Poor Leadership comes with a list of behaviours and characteristics, the complete opposite of effective, good leadership. 

You have probably encountered one of these ‘poor’ Leaders who failed to be Leaders! Lacking were words and actions to inspire or motivate us to give the best of ourselves and help achieve Business success. You will recognize the symptoms of low morale, stress and conflict, all tell-tale signs of poor leadership. 

Let's profile ‘poor’ leadership with 6 Strategies to avoid becoming that ‘bad’ Leader. 

1. Poor communicator: Poor Leaders often feel the need to dominate and control the conversation and do so by interrupting others. They are the loudest voice and usually bad listeners. This behaviour can have a devastating effect on staff, who will withdraw, feel undervalued and lose respect. 

Strategy 1: Communication is a two-way street. Become a better communicator, a conversationalist by letting others have a say and listen attentively while they do so. Be an active listener, avoid interrupting and high jacking the conversation with your point of view. Share the ‘floor’ to get input from all involved. 

2. Micromanaging: The poor Leader feels the need to closely manage every detail, to control and often lacks the trust to delegate. This over-bearing scrutiny dampens and hampers staff spirit, sabotages self-belief and destroys Team morale. 

Strategy 2: Look for the signs. Self-awareness is crucial. How do your staff react to this close monitoring. Do they welcome and embrace your suggestions, interventions or do they shy away, become disengaged. Importantly, build bridges by asking if or how you can support them and leave them to do their job. 

The Silly Season – Coming soon! 

For many this is the leadup period to Christmas festive celebrations. A time of shopping for presents, including choosing for those hard to buy for family members, gift wrapping, get togethers, summer holidays and keeping a diary of celebratory events to attend, including the ‘office’ party! It can become fast-paced with this frenzy of activities. Sometimes we throw caution to the wind, let our hair down and our inhibitions as we try and keep up!

BUT we can all enjoy the ‘silly-season’ with a little careful thought, planning and preparation.

Here are our 7 Helpful Hints:

1. Avoid going into overdrive. Take each day and step at a time to avoid ‘silly’ fatigue! Don’t try and pack everything into this short period. 

2. Everything in moderation.  Food, drink and frivolity, celebrate and enjoy each without going overboard! Over indulgence has after affects!

3. Remember what the true spirit of Christmas is about. Togetherness, sharing, caring, reflection and kindness for self and others.

4. Enjoy yourself and the company of others. Stay responsible to avoid regret, remorse or revival later. Whether Family or Workplace functions ‘normal’ standards of behaviour still apply.

5. Don’t try and compete with the Jones’s or family when it comes to the decorations, presents, or feasts. The biggest, most expensive isn't necessarily the best, its the thought that counts.. 
6. Debt hangover. To avoid this pain manage your finances now. Jot down your usual, likely expenses, budget for gifts and keep your credit card spending under control.  Remember credit is easy to access, buy, have now but comes with the cost of paying later.  
7. Reach out, share a kind word, do a good deed, or wave to your neighbour.  Simple things with no monetary cost.

 Where did the term ‘silly season’ come from? 

First recorded in 1861 in the Brewer’s Dictionary of Phrase, as in the UK the period in the summer months known for frivolous news stories in the media (source Wiki). 

So here we are in 2023, counting down to Christmas, and the start of the ‘silly’ season. 

Enjoy and I hope you find our Helpful Hints helpful! Ho ho ho!

In the spotlight Leadership in a digital-age!  

The message to Readers, be aware of the implications and consequences! 

With most aspects of private and Business life in the public arena, never before has ethical and moral behaviour, standards of integrity and honesty been more important. 

Morality refers to an individual's internal sense of right and wrong, doing the ‘right’ thing.   Business ethics are the principles and values that guide corporate conduct, decision-making and stakeholder interactions. These compass honesty, fairness and transparency that go beyond legal requirements. 

Today’s digital–era presents a new set of circumstances. It exposes personal life and professional conduct, and the repercussions when the two collide very publicly!  The slightest of misdemeanors potentially has and do bring down the mightiest of Companies and their Leaders. You have seen the headlines! No Industry is immune or can slip under the radar. 

