Category Archives: Better Leaders


Lead the way with Productivity


As Leaders we have the opportunity to set the standard for improved personal productivity by leading by example in our attitudes, actions and communications.  However the challenge is to remain focused amidst all the distractions of the day to day workplace.  When you are focused on the organisation’s direction and the performance goals of your overall team, you are able to identify priorities across your department.  You can then determine the High Payoff Activities (HPA’s) that will help you and the others achieve their priorities and goals.


The quickest and most effective way to increase productivity is to spend time and effort on the activities that create the highest payoff and advance you towards the important goals – your HPA’s.  Pareto’s principle states that 80 percent of our results are achieved through 20 percent of our activities.  The remaining 80 percent of our activities produce 20 percent of our results.  Ensure that you have identified your HPA’s and focus your time on the work that really matters.  Otherwise you may be consumed by trivial activities and details.  As a leader you may be spending time completing tasks or solving problems that can be completed or solved by others.


Empower, delegate and train others to complete tasks that are not your priority and to solve their own problems rather than constantly bringing them to you.  This approach saves you valuable time and gives others the opportunity to develop their own skills.  In the process you will increase their confidence, engagement and sense of ownership when it comes to new tasks, problem solving and the results that they achieve.  Also, as the leader, help others in your team to identify and spend their time on their own HPA’s to improve their productivity.


There are 2 reasons that account for failure to achieve goals, or to accomplish important jobs or tasks.   People either never START or they never FINISH.

Begin on the important work and continue without relying on the emotion of “Feeling like doing it”.    Getting started is often the most difficult part of the project.  Some people put off getting started as they are waiting to have all of the information and resources available or waiting for the right time to start.  In some cases you may never have all the information and some jobs may never be easy, now or at a later date.  Develop a step by step plan of action by breaking the project down into more manageable logical smaller action steps to achieve at each stage.  As you start achieving each of these steps in a systematic method, you will be able to tick them off and enjoy the sense of accomplishment that enables you to complete the project.


Self-discipline enables leaders to stay focused on the task and work through until it’s completed.  Once you establish your priorities, avoid all distractions or interruptions that sway your focus and concentration from the completion of the task.

Discipline yourself to give the tasks only the amount of time and effort they really deserve from you.  Otherwise delegate them to other appropriate team members.  As a leader, either of these actions will require thoughtful evaluation and consideration as well as the application of strong leadership self-discipline.


As leaders, careful planning and goal setting, combined with our determination to succeed, are vital to ensuring that we maintain and improve our own personal productivity.  This combination of factors enables us to be persistent.

Persistence is always a major characteristic of successful individuals and leaders.   Many people eagerly take on new jobs, new responsibilities or new assignments starting with a great splash of enthusiasm, excitement and progress.  However, they soon lose momentum and focus, never completely finishing the job.  In contrast, productive people set definite goals and priorities, plan carefully and then focus and concentrate their attention on what is required to complete the goal.  Persistent leaders keep their goals in mind and work tenaciously towards achieving them.  Your persistence will also become an important characteristic to model for your team. 


For many leaders an over emphasis on perfection can lead to negative outcomes.  Productive people decide what’s important and what’s not.  They set aside a reasonable amount of time to accomplish a specific task and stick to their deadlines.  They are also conscious of the standards and quality factors required.

Even on genuinely significant projects, truly productive individuals strive for results, not 100 percent perfection.  Effective leaders recognise that some tasks are simply not important enough to require their time or effort.  When you focus on improving your own productivity through focusing on priorities, delegating, getting started, exercising self-discipline and demonstrating persistence, you role model the behaviours that you want your team members to emulate and copy.

Leading by example and improving your own personal product performance and productivity is one of the most effective ways of ensuring that your individual team members and the team as a whole becomes more focused and more productive.

The majority of our readers enjoy either an informal or formal leadership role.  However, every single leadership role is unique.  Titles given to leaders vary substantially and the responsibilities vary from department to department and organisation to organisation.   But, no matter how different the title, the job description or the nature of the product or service of the organisation, all leaders have one important common responsibility.  They are all responsible for achieving certain results, performance and productivity with and through other people.  It’s the leader’s role to harness the unique potential of those they lead to bring about exceptional results and achieve the team and organisational goals.

