The Leading Edge Newsletter

Welcome

Welcome to the second edition of the new Leading Edge Newsletter. Some of this issue's highlights are: compelling news from Australasia’s leading workplace survey, some excellent management insights and recommendations in our Leading the Way section, and a brilliant tool for improving your customer service.

If you missed the previous edition of this newsletter visit our archives. If you know others that would appreciate this newsletter please feel free to forward this email , and if you have any comments or suggestions let us know.

Wishing you a wonderful holiday season, and prosperous new year!
Leadership Management Australasia

L.E.A.D. Survey News

Latest News and Results from Australasia's Leading Workplace Survey

It’s Time to Hang Tough, Stay in Touch, and Show the Way

The recent (Wave 2 - Sept) Leadership, Employment and Direction (L.E.A.D.) Survey findings across Australian and New Zealand business leaders/senior managers, frontline managers/supervisors, and employees shows strong resilience and an unparalleled level of trust in leaders and their strategies. However, unless you’re staying close to your top people and communicating with them regularly, you’re at risk of losing them to more attractive options. To find out more about the current state of affairs within Australasian organisations receive the Wave 2 Results White Paper ›

Interim Results Show Startling Changes

After only a couple months of surveying, interim results from the current active L.E.A.D. Survey (Wave 3) are already showing startling early findings, and signs of a turnaround in attitudes and behaviours as we emerge from the global financial crisis. Be sure to receive this informative report as soon as it is available - subscribe to the Wave 3 Results White Paper ›

The Wave 3 survey is still active, so if you haven’t already participated in this important survey, we’d welcome your input by completing the latest set of questions online. (The survey is completely confidential and takes only 10-12 minutes to complete.) Participate in current Wave 3 survey ›

Top 5 Pressures on Employees

Interim results from Wave 3 of L.E.A.D. suggest the nature of the Top 5 pressures on employees has not changed greatly in the past 3 years, although the order has shuffled and the magnitude of pressure from each has diminished. Read results ›

In Boss We Trust…or Do We?

New results from L.E.A.D. show the profound importance of trust in engaging people and directing their energies toward common goals. Trust needs to be at the epicentre of the relationships between different groups in an organisation in order for them to flourish. Read results and recommendations ›

1 in 5 of Your People are Actively Looking for a New Job – Do You Know Which Ones?

How stable is your workforce? Do they have one eye on the door? A sneak peak at the interim L.E.A.D. survey results for Wave 3 provides startling evidence that job seeking activity has rebounded strongly – a clear sign of the turbulence created by economic conditions – and a big wake-up call for organisations to manage their talent. Read results and recommendations ›

Leading the Way

10 High-potential Upsides to the Downturn

While the current environment presents many companies with serious threats, it also offers enormous opportunities. Studies have shown that it is during times of economic turbulence that companies have made the greatest moves in relative position among competitors. Now more than ever, organisations need strong, practical, and actionable insights to address key business issues and spark innovation (change that creates a new dimension of performance). Senior executives from a broad spectrum of industries identified the following high‐potential upsides to the downturn... Read more ›

5 Critical Management Derailers - Symptoms and Remedies

Are your managers on track to deliver?

Times of change present many challenges for organisations, particularly for frontline managers whose people will be responsible for implementing the change. Pressure to perform is high, as are emotions, and everyone is expected to do more with less.

Ironically, the times when you need your managers to perform at their very best are the very times they are most likely to fail. The challenge of change is compounded by the fact that the higher managers rise in an organisation, the more likely they are to develop blind spots that increase their risk of failure.

This got us thinking. Why do frontline managers fail and what can be done to avoid failure? We polled our experts to identify our top five most common management derailers. Read symptoms and remedies ›

How to Create a “Burning Platform” for Goal‐directed Action

How do you create an environment that encourages and accelerates goal‐directed action? How do you gain buy‐in and commitment to company goals and establish the necessity of immediate action toward those goals? What follows is a series of questions that will help you tap into the "fire" of your individuals, and ignite organisation wide goal-directed action! Read more ›

From the News

Merry Christmas, the Recession is Over... Or is it?

According to a number of economic indicators and the views of more than a few respected commentators (and even some of the disrespected ones), Australia has weathered the storm of the GFC and come through relatively unscathed. New Zealand too appears to be slowly on the mend. Is this really the end of the recession or just a break in the clouds? In either case what can you do to make the most of the emerging conditions? Read more ›

Client News

Mitre 10 Embraces LMA's Leadership Development for its Young Managers

Excerpts from an interview with Mitre 10 Managing Director, Phillip Petrie.

"We looked at a new level of managers, young managers, we were bringing through the organisation and identified that those individuals would clearly benefit most from LMA's training."

"Adding the Bathurst store to our business placed a great deal of pressure on our management structure, and LMA has been able to provide us the tools to step up to those management challenges." Watch short video ›

Products and Services News

Two-thirds of Customers Worldwide Leave Due to Poor Customer Service

Poor customer service costs companies dearly. Worldwide, up to two-thirds of all customers leave due to poor customer service. Every customer service encounter has the potential to gain repeat business or drive it away.

With Christmas just around the corner can you afford not to be getting the sales that your organisation deserves? To ensure you select the best individuals to maximise your customer's satisfaction... Read more ›

Prophecy or Fallacy

Alternate Reality – Old Words with New Meanings

From the Washington Post comes a collection of great new meanings to some familiar words (neologisms) posted by some of its readers. Read more ›

In Memoriam - Paul J. Meyer

Paul J. Meyer, the founder of Leadership Management International passed away in the early hours of October 26th. The service to celebrate his life was held on the morning of October 30th in his home town of Waco, Texas, and was attended by over 2,000 people.

Over the last 49 years, millions of people around the world have benefited from Paul’s inspirational writings, books, and courses.

As an entrepreneur he established and operated over 40 successful companies during his lifetime and was involved in supporting and mentoring the launch of many more. Paul packed ten lifetimes into his 81 years and left a legacy that will continue to improve people’s lives throughout the world for generations to come.

"All of us within the Leadership Management International network owe much of our own personal and professional development directly to him," says Grant Sexton, C.E.O., Leadership Management Australasia.

"I was fortunate to have personally known Paul for over 30 years and can only say that the world has lost a truly inspirational individual. Everyone within our organisation sends their thoughts and prayers to Paul’s family."

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