Inner Chief Podcast

In this episode I catch up with Nicky Sparshott, Global Chief Executive of T2 Tea - a global luxury retailer offering the broadest and most imaginative range of teas and teawares from around the world. Nicky also serves as Vice President on the Global Leadership Team for Unilever's Refreshment Category, playing a lead role in M&A & E-Commerce. She also has experience on the agency side as a Partner at Y&R George Patterson (WPP Group). www.t2tea.com Key Points: “Be brave, because I think the world is changing quickly. What got us here won't get us there, and the best advice I would give to people is go after the dream, but perhaps also be prepared to take the path less trodden to get there, because I think it will hold you in good stead.” Nicky’s top messages include: On what Nicky learnt from a major setback from a failed product launch: A couple of really small choices that we thought were small choices, had not been clever and we did not deep dive. These proved to be those chinks in the armour

Why leaders micromanage and how you can adjust your approach to improve the working relationship so that it is a. more effective and b. less soul destroying.   Before you dive in and start trash talking your overbearing boss - it is wise to seek some understanding as to why they might be micromanaging you. Take a few minutes to think deeply and through their eyes about what might be causing them to dip down.

In this episode you’ll hear from Daniel Herbert, CEO of SSKB. We are going to be covering some powerful strategies that he learnt through 67 tests for the Wallabies. He was apart of the glory era of Australian Rugby, won the RWC in 1999, the Bledisloe Cup and beat the British and Irish Lions in 2001. He Captained the QLD Reds and was world player of the year in 1999. Critically he has now gone to a successful corporate career with the commercial side of the QLD Reds and is now CEO of SSKB. We cover what executives can learn from elite sport (and what doesn’t translate), about what made him stand out from the pack and how to be indispensible to an organisation. The lessons here are vital. Subscribe on iTunes here: https://itun.es/au/87Pqkb.c Subscribe on Android: http://tunein.com/radio/The-Inner-Chief-p1004701/ http://www.stitcher.com/s?fid=141429   Key Points: “My only message to the next generation is, you have to impress. You have to still do the work, you have to still stand out from the crowd because the

In this episode I talk about why you should run across a desert (and love it). Huh? What I really mean is why you should do something epic. In 2007/8 I conducted a personal growth experiment by tackling the Gobi March a 250km ultra marathon across the toughest terrain in the world. This is a bit of that story and what I discovered on…and didn’t expect.

In this episode you’ll hear from Vivek Bhatia. At age 26, Vivek was a Indian migrant watching the big businessmen in their expensive suits walk around Sydney. This inspiring story is how he rose above the pack to become a CEO in just 10 years.  Vivek is now CEO and MD of iCare which delivers insurance and care services to the people of New South Wales. Whether a person is severely injured in the workplace or on the road, iCare supports their long-term care needs to improve quality of life outcomes, including helping people return to work. In 2008, Vivek was appointed CEO of Wesfarmers Insurance in Australia, where he was responsible for leading the multi-brand, multi-channel insurer through a significant transformation journey. He was also co-lead of McKinsey & Company’s Asia Pacific Restructuring & Transformation practice and has been the Chair of the former NSW Dust Diseases Board and been the NSW representative on the Board of SafeWork Australia. Key Points: Vivek outlines that “the day you stop le

In this episode we talk about executing your Life Vision as part 2. If you haven’t listened to Episode 57 of building your Life Vision I’d recommend doing that first.   There is an old saying, “Vision without execution is just a dream”.  And, chief, I’ve got a confession so make this was me. I was a dreamer with all sorts of grand ideas about who or what I’d become. I always had new ideas and goals that all seemed to flow from my creative mind.  I was the line from poem “George Gray” by Edgar Lee Masters that I read in Ep 57 on building your life vision...“a boat longing for the sea and yet afraid.” I was stuck in my own sheltered harbour. Not willing to do the hard work break the boundaries, to look inside myself at the things I liked about myself the least or the limiting beliefs I held and grow beyond them.  It was only when I realised that all greatness requires challenge. It will requires a thousand steps one after the other to change my game. One must have a vision and one must execute. I’ve seen to

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

In this episode we build your own Life & Career Vision. "George Gray" I have studied many times The marble which was chiseled for me-- A boat with a furled sail at rest in a harbor. In truth it pictures not my destination But my life. For love was offered me and I shrank from its disillusionment; Sorrow knocked at my door, but I was afraid; Ambition called to me, but I dreaded the chances. Yet all the while I hungered for meaning in my life. And now I know that we must lift the sail And catch the winds of destiny Wherever they drive the boat. To put meaning in one's life may end in madness, But life without meaning is the torture Of restlessness and vague desire-- It is a boat longing for the sea and yet afraid. - Edgar Lee Masters, 1868 - 1950 To leave the harbour chief we must start with a destination. One that inspires us and drives us to personal greatness. In this episode we will talk through creating your own Life Vision.    The very first time I did a vision board was in 2007. It was a transforma