Leadership goes beyond management.  Genuine leadership involves gaining engagement and commitment from those you lead so they, like you, understand and willingly play their part in the overall purpose and success of the organisation.  Leadership involves the ability to communicate, to enable and to empower people to take meaningful and productive actions.  Leadership is the ability to take others to new heights.

Successful leaders recognise that the outcomes they achieve are determined by the quality of their leadership, the clarity of their communication and the strength of their relationships.  Leaders who develop their skills in these areas the most, achieve the highest productivity and produce the most outstanding results.  However, most leaders are focused on and concerned about improving two different kinds of productivity and results.  Their own personal performance, productivity and results as well as the performance, productivity and results of their team.

Although these two areas of focus may at first seem unrelated, in a practical sense, personal and team productivity are intertwined, synergistic and cannot be separated.  A leader must demonstrate and model the attitudes and behaviours that he or she expects others in the team to follow.  These team members’ attitudes, behaviours and activities determine the success of the team.  By developing the correct attitudes and behaviours in each person, the overall team productivity and results will grow.

Over the next 12 months, our communications will be focused on providing insights and valuable suggestions for developing leadership skills, improving results and achieving greater success.

In each calendar quarter we will focus on one particular aspect of developing personal and team success. 

July – Productivity

August to October – Communications and Relationships

November to January – Continuous Improvement

February to April – Culture

May to July – Leadership

At LMA we are totally committed to providing you with valuable information and insights that you can translate into actions and activities in the workplace to achieve greater results and success.


The best way to achieve success in 2018

How can you achieve success in 2018?

One of the best ways to achieve success is to develop your own self-confidence!  Start every activity in 2018 without giving mental recognition to the possibility of defeat.  Concentrate on your strengths rather than your weaknesses; on your powers rather than your problems and on your opportunities rather than your obstacles.

To develop supreme confidence in yourself and your ability to succeed, identify your goals for the year in all areas of life and then outline clear plans of action for each of them.  Nothing gives you more confidence than having clear-cut knowledge of the actions you plan to take and the order in which to take them.  The mere existence of a written plan of action contributes immeasurably to your self-assurance and self-confidence.  The most important source of self-confidence is knowing that you can take the actions and make the necessary internal changes that are needed for your goals to become reality.

Confidence in yourself enables you to deal honestly with your shortcomings and compels you to consistently make corrections.  Confidence comes from experience. Experience comes from know-how.  Know-how comes from having the courage to submit yourself to obstacles, situations and circumstances from which the average person shies away.

Self-confidence stimulates your creative imagination.  No matter what you undertake, you will never do it until you think you can.  You will never master it until you have the confidence in yourself to act first in your own mind.  Anything you undertake must be mentally accomplished before it can be materially accomplished.

The primary element at the beginning of any goal, the one factor which will guarantee its success, is confidence in the beginning that it can be done.  The major difference between high achievement and failure is confidence – confidence builds your self-image.  You either succeed at failure or you succeed at success.  Both of these results are outward expressions of the attitude you hold toward them.  You can either think lack or abundance, poverty or plenty, obstacles or opportunities.  The choice is yours!

The degree of success you achieve in 2018 will be governed by your level of self-confidence and the degree of determination you apply to achieving your goals.  Every time you say to yourself, “I can do it, and I will do it,” you are strengthening your determination and reinforcing your positive self- image.  You are forming a habit of thinking which will manifest itself in behaviour that generates success.  You begin to look for ways that things can be done instead of looking for reasons why they can’t be done.

Determine to be successful in all areas of your life in 2018 by developing your confidence and taking control over your future! An LMA course could be a great first step – Click Here.


Spotlight on LMA Graduate

Dwight D. Eisenhower once said “Leadership is the art of getting someone else to do something you want done because they want to do it.” LMA Graduate Michael Carnell is a walking testament to this, thanks in part to his professional development during LMA’s High Performance Management course.

