Archive for the ‘Uncategorized’ Category

Diploma qualifications may now attract government funding!

Tuesday, August 31st, 2010

The long running Proteus Impact Leadership program just got better!

It is now possible to take advantage of the Government incentives to up skill your managers and leaders. Employers who send their staff through the Proteus Impact Leadership / Diploma of Management (BSB51107) course can now attract $4000 per graduate in government funding.

How it works:

· Proteus Leadership Centres and an Apprenticeships Centre organisation work with you to establish what funding your organisation is eligible for

· Employees are registered to the Proteus Impact Leadership / Diploma of Management for $3500pp

· At 3 months $1500pp is reimbursed to your organisation through Government Funding

· Upon completion of the course (6-18 Months) the remaining $2500pp is reimbursed

Eligibility:

· No existing Diploma or higher qualification

· Residing in Queensland, South Australia or Victoria.

· Must complete the course within 6-18 months of commencement

· Confirmation of eligibility will be provided by a Apprenticeships Centre group

For more information please contact the Proteus Leadership Centres on 1300 219 903 or info@proteuscentre.com

Victors, Visitors and Victims - John Lees

Thursday, August 12th, 2010

John Lees is a speaker, trainer and consultant, specialising in sales & marketing…and is the author of 11 books on business development. He will be a speaker at Sydney’s upcoming Leaders With a Life Conference on September 3.

The three kinds of people in business: victors, visitors and victims

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As you can see, the few people at the top of the pyramid create the best results, the large number at the base attracts little business…and the mass in the middle achieves average results. Despite these ‘positionings’, all of us are in fact designed to do very well, and yet the majority of business people are less than successful, and some are downright unsuccessful. If the blueprint demands that we should all be achievers, why is it that so many people fail to make it to the highest point of the pyramid? The answer is that we each choose where we want to be in the performance stakes. I don’t mean that individuals or companies set a goal to be average or to be failures; I mean that we voluntarily take the path that leads upwards or downwards in the performance pyramid, and most people are unaware of this daily decision.

For example, if you aim to be more valuable and therefore do more to learn and get better at your business role, you are choosing the path of the victor. Conversely, if you allow your growth to be determined and regulated by ‘the organisation’, then you will spend your commercial life in the middle of the pyramid…because the company will never be specifically focused on just you! The term ‘visitor’ is used to describe those in the middle area because they are like tourists in business, in the sense that while they are capable of operating at higher levels, their contributions are always of a temporary, ‘up and down’ nature.

Ask any good manager what she or he needs most from team members and it is consistent achievement, on a growing basis. And concerning the third choice, if you resist organisational efforts to help you grow, and you also desist from helping yourself…then you will become a ‘victim’, and to make matters worse you will look and sound like one too!

At each level in the pyramid, people use their own form of language: ‘victors’ use terminology that supports their commitment to succeed, such as this kind of statement when faced with a disappointment: ‘OK, we’ll just have to figure out another way to get it done’…and then they do! This does not suggest that they are impervious to disappointment; it means that disappointment might exist ‘outside’ in the company or in the market, but it is never allowed to take root inside their mind. On the other hand, when ‘visitors’ are faced with difficulties they worry, fret, occasionally protest (if this is possible), but ultimately they accept bad news with this kind of language: ‘This is a real nuisance, however there’s nothing I can do about it’, and so they don’t fight back…and then the external ‘nuisance’ guides their internal drive to perform. When ‘victims’ hear bad news they complain and then seek other victims to swap complaints with, until they feel that they are casualties to be pitied and forgiven. As they say, ‘misery loves company’. The mentality of those in the pyramid is as follows:

• Victims expect and wait for problems, and if ideas are provided to them they look for and somehow find negatives…and so they shrink in value and enjoyment

• Visitors are dependent on being ‘chosen’ by customers or management for higher, more rewarding roles…at which time they will give more of themselves, when possible

• Victors pursue progress in action, results and enjoyment, and they use resources that are near and far…but mostly they are resourceful and grow from the inside, out

Success and personal satisfaction are not found in markets or companies; they exist within people…and they are realised and developed as they are given out. So if giving is getting, are you getting enough?

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To see John Lees and the rest of the line up at the Leaders With a Life conference register online or call 1300 219 903.

Part 2 - Preparing executive leaders for the Paradox of Leadership - Richard Dore

Tuesday, March 2nd, 2010

richard-profile-dec-08

…Continued from Part 1

Honesty & Hope

Interestingly, if you look at the research on leadership from Kouzes & Posner, it asks followers ‘what characteristics do you look for and admire in your leader - someone whose direction you would willingly follow?’ The universal #1 response was honesty, followed closely by wanting senior leaders to be forward-looking. So in essence, followers want both honesty and hope.

Combine Kouzes & Posner’s with Collins’ research and we discover that we, as leaders, need to be honest about what is happening, while ensuring that we give people hope – something to look forward to. As executives we need to show our followers that there is hope by being authentically passionate about our vision for the future. “Where there is no vision, the people perish!”