Ethics and morality are about the Leader who demonstrates these values both inside and outside the Company.  Breach of that code undermines trust and confidence in both Leaders and the Organistions reputation. 

There is the moral manager who promotes ethics through standards and structure along with the moral person who embodies those values in interpersonal relationships, sound moral judgement and personal behaviour. Delve into leadership psychology for more on this subject. 

It’s now apparent after the recent fallout of the very public concert images that when the custodians of ethics, those at the top break the rules, organisational trust, creditability and culture suffer.  These are the damaging consequences that come with associated risks!  Investors are investing in both the product and the Leadership group. Bad publicity and scandal at the highest level threaten confidence in governance and Business stability. 

Simply put, morality has become a Business asset. 

Let’s look at Ethical Leadership more closely. 

Traditional leadership development still promotes strategy and execution, which are important elements, but without ethics, public self-awareness and emotional intelligence, those competencies are insufficient. 

Today’s leadership now requires a new skill, ‘digital-era’ awareness and judgement. Use of Smartphones and social media blurs the lines between professional and personal lives. In this period of constant visibility and exposure, moral failure has consequences for both the individual and Business enterprise.  

And when in the spotlight, a Company’s values are tested, as to whether its ethics are simply words or real operational standards. It’s more than going into damage control. To win back trust and restore integrity, the Organisation must take action driven by vigorous and robust commitment.   

Building ethical trust starts with redefining corporate governance. 

• Choosing Board Members. In our modern era, Member selection should be based on strategic competence coupled with character assessment. Consider, do those in a position of power qualify in terms of ethics and integrity? 

• Company values must be clearly expressed, understood, and enforced regularly. Ethical standards and upholding them are the responsibility of everyone, from the top down. Lead by example.

• HR must be and remain beyond reproach. Accountability and transparency are crucial elements when ethical failings occur by those meant to protect cultural integrity. 

• Leadership Succession Planning. This is vital to ensure that if the situation arises, an appointment can be made quickly to help stabilise the Company. Plan ahead, foster, and develop your Team built on strong Organisational and personal moral and ethical standards. Build a Team on solid accountable foundations.

Takeaways!  

Ethics, integrity and moral behaviour are the responsibility of everyone. 

Think before you act, personally, professionally in private or publicly! 

A shared passion that creates rewards for all. Yes, the benefits of a successful Family Business are many, including contributing to their own prosperity and the Australian economy by generating employment opportunities.  

A Family Business also brings unique challenges and management complexities such as governance, ownership, leadership and skill abilities.  

Family politics, dynamics, and relationships, for example, can blur the lines of authority. Breakups, divorce and marriage can also disrupt harmony. Nepotism and favouritism can also come into play, along with generational differences, causing friction and faction. 

The new generation is eager to lead but can be held back by hierarchical decision-making, often influenced by traditions and norms. Not to forget the test of keeping family and Business matters separate to avoid dinner table arguments. 

This is why keeping it professional is so important for all concerned. 

Professionalism culminates in the right attitude, commitment, performance, ethical behaviour and discipline aligned with the Business vision.  Professionalising the Business is about adopting such practices to protect the stability, welfare and success of both members and the Business interests.  

How to do it! 

9 Ways to Professionalise your Family Business

Moving chairs can present itself for various reasons, including those from within and outside. And it’s more than just moving furniture! It takes open communication, defined governance, and sometimes external expertise to navigate the complexities of interrelated, personal, and professional dynamics. Ideally, family harmony, relationships and the Business unit survive the move and continue to thrive! 

• From within, examples include retiring members, promotional ambitions, or others wanting a different role.  Deaths, marriage, divorce and births and changing values and aspirations of each new generation can also play a part.  

• Externally, the business environment exerts continual pressure for change, and innovation that can require dramatic change to how and by whom the Business is managed and run. The key is to see change as an opportunity rather than a problem, threat, or obstacle. 