Michael is both a Director at South Haven Group and its Director of Investment. In his role, he is responsible for South Haven’s investment strategy, acquisitions, management, disposals, investor relations and major negotiations. He has significant experience in all aspects of real estate investment, development, asset management, construction and business administration. He undertook LMA’s High Performance Management (HPM) course which commenced at Glen Iris in November 2016.

“I was the first person from South Haven to undertake a LMA course. Both the company and I were attracted to the HPM course as an opportunity to invest in a greater understanding of what it takes to be an outstanding leader in today’s corporate environment,” says Michael.

Throughout the course, his colleagues at South Haven were very interested in hearing what Michael was learning and understanding how they could apply these lessons to the betterment of the group and themselves.

South Haven Group is a privately-owned creator, investor and owner of quality properties. It focuses on delivering excellent outcomes for our tenants, investors and partners in all phases of the property investment, development and ownership cycle.

“The course reaffirmed that effective communication is the lifeblood that courses through an organisation’s veins and keeps it alive and functioning. It provided so many useful learnings and tools which I continue to implement and practice with particular focus on the importance of teamwork, communication, delegation and empowerment of others.”

“The combined benefit has been less stress coupled with increased productivity, time to listen, lead and strategise,” according to Michael.


Three Cheers for the High Achievers

As 2017 draws to a close we would like to celebrate the thousands of people who have participated and graduated from an LMA course this year.

As high achievers, we hope that you continue to practice LMA’s teachings, utilise the tools within the workplace and set goals in both your personal and professional lives.



Here is some of the feedback from LMA graduates in 2017.

Remember that high achievers:

  • Think positively (Above the Line)
  • Are willing to pay the price for success
  • Are willing to accept personal responsibility
  • Expect to succeed
  • Set goals in all areas of life
  • Are on a journey of self-discovery and self-improvement

Congratulations to the 2017 Graduates of Leadership Management Australasia!


Leading a Team Through Change

Transition times can be trying for any business. However, the more you wish to innovate and progress with the times, the greater the need to be able to skilfully guide your people through the difficulties that can come with change.

Ensuring that any developments align with your overall and individual goals, both short term and long term, is also essential to consider when implementing any changes across your organisation.

Here are our tips and guidance to help you as a leader positively transition through change, and lead your team to bigger and better things:

  1. Everyone reacts to change differently. Make allowances for differences and questions

Depending on the type of personalities in your office, some of your team may take the intended changes very differently to others. While it is not your goal to change your employees, you need to be aware of how different team members will project their reservations upon others.

Remember, your team are not mind readers! Introduce the change to the group and give them the opportunity to ask questions in a comfortable and secure environment. Give them every opportunity to become comfortable with the intended changes in their own way.

  1. Invite feedback

Don’t jump into making changes immediately after announcing the new direction. Launching immediately into action without gathering feedback will make your team feel more isolated from the changes happening around them. Instead, once you have announced the intention for a change of direction, invite your management team and informal leaders to work with smaller focus groups to determine where improvements can be best made, and how. Allow others to assist you to determine the next steps forward across a range of departments. You will be guaranteed to learn something, and you will be a better leader through the change for it.

  1. Identify your change masters

After the change has been introduced and workshopped, you will be able to better identify who on your team will be your advocates or ‘change masters’. These are people on your team who will back your vision 100% and will do everything to try and implement it. They are normally followed and respected by their peers, and will assist in warming others to your lead. By letting these change masters to share the big visions you have for the future, you are creating more informed advocates who will continue to push developments along in a steady way.

  1. Determine who is on board, then drive

At some point after the feedback and rallying stages, there is a moment when it will be time to kick the changes into gear. Disruption, if needed, for the good of the project and the company will be seen and embraced for the step forward it is, if handled in a way that involves group dynamics, feedback and recognition of personal impact. Know that others will come on board with the changes that are needed, and there will be no dramatic showdown or mass uproar.


Are your Values Valuable?

What are your values? Before we can talk about specific values as they apply to your work or career, we first have to touch on what values are in general. They are the beliefs and ideas that are important to you and which you use to guide your everyday actions. Examples of what may constitute your Individual core values may be honesty, self-respect, work hard, and achievement.

These overarching principles are an important part of who you are and what paths you choose to follow. It’s important to understand what internal and external forces can be at play when it comes to the decisions we make, and why.

