

barrier to success overseas but it has also

means our top executives tend to be more atease hanging out in the lunchroom talking

about last nightrsquos game than their counterparts

in other countries

While top companies like Google and Yahoo

tout the informality of their office cultures as a

key part of their success Kiwi leaders can slide

right into this with relative ease The ability to

be relaxed and informal especially under the

pressures of business leadership illustrates and

instils enormous confidence So relax dude

and be a leader

AS EMPLOYERS AND EMPLOYEES we need to overcome the

disturbing tendency in some sectors to simply promote able

practitioners to management without any management or

leadership training But setting out to become the leader can

sometimes be more of a hindrance than a help for developing

key leadership abilities such as humbleness interest in othersempathy and knowing your limitations

People are drawn to people who do what they do with great

effortlessness ease and confidence not those who are stressing

themselves out trying to climb a corporate ladder Leadership

can happen at all levels of the firm and be expressed in

different ways from the CEO to the maverick creative so be

constantly alert to where your own personal genius is taking

you it will inevitably be to the right place that contains the

most success for you

Price believes that everybody can be a leader no matter what

role they have in an organisation

ldquoIf you can come in every day and improve every day then

that is leadershiprdquo she says ldquoYou donrsquot have to have a title like

CEO of CFO to be able to do thatrdquo

Lee recommends to his students that if they are not already

the CEO they should start thinking like they are

ldquoThis means that when you are looking at a business issue

you donrsquot just think about it in the narrow context you think

about how it fits with the rest of the organisation

ldquoYou have to start thinking holistically and strategically

within your organisation and the environment in which that

organisation functionsrdquo

And the nature of leadership goes far beyond just yourbusiness Campbell points out that while New Zealanders

are probably getting more comfortable with our own unique

leadership style and on recognising leadership when we s ee

it as a country we have some critical decision ahead on our

priorities and what we stand for

ldquoWhere do we want to live and what kind of society do we

want to live in Answering that is going to require some

outstanding leadership and visionrdquo

The take out

lsquoIrsquom looking for people with

passion and enthusiasm ndashpeople who have thecapability to learn to thinkdifferently and laterally We

then create a learningenvironment where people

are really comfortable tochallenge our thinking

Tessa Price chief executive officer UDC Finance

A N DY KE N WO RT H Y I S A R EG UL A R I D EA LO G CO N T RI B UT OR

AN D AU T H OR OF T H I S G UI D E 983080A N D MA N Y OT H E R T H I N G S983081

kwwwandykenworthycom



I D E A L O G I N A S S O C I A T I O N W I T H T H E I C E H O U S E I D E A L O G C O N Z 983087 B U S I N E S S P L A N

Business development manager Caleb

Galvin loves his job but one day realised

hersquod found himself in a position where

he was constantly fighting fires Being the go-to

troubleshooter was manageable until the

business started growing at a rapid rate Galvin

was managing nine staff and just didnrsquot have thetime to spend with them one-on-one

Hersquos part of Chillex Maintenance a subsidiary

of The Chillex Group which provides service

and maintenance of air conditioning systems to

bluechip clients such as Goodman Property and

Kiwi Income Property That means they deal a

lot with tradesmen who arenrsquot necessarily keen

on paperwork Galvin says trying to streamline

processes was an ongoing challenge

ldquoWe knew we had to make changes to

improve our administration so the business

could operate at its potentialrdquo he says ldquoLittle

mistakes were always being made which meant

our productivity and time was compromisedrdquo

Then Galvin heard about The Icehouse

Leadership Development Programme through

Chillexrsquos managing director Cam Crawford

who had done one of the management

programmes before Galvin was initially

sceptical having been on management courses

before that hadnrsquot done much for him He

couldnrsquot afford to waste precious time on a

programme that might not deliver ButCrawford convinced him it would be beneficial

and thanks to Auckland Tourism Events and

Economic Development Crawford secured

funding for part of the programme

As soon as Galvin started the programme he

knew it was the right decision to help him

develop personally and professionally

ldquoIt was great to be away from the office to be

able to reflect Often we donrsquot get the chance to

do that and it meant I had to learn to delegaterdquo

The programme gave him the confidence tomake some key changes in the business which

From fighting fires to making hires

It wasnrsquot until business development manager Caleb Galvin completeda leadership development programme that things really started to move

I understand things from his perspective We

now run through our figures together because

I understand our financial driversrdquo

Galvin says he now has a strategic approach

to his work and enjoys it a lot more ldquoI have

a lot more job satisfaction I went from being

a service manager to key account manager to

business development manager because of the

change in focus I got on the programme It gaveme the skills to take that step and put other

people under me to execute day-to-day operationsrdquo

Galvin is now looking at ways to grow the

business He has recently picked up two major

accounts and is setting his sights on winning

nationwide contracts ldquoI definitely recommend

The Icehouse programme for any senior

manager ndash itrsquos by far the best thing Irsquove ever

done for training myselfrdquo

Ready to develop yourself personally and professionally The nextIcehouse Leadership Development Programme starts February 2014Visit theicehouseconzLDP to find out more

ADV2013

has resulted in better outputs for customers and

happier staff ldquoWe streamlined the business and

have upgraded our phone technology as well as

introducing new asset management software

which lets us provide a much higher level of

service We can now run a report to show

customers what they are spending so they can

adequately budget and forecast ndash itrsquos a huge

advantage for usrdquoIn terms of skills Galvin says he learned too

many things to name but above all he has

become more business-savvy and customer-

conscious ldquoI have a renewed perspective and

much better understanding of looking at things

from the customerrsquos point of view meaning we

can create outputs to exceed expectationsrdquo

His leadership style and awareness of his staff

has improved and hersquos a lot more rounded as a

team member ldquoI feel more equipped to handle

difficult situations and Irsquom more confident Myrelationship with Cam has improved too ndash

Chillex Maintenancebusiness development

manager Caleb Galvin








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The take out









the idealog guide to leadership

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