To be successful, a family Business must be prepared, equipped and skilled to respond to both internal changes and external Business developments. It’s a balancing act! If too much time is spent dealing with pressing and sometimes disruptive family issues, the risk is not giving enough attention to the Business, its stability and future.  

8 Key Strategies for Moving Chairs  

1. Establish clear governance – creating a formal structure (Family Council, Board) is the framework for a strong Business unit. They can differentiate between Business operations, family issues, and ownership matters. This distinction helps separate and prevent emotional connections from clouding business decisions. Good governance underpins a strong Business unit. 

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Behind and at front of a family Business are the family members, the driving force of success. It is this performance, investment of self along with family unity, pride and loyalty to the Business that achieves the best results. This is often described as socioemotional wealth that contributes to overall performance and results. A positive harmony of relationships.

But this harmony sometimes goes off key. Family Businesses become management nightmares, with conflicting missions of making a profit and providing jobs for family. For example, problems arise when family are underperforming at the expense of the Business performance.

What happens when relationship dynamics are not dynamic. How do you deal with under-performing, uninterested or unenthusiastic family or relatives? And What to do if rules are not adhered to, or relationship lines become blurred or overstepped!

What to do! Get back into tune by adopting some sound ‘people’ management techniques.

Firstly, let's look at performance, what influences and determines it.  The top 4 factors are:

1. Company culture
2. Employee engagement
3. Performance management
4. Dealing with people problems

Company culture sets the framework. This is an agreed Mission statement and vision for the future that underpins the organisation. It is the shared values, behaviours and attitudes that make up a work environment and aligns with company branding and messaging.  Culture is what creates the day-to-day experience at a company. The key is getting everyone on the same page.

Employee engagement. Whether employing outside recruits or family members, fair and equal processes and systems must be in place. Appointment on skill and merit is vital, supported by appropriate training as needed for all employees. Nepotism is a weakness of family businesses when those not qualified are selected or promoted, causing inefficiencies or resentment. 

Family Businesses are an integral part of the Australian economy and significant contributors, making up to 70% of all Australian Businesses and employing around 50% of the workforce. Family Businesses are enterprising and adaptable, providing unique benefits to the economy, local communities and their family units.  

The positives of working with family include members usually sharing a deep sense of commitment and responsibility and a shared vested interest in the success of the enterprise. For members it is an opportunity for growth, and contributing to and investing in their own and the Businesses success.

The challenges! It can be a delicate balance between the needs of the Business and expectations of family, along with the intertwining and overlapping professional and family roles, that often compete, causing strained relationships. 

Yes, just like in any Business conflict is a reality, occurring for a variety of reasons. Tensions arise over differing visions and opinions, power struggles, financial arrangements, competing priorities and clashing personalities!  When conducting Business, these tensions are brought to the table, with the potential to influence decision-making, relationships and communication, positively or negatively. If left conflicts can escalate resulting in fractured relationships and undermine Business stability.

Ways Forward: 

• The key is to understand and appreciate members differing perspectives and harness these differences. When managed effectively conflict can be a powerful force, a catalyst for innovation and growth.
• For example, family disagreement over strategic direction or expansion can bring about closer examination through a more thorough evaluation. Beth and Jason see opportunities in new markets, expansion, and adopting updated practices, while their parents, company founders, Bill and Mary are concerned about 'big' change and potential risks. Importantly to move forward,  it's about listening, exploring and engaging differing viewpoints, and addressing underlying issues. This approach leads to a more robust decision-making process. 
• It's about bringing everyone to the table, supporting respectful engagement and discussion. By practicing the skills of negotiation, diplomacy, compromise and weighing up all the arguments, solutions can be found, supporting, the best interests of all, and importantly the Business. Conflict can be harnessed to unify!

Family Business can harness the strengths of the family dynamics to achieve long-term success by recognizing and dealing with the complexities of those dynamics. 

6 Best practices for harnessing difference in your Business: 

In a family Business, just like other Businesses, not all members perform effectively to expectations or role requirements!