In this episode we take an entirely new angle. I’ve been wanting to bring in some gurus on particular topics and it brings me great pleasure to start with our spiritual guru Damien Price on Spiritualism and how it fits in the corporate world.    Damien Price is a Christian Brother and has taught for over thirty years in schools throughout Australia and New Zealand. Over the past twenty years Damien has been involved in working with disadvantaged youth, homeless men and women, refugees and Asylum Seekers. Damien has Masters Degrees in Counselling and Pastoral Guidance. Damien’s Doctor of Philosophy degree focused on the sense of self that youth grew into as they engaged with homeless people over an extended period of time. He is now Regional Ministry Coordinator for PNG, Philippines and Timor Leste in a role that has him travelling and organising all over SE Asia. Some of the questions I ask Damien include:  • What is God and/or who was God and where do people get it wrong? • What is Religion and where do pe

In this episode we build your own Life Scoreboard.   Like most successful professionals, you probably started your career with clear ideas about what you wanted to do and who you wanted to become. Then, as time progressed, you got caught up in the corporate life. Before you knew it, you were running from one meeting to the next, and what you expected of yourself started to come second to what others expected of you. Add to the equation the responsibilities that come with a family and a mortgage and it’s easy to see why so many of us fall into this trap. We look forward to time away from work, but the four weeks of leave most of us take a year don’t ever seem enough.   It just doesn’t feel like living.     Years fly by, seemingly at the speed of light, and no matter how hard you try you can’t seem to slow it down. You may even have started to feel a little lost, disconnected from our soul, and of control as the year has progressed you don’t feel as comfortable in your own skin. You’re not coming from a place o

In this episode you'll hear from Mike Pratt. Mike is the Commissioner for Service, NSW Government, leading major service reform across the NSW Government. He is also Deputy Chancellor of Western Sydney University, Chairman of Bennelong Funds Management and a Non-Executive Director of Credit Union Australia. Mike was CEO of Consumer and SME Banking, North East Asia, with Standard Chartered Bank. He is a former President of the Australian Institute of Banking & Finance.He was also Group Executive of Westpac Business & Consumer Banking, CEO of National Australia Bank in Australia and CEO of Bank of New Zealand. He was also CEO of Bank of Melbourne. Previous directorships include Non-Executive Director of MasterCard International Inc, New York, Non-Executive Director of MasterCard, Asia Pacific, Non-Executive Director of BT Financial Services, Chairman of Shenzen Credit. Mike outlines how important it is to be well prepared, build out your network, incorporate lifelong learning, be disciplined, maintai

In this episode we will be talking about another pattern that has emerged through many of the CEOs on the show and that is “Taking the Path Less Travelled”.   Have you ever found yourself boxed in to a role or industry? Ever felt stuck in your growth or feel like your network and knowledge set is limited to your profession and industry? Ever had the nagging gut feeling that you need to do something drastic to change things up but you find any number of reasons why you shouldn’t? Feel like the dream of rising to the top of just having a more meaningful career is slipping away? One pattern that has come up time and again is one where they have come to a sort of cross-roads where they feel they are potentially going to be stalled.   WHAT IS TAKING THE PATH LESS TRAVELLED? It can mean shifting industries, roles, organisations or something that expands your horizons. The key here is to aim to build wide ranging experience and knowledge that you can use to become better, smarter and more connected. Normally these k

For full show notes go here: www.chiefmaker.com.au/93 This week we are joined by Isabelle Nussli. She is the former US CFO and chairperson of the NUSSLI Group, a leading international provider of portable and permanent infrastructures for sport and cultural events at exhibitions just like the Olympics. They built the iconic Bondi Beach Volleyball Stadium at the Sydney 2000 Olympics, and have been involved in FIFA World Cups. Isabelle is the author of the Amazon bestselling book "Cockfighting: Solving the Mystery of Unconscious Sabotage at the Top of the Corporate Pyramid". Drawing on the latest research and interviews with more than 70 chairpersons and CEOs, Cockfighting presents Isabelle's findings on the conscious and unconscious drivers of conflict, and provides invaluable tools for increasing self awareness, overcoming differences, and facilitating collaboration for those at the very top of the corporate world. Isabelle has an MBA from Kellogg School of Management and is currently the Chief Energising Off

www.chiefmaker.com.au/92   Today we dive into High Performance Teams, Part 10. This is the final episode in the people pillar and so far we have discussed the right people, the right role, the right strategic development plans for them and the right coaching and one-to-ones. So now you've got the right people on the bus, got them all sitting in the right seats, you're developing them all in the right way over their entire career, looking to develop them and make them into the best people they can be. You're also actively coaching and giving them one-to-ones. Today wet finish the people pillar with a focus on the execution part of the job through situational delegation. As new initiatives and tasks come up on a day-to-day basis, this is different to our coaching and one-to-ones. This is when something pops up that is above and beyond business as usual like a special report, a new project and the quality of your delegation will directly impact the quality of performance of your people. Back in about 2006 I wa