Intrinsic and Extrinsic Values – What is the Difference?

We all have both intrinsic and extrinsic values that affect the choices we make. Intrinsic values have to do more with our internal motivations. Do you like helping others? Do you enjoy the work you do because it is challenging?

Extrinsic values are more concerned with the by-products a decision or action may have. They refer to what you get out of making a choice or decision – in other words, the external rewards. Will you earn more money? Will you be recognised by your peers? Will you be known as a valuable leader?

Identifying your Work Values

Ignoring your values, particularly when it comes to your work, will greatly diminish your chances of being satisfied with your career or job. As such, it is imperative that you identify them early on within your career to make sure that you get the most out of your working life.

One of the easiest ways to determine what your important work values are is to compile an inventory of work values and rank them in order of importance to you. By having this list ready and close to you, it allows you make informed decisions when it comes to your work choices and where they may lead you.

Some examples of value items that could appear on your inventory may be:

  • Independence: freedom to work and make decisions on your own
  • Relationships: positive working connections with co-workers
  • Support: having supportive management
  • Helping Others: assisting individuals or groups
  • Job Security: a high probability that one will remain employed
  • Collaboration: working creatively with others
  • Helping Society: contributing to the betterment of the world
  • Compensation: your pay rate
  • Leadership:  managing others
  • Influence: affecting people’s opinions and ideas

Do any of these resonate with you? Write down your values and keep a note of when they change, when new values are added, and how the order of importance may shift.


Is Your Communication Style Demotivating your Team?

Motivation can be a fragile thing. More often than not, it is easier to demotivate your team than it is to motivate them. Motivation is almost always intrinsic, and it originates from within an individual.

As opposed to always focusing on motivation, more effective leadership and management techniques may be those which serve to not demotivate those around you. Not being a demotivator is reliant on your own communication choices with your team.

A few key demotivators to avoid with your team would be:

Being Excessively Critical

Guidance and direction are one thing, criticism is another. Guidance points to success and development, while criticism highlights and publicises failure. While managers and leaders cannot simply ignore poor practices and procedures that may compromise performance, or productivity, there are ways to approach your team that will inspire internal motivation, rather than encourage demotivation.

The core objective as leaders and managers is to reach organisation’s goals in the most efficient and effective way possible. To do this, it requires an understanding that all available assets must be activated to perform at their best. If a team member is not performing at an appropriate level, it is your responsibility to do what has to be done to resolve the problem. If there is a demonstrated need for more training, provide it.

Excessive criticism may lead to team members who will actively work against the goals of the organisation and no amount of motivational techniques will creative internal drive.

Failing to Appreciate and Reward

Some of the most demanding challenges as a leader or manager arise when there is a need to balance what needs to get done, against what needs to be reflected upon and improved. In today’s numbers oriented world, it is easy for managers and leaders to focus on the numbers to the detriment of their people skills. When a person or department reaches or almost reaches targets, set time aside amongst the team to celebrate the achievement.

Appreciation doesn’t function merely in celebrating achievement, it has a much broader definition. Celebrating milestones demonstrates a regard for others and a respect for their energy and effort directed towards the goals of the organisation.

Ignoring Progress

Checkpoints are very important for goal setting. However, to be effective you must be faithful and diligent in your inspection and regulation of them. By ignoring progress within projects your team is involved with, you undermine their confidence and risk that key objectives will not be met when or how you wish them to be. Checkpoints provide the facts that you have to work with to improve. They tell you what, if anything needs to be corrected or modified.

Just as it is important to reward progress, it’s also equally important to note the direction and speed of work amongst your team to maintain peak productivity.

Is your communication style demotivating your team?


Positional Leadership v Personal Leadership

If you walk into many organisations in most industries, you will likely encounter the staffing phenomenon of those in positional leadership roles, and those in personal or real authentic leader roles. What will often separate the more forward-thinking, aspirational and focused organisations from others is the ratio of real authentic leaders compared to the number of positional leaders.

What differentiates a positional leader and a personal leader?