This is not an uncommon situation. The underperformance of a staff or family member is challenging, putting all concerned in an uncomfortable position, threatening family and workplace relations and ultimately can affect productivity. 

The dilemma is how to deal with it, what to do, particularly where both the family and Business relationships are at stake. Not an easy matter to deal with and not an easy conversation to have! If you have experienced this, you will understand the predicament! 

But action is needed. If the matter is not addressed, the outcome can be disastrous. 

A closer look shows that the reasons for underperformance are varied; 

• Recruitment selection may be done based on family relationships, or obligation, not merit and competence. 

• A Member’s place of family importance is considered an excuse or ‘pass’ to overlook mistakes, poor behaviour or performance, by them and the family team. 

• A Member’s sense or belief of entitlement, with no accountability, makes them disruptive and they slack off. Such behaviours threaten the Business operations running smoothly.   

• Family rivalry, position and sibling power struggles resulting in lack of commitment. Members disengage and disconnect from personal responsibility. 

When dealing with a family member's underperformance it's crucial to address the situation professionally, using open communication, setting clear expectations and a focus on Business needs while balancing family dynamics. 

6 Steps to effectively managing underperformance 

1. Have the candid conversation: Don't let family relationships stifle this action. Arrange a private formal meeting. Treat the member with respect and dignity while clearly stating your concerns. Provide specific examples to support your feedback.  

2. Find the underlying cause: Facilitate a constructive conversation and avoid emotional complications. Be sensitive, listen to their perspective to understand why there is underperformance. E.g. due to unclear role responsibilities, personal issues, lack of motivation or skill gaps.    

Are you living a healthy lifestyle?  

Think so! But what does that really take and look like? 

Living a healthy life means being active on a regular basis, eating nutritious foods to fuel your body and having a work-life balance.   

And understanding the connection between physical and mental health is critical. This relationship underpins overall well-being and quality of life. 

Next, take the step, assess your healthy lifestyle. 

6 Questions to ask Yourself to be a Healthier You. 

1. Are you eating well balanced meals? This is about meeting dietary requirements, daily intake, from the recommended essential food groups. Good nutrition fuels your body, builds energy levels to boost productivity and better concentration. If you are consuming lots of processed foods most likely you will feel more tired than usual.  

• Check how well do you eat from the 5 Food groups. Click, https://www.healthywa.wa.gov.au/Articles/J_M/Maintaining-a-healthy-lifestyle/Healthy-Eating 

2. How much water do you drink daily? It's essential to consume sufficient amounts throughout the day to hydrate bodily function. Water is part of a balanced diet, winter or summer we need to replenish our levels. Check your intake regularly to maintain hydration levels and ideally, avoid high sugary drinks.  

• Check your recommended requirements, click, https://www.healthdirect.gov.au/drinking-water-and-your-health 

3. How often do you engage in moderate exercise? How many hours do you sit each day? At a desk, in the car on the couch! Compare that to active movement, steps and walking. Undertaking regular physical activity is vital to maintain a healthy mind and body weight and in preventing chronic diseases. 

• Check, to calculate your activity needs, click, https://www.healthywa.wa.gov.au/Articles/J_M/Maintaining-a-healthy-lifestyle/Active-Living 

4. How balanced is your work-life balance? We know being stretched, pulled and torn between work and personal life demands can cause problems including stress-related issues. Managing both by adopting stress management practices can greatly improve your quality of life. Taking care of yourself such as scheduling time out, time with family, pets, taking up a hobby, reading and relaxation techniques are proven de-stressors. 

• Check Stress, key facts, indicators, resources & supports. Click, https://www.healthdirect.gov.au/stress 

• Need help managing your Business affairs Blackburn Accounting offers a range of related services. Let us take care of business matters to ease your workload and pressures. 

5. How many hours of relaxed sleep do you usually have? adequate sleep is needed to rest the body and brain. Sleeping well keeps everything in tune and allows your ‘body and brain batteries’ to recharge. Insufficient sleep and chronic sleep deprivation comes with a list of adverse effects. 