See more at www.chiefmaker.com.au/91   This week we are joined by Roland Frasier, CEO, War Room Mastermindand the Principal/Founder at Traffic & Conversion Summit, DigitalMarketer, Praxio, Rival Media, Plattr. He is the co-founder and/or principal of multiple Inc. Magazine fastest growing companies (e-commerce, e-learning and SaaS). Serial entrepreneur who founded, scaled or sold almost two dozen different businesses ranging from consumer products to industrial machine manufacturing companies with adjusted sales ranging from $3 million to $337 million. Through War Room Roland advises over 100 major companies on digitally centric customer acquisition, activation, referral, retention, revenue and growth strategies and plan implementation. He is a guru in the art of the deal and one of the most humble and generous chiefs you’ll ever meet. Books and Resources Recommended Nothing Down by Robert Allan The Psychology of Winning by Denis Waitley Unlimited Power by Tony Robbins The works of Milton H Erickson

This is episode 9 on our 25 part series on High Performing Teams. The first 5 episodes were about your MISSION which includes your vision, purpose, strategy, values and goals of your team. And then for the last three weeks we've been talking all about your PEOPLE.   We have already covered getting the right people on the bus, putting them in the right role, and then getting a strategic development plan together for that individual.   Today we talk all about the coaching and one-to-ones. We’ll cover four important steps in coaching:   Understanding what motivates your people Understanding their psychology in greater depth Get into a regular coaching rhythm (see Ep 33 and 88 on Strategic Development Plans) Coach each person in their own right and maintaining growth mindset   See more at www.chiefmaker.com.au/90

See more at www.chiefmaker.com.au/89   This week you and I are joined by Jonathan Rubinsztein, Chief Executive Officer (CEO) & Managing Director of Infomedia.   Infomedia (ASX:IFM) is a leading global provider of SaaS solutions to the parts and service sector of the automotive industry. Founded in 1987, Infomedia supplies online parts selling systems, sophisticated service selling systems, a range of publications, as well as data analysis and information research for automotive and lubricant industries.   Previously, Jonathan was the CEO and founding Shareholder at UXC Red Rock Consulting, the largest Oracle Consulting business in ANZ with 8 offices and 600 staff.   He also served as a founding Director of RockSolid SQL is on the Advisory board of the Missionvale charity based in Port Elizabeth, South Africa and on the Board at Humanitix, the first not-to-profit ticketing platform that redistributes profits from booking fees to fund domestic violence shelters, meals to homeless, and indigenous education  

For more information go to www.chiefmaker.com.au/88   In this episode we are going to continue our focus on the People pillar of High Performance Teams. In particular, building strategic development plans for each of your team members.   One of my great mentors, all through his books, obviously never met the man, was basketball coaching legend, John Wooden. He said, "I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organisation, and a strong organisation starts with caring for their people."   When I refer to strategic development plans, I mean now that you've got the right people in the right role, you need to strategically develop them so they can be their absolute best.   To do that, you must have to genuinely, authentically care about each and every one of them. Remember, Napoleon said, "Leaders are dealers in hope." So often we get caught up with the business commercials and the targets and the things we've got to do, and we for

Part 7 of our series on building High Performance Teams continues to look at the second pillar - People. And in this case The Right Role for your people.    Once you’ve formed the right group of people, which we covered in Ep 86, now its about taking a step back and analysing if you have the right role for each of those people. A role that will bring out their best and get the job done for the team.    The best people can crash and burn in the wrong role and a low performer can start thriving in a role that plays to their strengths and focuses on work that they value.    Remember, an individual can outgrow a role and when that happens every day they turn up can feel like a step back. It can be soul destroying and in situations like that it’s a significant move if you can help them feel appreciated for their real potential. And  sometimes a role can be too big or the wrong shape for someone. E.g. If they’ve been in an operational line management role which plays to their technical expertise and they’ve shifted

For more info check out www.chiefmaker.com.au/86 In our first five minisodes on leading high performance teams we built your mission and this was the vision, purpose, strategy, values and goals of your team. We’ll spend the next 5 weeks focusing on what makes it all happen - PEOPLE.  And to start off we’ll look at getting the RIGHT PEOPLE on your team. As Jim Collins said, “Get the right people on the bus and wrong people off the bus.”  In many ways, this is actually the first step. But in reality you need to keep checking in to see if you’ve got the right people. And so that is first question, if you think about your mission and the aspirational goals you’ve got, then straight up, do you have the team that can do that?  If your answer isn’t a confident yes, if there is someone who you’re unsure of that is nagging away at you then let’s look at it. Review your team and ask yourself, are we a title winning team. Who am I unsure about and is it their skill or their character?  This is something where you r