Keith McFarland’s book ‘The Breakthrough Company’ outlines five years of research with over 7000 companies. He looks at how start up companies break through the entrepreneurial phase to become extraordinary - his research and book have become the 2008 version of Good To Great for start-up companies! His key finding was that successful breakthrough leaders were both charismatic and egoless; they were driven by vision, while also building something bigger than themselves. “What one characteristic did all of the breakthrough CEO’s studied share? Charisma! But it turns out that the word ‘charisma’ doesn’t mean what many people think it does. Charismatic leaders inspire us with their character.”

So here lies the paradox of leadership - we must strive to be humble by “checking our egos at the door”, and be honest by telling out staff the truth about the current situation and yet, just as importantly, we must be ‘warriors of hope’ and genuinely charismatic about our envisioned futures.

Click here for more information on Executive Training at Proteus.

Part 1 - Preparing executive leaders for the Paradox of Leadership - Richard Dore

Monday, March 1st, 2010

richard-profile-dec-08“Truth is not in one extreme and not in the middle, it is in both extremes” - Charles Simon 18th Century Pastor

Throughout our executive development programs at Proteus, we challenge senior managers and executives to discover their true leadership style and to embrace the privilege of leadership.

A key resource we utilise to assist executives identify their authentic leadership approach is Jim Collins’ seminal research and book Good To Great. In this book he introduced the concept of ‘Level 5 Leadership’, which has now become part of the business lexicon.

According to Collins, humility is a key ingredient of Level 5 Leadership. His simple formula is Humility + Will = Level 5 Leadership. The executive leaders analysed as part of the research are described as having a paradoxical combination of distinct characteristics, for example; being timid and ferocious; shy and fearless; modest with a fierce, unwavering commitment to high standards; being both humble and having an incredible will to succeed, i.e. ‘a paradoxical blend of humility and will’.

Through running Executive Development programs across Australia the more I see this same paradox in great executive leaders of people and businesses.

These leaders are the principals of our schools, CEO’s of local councils, engineers that have been brave and entrepreneurial enough to start a new business, directors of hospitals, the list goes on.

Many of these people display incredible passion about their organisations’ success and consistently make decisions for the greater good – often at their own short-term expense. For example; when the full impact of the GFC hit one of our clients, a manufacturing company based in Victoria, their US parent company instructed the Managing Director to slash 30% of the staff… his decision was that he would be part of that 30% to go. Why? Because it was the right thing to do!

Continue reading:  Part 2 of “Preparing executive leaders for the Paradox of Leadership”

Click here for more information on Executive Training at Proteus.

Creative Leaders Scholarship

Thursday, August 27th, 2009

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Each year the Proteus Leadership Centres partners with AbaF (Australia Business Arts Foundation) to offer South Australian visual artists the chance to win an incredible 12-month business development scholarship.

Recently the Adelaide Advertiser ran an article on our 2009 winner – Cindi Drennan:

ILLUMINART will deliver visual landscapes to festivals and the commercial sector with the help of this year’s Creative Leaders Scholarship, says founder Cindi Drennan.

Multimedia artist Cindi Drennan was awarded the 12-month business development scholarship by the Australia Business Arts Foundation and Proteus Leadership Centres. Read on at news.com.au

Richard Dore’s take on Seth Godin’s Tribes

Wednesday, July 1st, 2009

richard-profile-dec-08I’m a big fan of www.ted.com, where I regularly watch international and icon speakers on a brilliant array of topics around the globe – all at no cost.

I recently watched Seth Godin (international author of Tribes, Dip, Meatball Sundae, Purple Cow, etc) deliver a presentationOn The Tribes We Lead’, which was fascinating, challenging and quite provocative – especially on leadership.

He suggests that leaders need to ask themselves ‘what do I do’?

According to Seth Godin, a leaders primary response to this question, is to be a heretic! Whereby you actively seek to challenge the Status Quo (look around and identify what it is you don’t like) and go on to lead a tribe a people to change it.

Godin claims that you don’t need permission from people to lead them, they are actually waiting for you to lead them … you don’t have to invent a movement you need to lead it. Look around and find a group of disconnected people (a tribe) that have a yearning for something that they don’t have yet and create a movement.

He asserts, that you don’t need charisma to be a leader – being a leader gives you charisma. By leading a movement that connects you to a tribe – you will become charismatic!

Godin challenges you to ask yourself:

· Who are you leading?

· Who am I upsetting? (Because if you are not upsetting people you are not changing the status quo)

· Who are you connecting with? (Most people want to be connected … they want to be missed!)

So I highly recommend that you check out Godin’s presentation: ‘On The Tribes We Lead’

Let me know your thoughts and whether you agree with Godin assertions on the tribes we lead? - Who knows - you just may connect with a group and create a new movement!

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Richard Dore is a Director at the Proteus Leadership Centres and is based in the Melbourne Office - 03 9848 0500.

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