• Check Sleep, Facts, needs and related information, click, https://www.healthdirect.gov.au/sleep 

6. Do you have opportunities to connect with others? Humans are social beings that need meaningful contact with others. To be a part of and feel included. Reach out!  Chat with a neighbor, volunteer, join a committee or book club. Researchers have found social isolation and associated loneliness can affect our ability to think, our self-worth and immune systems. Social connection can be a powerful therapy. 

• Check feeling lonely or isolated, there are ways to help overcome this, click, 

https://www.healthdirect.gov.au/loneliness-isolation-mental-health 

 How did you go with your assessment?  

Did you find any areas for change or improvement? 

Do you want to be a healthier you, live a Healthy lifestyle?

For more information go to; https://www.healthdirect.gov.au/healthy-lifestyle 

Speak with your Health professional if you have related questions or concerns about any health issues. 

What inspires you?

Do you have your own 'mantra', thoughts that guide and influence you, keeping you calm, collected, providing a compass for your life and Business aspirations.

Do you resonate with the words of these famous figures? 

• 'You cannot do kindness too soon, for you never know how soon it will be too late.' Ralph Waldo Emerson, essayist, lecturer, minister, abolitionist, philosopher, poet

• 'We must believe that we are gifted for something, and that this thing, at whatever cost, must be attained.’ Marie Curie, French physicist & chemist. 

• ‘To lead people, walk beside them. As for the best leaders, the people do not notice their existence...When the best leader’s work is done, the people say, ‘We did it ourselves!’ Lao Tsu, Chinese philosopher. 

• 'Life’s most persistent and urgent question is, ‘What are you doing for others?' Martin Luther King, Jr. 

Whether you already possess ‘natural’ leadership abilities, you can become a better leader by understanding and developing your skills and abilities. That's a fact! 

But it takes a commitment to personal and professional development, building soft and hard skills over time. Back this with a willingness to learn, work hard, listen to and accept feedback, and you will grow from both training and experience.  

This contrasts with the Leader who believes they are a ‘born leader’. They believe they have an innate ability to lead, confusing that with over-confidence, arrogance, or ego. Self importance and ‘right’ do not create or make the ‘best’ Leaders. They dismisss learning and development as not for them!

It's a fact also, that all Leaders, if they are to have authority, need to have respect, respect gained through demonstrating effective leadership.  

Key qualities to develop: 

• Communication – to be effective, be open, honest and transparent. Active listening is an essential skill in the art of communication. 

• Self-awareness – know your abilities, strengths & weaknesses, develop and build on these. 

• Integrity & Ethics – uphold strong values, demonstrate them and take responsibility for your actions. You will build respect, trust and loyalty.  Read more...

When we talk about decisive Leaders and leadership do you see yourself? 

Do you identify with the key characteristics and traits, and importantly, understand why decisive leadership matters in today’s competitive, fast-paced Business world? 

Decisive leadership is the ability to make confident, purposeful, and timely decisions even in times of uncertainty. Effective, decisive Leaders start with knowledge, insights and experience and support that by involving experts when needed. They make ‘good’ decisions using a mixture of wisdom, analysis, and judgement. 

Decisiveness isn’t about arrogance or impulsiveness, nor recklessness and making rash decisions.  

Indecisive Leaders hesitate and risk undermining their Teams trust and jeopardising project progress and outcomes. They often handball decisions to others without due diligence or lose opportunities by indecision. 

Decisive Leader Profile:

Confidence - leaders believe in their judgement, act and seize opportunities. This is gained by gathering the necessary information and supporting sound decision processes. They have the courage and conviction to balance analysis with bold decisions. 

Composed – they are calm under pressure, rational and clear thinking. Acting with purpose and clarity. They balance decisiveness with reflection and critical thinking.   

Timeliness – can make well-informed choices, more quickly at the right time. 

Accountability – are committed, taking ownership and responsibility for their decisions. Will adapt and adjust if needed, learning from past experiences. They stand by their decisions and own mistakes if made. 

Leading when you have the winning Team is commendable, memorable! Congratulations it all came together. Sit back, celebrate and enjoy the glory and success. 