Positional leaders operate from a traditional or formal understanding of power. Someone who holds a position of power, say a CEO, CFO or COO, can reasonably assume that a large amount of power is granted to them based on their title alone. Leaders who operate from a positional standpoint alone are often unable to look beyond the roles and responsibilities of the title to see how their performance, attitude and general behaviour affects others.

Authoritarian by nature, positional leaders often rely solely on their formally defined responsibilities to influence or coerce others to obey them. Unfortunately, those who operate using this type of leadership style have fundamentally misunderstood how great leaders work to secure and maintain the loyalty of those around them.

On the other hand, personal power comes from being someone worth following and looking to for direction. Authentic leaders or personal leaders operate far beyond the formal responsibilities of their position. Those who operate with a personal leadership mindset are more focused on organisational and business growth, motivation of those around them, and the overall engagement of the entire team.

While personal leadership also can involve positional leadership in times of trial, stress or necessity, it is not used as the defining factor for influencing others. Rather, a strong personal leader will be highly respected because of their ability to juggle responsibility, while also being able to be relied on by those around them.

Developing personal leadership qualities amongst those outstanding performers in your team is essential for your business to grow around the qualities of self-leadership, self-respect and self-management. Similarly, those who aspire to be leaders would be advised to invest in their own self-leadership, and develop their personal power, trusting that opportunities to influence others will surely come.

Remember, leadership is not necessarily about the title someone holds or the designation of duties. It is more about the impact, influence and inspiration that someone has over a group of people. More often than not, the real power of a position comes from more than just where they may sit within an organisational chart; it comes from how authentically they can hold a team together, generate enthusiasm in others, and make a genuine difference in an organisation.

Are you a good manager?

LMA’s complimentary and confidential DIY Leadership Management Competency Analysis can provide you detailed information on your leadership style.
Click here to start the Leadership Management Competency Analysis


Are You An Emotionally Intelligent Leader?

Great leadership and high emotional intelligence are highly-related. Developing your emotional intelligence will greatly benefit your career prospects, your ability to lead and your work/life balance.

Leaders who demonstrate a level of emotional intelligence are more likely to be successful in their roles, have stronger relationships with their team members and are able to resolve conflict-related issues that arise in any leadership position. While some roles such as Software Developer or Accountant may not have a lot of face-to-face interaction time, the behaviours that come with having a high level of emotional intelligence are absolutely vital to the success of a leader in any field.

So, what key behaviours do leaders who possess high levels of emotional intelligence exhibit that separates them from those who do not?

  • Leaders who are self-aware and self-regulate will be seen as reliable, resilient and trustworthy. Those who present themselves as such are more likely to gain the trust of those around them, encouraging a more open and honest working environment that benefits everyone.
  • Those leaders who are seen as self-motivated will inspire others to find their own internal motivators. By focusing on what makes them happy and content at work, leaders are opening up others to consider what individually inspires and motivates them in their own performance. Team members who are more self-motivated will be more likely to set goals, manage their own performance and direct their energy effectively into high pay-off activities (HPAs) that make them feel active and instrumental to the success of themselves and those around them.
  • Leaders who are empathetic and have highly-developed social skills foster a rapport with their team members as individuals with unique backgrounds, personalities and strengths. Leaders who are able to meaningfully connect with team members as individuals are also able to work through problems with team members as they arise. Work related or personal issues are not simply sidelined or ignored, instead leaders with high emotional intelligence are able to pre-empt the best course of action for those around them.

LMA’s associated company, Thrive More, currently offers three distinct Emotional Intelligence short courses that are specifically designed to improve your Emotional Intelligence quickly and effectively. Click here find out more or call 0800 333 270.



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Leadership Management Australia is a registered training organisation, focused on professional and personal growth. We have more than 40 years’ experience offering nationally recognised, accredited courses, and are a recognised authority in the Australasian training and development field.

If you’re passionate about developing people and changing their lives, or have experience in business leadership, mentoring, or coaching, becoming a LMA Licensee is the business opportunity you’ve been searching for.

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As part of our network of Leadership Management licensees, you’ll have access to our extensive and ongoing national marketing strategies, including a strong social media presence, ongoing public relations across a range of media streams, and strategic alliances with peak industry bodies.

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