Flip the situation!  

If you are the Leader of a group that has just experienced loss, setbacks and disappointment, whether it’s a football final, or a bid for a contract,  when ‘teams’ lose, the impact can be devastating. Reactions vary and it’s easy to start the blame game or dwell on what-ifs.  

This is where strong Leadership is vital to deal with the fallout of defeat. Supportive leadership to address the challenges, pick up the pieces, and rebuild. Importantly, it’s about taking the group with you, transforming the pain of loss into purpose. 

4 Actions of Strong Leaders and Leadership: 

1. Understand the emotional impact 

• Acknowledge disappointment, allow time for ‘grieving’ 

• Give support, individually and the team 

• Demonstrate empathy 

• Address any fears or uncertainty 

• Provide access to mental health services  

2. Rebuilding Morale

Ineffective management, inappropriate behaviour, and poor performance can cross all realms and boundaries of a Business. At the top or bottom of an Organisation bad behaviour can appear in various forms, shapes and ways, disrupting and sometimes creating toxic environments. Everyone is at the mercy of the damaging fallout.  

Heed the warning! Be aware! In a world of changing community standards and expectations in the workplace around diversity, inclusion, safety, bullying and mental health, Executives and leaders who breach rules or overstep the mark can find themselves in hot water. No longer are power and abusive language management tools. CEO’s need to be the best version of themselves at all times and lead by example.  

Simply put, we know effective performance and behaviour management fosters a harmonious and productive workplace that is beneficial for all concerned, employers and employees. To support that, strong systems and structures need to be in place. 

Most importantly, it’s knowing what to do, how to prepare for, address and deal with any issues if they arise. 

The following are common types of Leader bad behaviours.  

• Leadership deficiencies: lack of accountability, micromanagement, constant negativity, self-interest, and avoidance of responsibility.  

• Personality traits: rigid thinking, narcissism, psychopathic tendencies (manipulation, superficial charm), controlling) and being easily frustrated. Bullying is often a management method using exclusion, humiliation, and belittling staff. 

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In a time of uncertainty, conflicting world events, politics and the rapid adoption of AI we are already seeing that 2025 is a time of disruption and it’s not ‘business as usual!  

In this rapidly changing environment horizon scanning, course correction, agility and adaptability are important skills for Industry leaders. 

 A ‘typical’ small Business leader in Australia in 2025 is likely to be a tech savvy self-believing entrepreneur with a strong focus on digital marketing, the customer experience and sustainability.  

Aligned with this profile is human-centred leadership that prioritizes employee needs, wellbeing and promotes practices to foster a safe, positive work environment. There is emphasis on diversity and inclusiveness within their teams. 

What to look for. Do you recognize these attributes in yourself? 

7 Key characteristics are: 

1. Tech savvy: includes keeping abreast of new technology, being open to improvement or if needed seeking advice from expert others. Example AI, what’s it all about, what does or can it mean for my Business! 

2. Digital fluency aptitude understanding and leveraging technology to drive innovation and decision making. Such as utilizing online platforms and social media applications. E.g. data analytics to reach customers, manage operations and respond to changing market trends. 

3. Agile and Adaptable: leads change, adopts flexibility in operations and strategy to respond to market shifts and emerging trends. Embraces continuous learning to stay relevant to meet the challenges of a changing landscape.   

The opportunity to step up to a Leadership role has finally presented itself. 

Are you ready, do you have the necessary skills and abilities? 

Stepping up to a leadership role requires a shift from managing tasks to driving strategic intent, developing talent, and embodying emotional intelligence. Effective Leadership demands building trust through respect and integrity and adopting an open and growth mindset to embrace change and the challenges presented.  

Are you prepared? 

If you have answered yes, you will have put in the hard work to transition from being a highly-praised manager or key Team player to developing the skills needed for a leadership position. You have done the hard yards, developed your skills and applied your qualities and traits that make for an effective leader.

Let’s look at 7 Vital Leadership Skills. 

1. Mindset shift – focus on being a leader of others, focusing on organizational impact and outcomes. This takes a move from being a subject matter expert, task master, assigning and managing jobs. 

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Lessons in life and Business come from personal, learned experiences, peppered with successes, failures and everything in between.   

And we know leaders come in all shapes and sizes and leadership has many styles. Amongst those are the ‘self-taught’ leader. 

These are the self-starters, self-motivated that often morph or merge into leadership positions, often beginning on the job, at the coal-front of Business or as small Business owners. Many don’t start at the top but go about their tasks with commitment forging a pathway that fosters development and growth. 

Characteristics, traits and habits include: 

• self-directed   

• self-belief  

• interested and open to learning  

• flexible  

• resilient   

A desire to go further, gain skills and knowledge, improve and succeed drives their endeavours, sometimes in small steps but still with purpose and an end goal.  

If you are a small Business owner, ‘self-made’, you might recognise yourself. 

And speak with ‘self-taught’ ‘successful’ leaders and many will share the following 7 ‘takeaways’.

Listen to the coffee and backroom chatter and you will find the common perception is that leadership is all glitz, glamour and perks! Listen up! That is indeed a misconception! 

In reality, leadership involves hard work, tough decisions, and routines punctuated with often challenging and unexpected events. There’s more grit than glitter! If you were a Leader during the uncertainty and disruptions of the COVID epidemic, and more recently, US tariff threats, you would know it isn’t glitzy or glamorous, sprinkled with perks.  

Strong leadership can be best described as gruelling, demanding, with a raft of responsibilities that often require significant personal change and sacrifice. Simply said, leadership never ends. It’s a continuous journey of highs, lows, wins, and losses requiring self-reflection and improvement to be a true, effective leader. 

The unglamorous realities of Leadership include: 

• Accountability: The buck stops with you. The Leader is ultimately responsible for their team's successes but also accountable for failures. The pressure can be immense,  requiring reporting to a range of stakeholders. 

• Difficult decisions and hard calls. The leader carries the burden of being the bearer of bad news. Announcing job cuts, cancelled projects, and having awkward conversations are all part of the role. This emotional baggage can end up falling on the leader’s shoulders, not seen but felt. 

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Big Business, small Business, Sporting organizations and everything in between, when it comes time to identify potential or new Leaders, what are the secrets to successful Leadership transition? Importantly, what makes Succession Plans work? 

In reality, successful succession isn’t simply following a plan. Transition and successful succession are about honestly assessing what the organisation needs next, what it needs to take it forward.   

That raises questions, ‘who’s in the room? Is the ‘nominated’ candidate suitable and prepared, able to deliver that?  Answer, sometimes yes, sometimes no! 

Read on! 

Family Businesses, and you may be one of those who have realised the importance of Succession Planning and taken the necessary steps for a smooth transition.  You will have instilled family values, strong governance structures and supported all family members to nurture their aspirations and ambitions. Role rotation, training, and shared opportunities are important to achieve this outcome. Everyone is a winner! 

Examples of succession plans that have worked where highlighted in the story of leadership transition headlined, ‘WA Cricket’s belief in coach Adam Voges is a perfect blueprint on how to get it right’. In this article, Voges was praised as ‘he epitomises excellence in the world of head coaching’. 

Other examples.

Leaders and Managers do you see yourself in the following!

 Are you a good Leader?  

A good leader has integrity, courage, respect, compassion and resilience, qualities they display, earning trust and loyalty. They communicate the vision and positively influence others. Learning agility is a strength.

Check these Leaders Traits and Characteristics: 

• Leading by example- earning the respect of others by your actions, reliability and honesty  

• Enthusiasm – displaying positive energy, interest, motivational   

• Self-awareness – knowing and understanding your own strengths and weaknesses  

• Decisiveness – ability to make decisions quickly if needed 

• Avoids micromanaging – steps aside, has trust and empowering staff 

• Open minded - to new ideas, knowledge and continuous improvement  

• Fairness – treating all fairly, without discrimination or favouritism 

 Being an Effective Manager: