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    <title>Leading Teams</title>

    <link>http://www.leadingteams.net.au/</link>
    <description>Leading Teams</description>
    <dc:language>en-ca</dc:language>
    <dc:creator />

    <dc:rights>Copyright 2012</dc:rights>
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          <title>News »	Meet Leading Teams Facilitator Jim Plunkett </title>
          <link>http://www.leadingteams.net.au/news_details/meet_leading_teams_facilitator_jim_plunkett</link>
          <guid>http://www.leadingteams.net.au/news_details/meet_leading_teams_facilitator_jim_plunkett</guid>

          <description><![CDATA[
      
	&nbsp;

	Jim began his relationship with Leading Teams as one of our founding athlete facilitators, while playing AFL back in 2001. He has over ten years experience with the program and believes passionately in its principles. In 2004, at the completion of his AFL career and looking to expand his teaching skills (he completed a Bachelor of Arts and a Bachelor of Teaching at the Australian Catholic University in 2001), Jim began a full time career with Leading Teams.

	As a Facilitator, Jim presents a wide and varied range of leadership and team alignment programs to elite sport, corporations, schools and community organisations throughout Australia. The broad range of clients Jim represents indicates his strength in building rapport and creating strong professional relationships.

	Jim&rsquo;s ability to connect with the teams he works with and respond to their needs effectively makes him a highly regarded facilitator. For Jim, the drive is helping teams to improve and seeing the difference it makes in leaders&rsquo; professional lives. &quot;I am passionate about bringing together my experiences within elite sport and corporate organisations to develop safe working environments that strive for excellence and build and maintain strong professional relationships.&quot;

	Jim&rsquo;s dynamic nature, excellent verbal communication skills and ability to hold others accountable creates safe environments for teams to challenge and reward behaviour effectively. Jim also believes strongly in the creation of the common purpose in driving a high performing team.

	Jim played AFL with Western Bulldogs (1997 - 2000) and Carlton (2001 - 2003). The rigour, dedication and commitment required to play AFL at the highest level has transposed to his current professional life and Jim still maintains a passion for AFL (though of late this may be superseded by road cycling!).

	Jim is currently completing his Masters of Management at Monash University, and has recently become Co-Director of Leading Teams Australia Business Unit 1 with long time LTA employee Craig Biddiscombe; he is enjoying the challenges of owning a small business.

	Some of Jim&rsquo;s clients include: ANZ, SP AusNet, Shell and Bunnings.

	You can contact Jim via email on jim.plunkett@leadingteams.net.auor connect with Jim on LinkedIn      ]]></description>
      <pubDate>2012-05-09 00:00:00</pubDate>
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          <title>News »	Making team building exercises effective</title>
          <link>http://www.leadingteams.net.au/news_details/making_team_building_exercises_effective</link>
          <guid>http://www.leadingteams.net.au/news_details/making_team_building_exercises_effective</guid>

          <description><![CDATA[
      
	&nbsp;

	Kraig Grime, Director, Leading Teams Australia. 

	The hallmarks of a good team building exercise is one that is more than a single attempt to correct any perceived weakness in a team, it must also address the purpose for which it was intended.

	For example, at Leading Teams, activities with clients are not conducted simply for the sake of the activity; they are conducted to achieve a particular and well-defined outcome. This outcome is then reinforced by a facilitated discussion that explores, amongst other things, the way individuals behaved and how the team interacted.

	A team building exercise should aim to achieve whatever it has been designed to achieve that is, if it&rsquo;s an exercise about communication, it should address communication, if it&rsquo;s about managing conflict it should speak to that topic. The exercise should not serve to simply entertain the team, unless that is its purpose.

	From time to time our facilitators experience a situation where the designed outcome is superseded by the group&rsquo;s needs, that is to say, we might design an event/activity to address issue A and the group brings issue B to the fore. A great facilitator will not ignore the group&rsquo;s needs; rather they will adapt the session to ensure the team issue is well explored. A poor facilitator sometimes pushes issue B to the side and continues to discuss or address issue A, simply because they are only equipped to run a formulaic &lsquo;team building session&rsquo;. This can undo the entire event.

	The role of the leader in a team building exercise is a critical success factor. In fact, clarity of the role of every participant in a team building exercise is of vital importance. The leader needs to decide if they are a team member, in which case they should behave and perform exactly as they would in the team.

	Too often we see leaders/managers facilitating, pretending or role-playing in a team building activity, almost to the detriment of the activity. Also, some leaders try to resolve workplace issues without actually discussing them, they run from the key needs of the group if it involves a perceived conflict. They don&rsquo;t stick to the aim of the activity, they allow their prejudice to come out to play or they show favouritism (for the business or an individual).

	In terms of measuring the success of a team building exercise, you must decide its purpose and then assess how it went against that criterion not some other criteria. Too often businesses just conduct a team building activity because they think they should. They don&rsquo;t actually analyse the reason for the event or the desired outcomes. A great facilitator takes all this into account before deciding to work with the client and designing the activity.

	I often get asked to recommend team-building activities that can be implemented during team meetings or at group off sites. If you consider my points above you can see that there is an inherent danger in recommending an activity without a defined objective, because someone might just go out and run that activity. That said, two of my favourite team games are Traffic Jam and $ Triangles. When they are well facilitated, these can both achieve no less than five key outcomes each.      ]]></description>
      <pubDate>2012-05-09 00:00:00</pubDate>
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          <title>News »	Age no barrier for born leaders</title>
          <link>http://www.leadingteams.net.au/news_details/age_no_barrier_for_born_leaders</link>
          <guid>http://www.leadingteams.net.au/news_details/age_no_barrier_for_born_leaders</guid>

          <description><![CDATA[
      
	Leadership groups are getting bigger and captains are getting younger.

	This article was written by Peter Ryan, with additional reporting by Ashley Browne. It was originally printed in the AFL Record 5th April 2012.

	&nbsp;

	When a club captain is younger than 36 of his teammates, it is time to wonder what is happening.

	That&rsquo;s the situation with Melbourne&rsquo;s Jack Trengove, who at 20 years and 211 days became the youngest captain in the game&rsquo;s history when he co-skippered the Demons against the Brisbane Lions.

	But by 2012 standards, his youthfulness is not that unusual. Five of the six captains appointed this season were 24 or under.

	Phil Davis and Callan Ward are 21-year-old co-captains of the Greater Western Sydney Giants, along with 32-year-old veteran Luke Power. Geelong&rsquo;s Joel Selwood is 23 and North Melbourne&rsquo;s Andrew Swallow is 24. Melbourne&rsquo;s 22-year-old Jack Grimes is co-captain.

	With captains now more likely to be into Bon Iver than Bon Scott, it&rsquo;s worth considering to what extent captaincy is changing?

	Not as much as you might think.

	The skipper still has to play well.

	&ldquo;It&rsquo;s always the No. 1 pre-requisite to being a good captain,&rdquo; said Brisbane Lions captain Jonathan Brown.

	He also needs the respect of his peers on the field.

	&ldquo;If he models good behaviour, drives performance hard and is a consistently high-level performer himself, then that would seem like a good fit,&rdquo; said Ray McLean, Director of Leading Teams, and an expert in facilitating performance and leadership.

	McLean said his organisation uses the selection of peers as a pivotal component of deciding who becomes captain. Often, however, the captain emerges from the process used to establish the leadership group.

	The leadership group is important. Often misunderstood, it is only effective if the club&rsquo;s philosophy around leadership is sound and its role is understood. That leads to productive actions and shared responsibilities.

	The captain, the coach and other centres of influence within the club must have a shared understanding of what they are trying to achieve for the leaders in the playing group to have a profound impact on and off the field.

	Trouble happens if the leadership group is not certain what its role is or the club is unable to harness its input properly.

	Brown suggested this could easily happen if a club was not careful.

	&ldquo;We&rsquo;ve been through a time where we tended to focus on the little things off the field that don&rsquo;t have too much significance on how we play,&rdquo; Brown said.

	&ldquo;We try to focus our leadership on the field and obviously on the training track. That is more important than worrying about whether a bloke has left his towel on the floor or missed filling out his diary &ndash; that&rsquo;s real leadership with your actions on the field and around the training track.&rdquo;

	If trouble occurs, it is not because of the leadership group structure or the age of the captain, McLean said. To assess what is happening, it is more important to understand the club&rsquo;s philosophy towards leadership, rather than the structure of the group or the age profile of the captain.

	&ldquo;You might have leaders who run through part of the review. You might have leaders who get involved in mentoring players. You might have leaders who have an involvement in some of the training drills, but all of those are not just concocted to keep them busy,&rdquo; McLean said.

	&ldquo;The reason why leaders are driving (activity in those areas) is so they can influence their peers to a higher level of performance.

	That&rsquo;s a bit more of a serious task than kicking the odd captain&rsquo;s goal.

	North Melbourne&rsquo;s former skipper Brent Harvey said the leadership group made the captain&rsquo;s job easier in some ways. No longer is the man just THE MAN.

	&ldquo;The leadership groups are getting bigger and the captain is getting younger,&rdquo; Harvey said.

	Support is critical because it is not an easy gig even for those suited to it, like hard-working Collingwood skipper Nick Maxwell.

	&ldquo;It is challenging and it&rsquo;s a hell of a lot more work than what it is when you are not captain,&rdquo; Maxwell said.

	&ldquo;But it&rsquo;s something the people put in that position really enjoy and they thrive under that pressure.&rdquo;

	Brown is most people&rsquo;s idea of a good captain, a person who thrives under pressure.

	He understands the broad nature of the role. He said it was critical to understand any issues young players might have that could affect their ability to play their best.

	&ldquo;In the past, it was probably every man for himself and &lsquo;don&rsquo;t bring your problems to the footy club&rsquo;. Whereas nowadays, the role is part-counsellor sometimes,&rdquo; he said.

	Brown said he needed to be supportive but he also needed support to do the job properly.

	&ldquo;You are captaining well if you can get more and more guys stepping up to the plate, because you are passing on tips and helping them,&rdquo; he said.

	That&rsquo;s the task facing the young leaders. Play well, focus on behaviours that affect performance and help make sure the club understands the leader&rsquo;s role.

	Get that right and age does not matter.      ]]></description>
      <pubDate>2012-05-07 00:00:00</pubDate>
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          <title>Blog »	Culture drives strategy - it can also help you select your next job</title>
          <link>http://www.leadingteams.net.au/news_details/culture_drives_strategy_-_it_can_also_help_you_select_your_next_job</link>
          <guid>http://www.leadingteams.net.au/news_details/culture_drives_strategy_-_it_can_also_help_you_select_your_next_job</guid>

          <description><![CDATA[
      
	We are firm believers that&nbsp; your culture will drive your strategy and associated outcomes.

	It has been a few of weeks since my last email.

	Along with being busy there have been, unfortunately a lot of restructures, redeployments and redundancies which has impacted on of friends and colleagues of mine across a number of industries.

	Now I had a few articles to choose from, but when I saw this one on Linkedin about how culture can help you make the right job choice I thought everyone should read this article.

	http://blogs.hbr.org/cs/2012/05/when_choosing_a_job_culture_ma.html

	JP

	I have new Emerging Leaders Programs starting in Sydney soon &ndash; contact me at john.prentice@leadingteams.net au to reserve your seats.      ]]></description>
      <pubDate>2012-05-07 00:00:00</pubDate>
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          <title>Blog »	Leading Teams in the Press</title>
          <link>http://www.leadingteams.net.au/news_details/leading_teams_in_the_press</link>
          <guid>http://www.leadingteams.net.au/news_details/leading_teams_in_the_press</guid>

          <description><![CDATA[
      
	The North Ballarat Rebels TAC Cup side had their pre-season camp in early March &ndash; we were there:

	http://www.stawelltimes.com.au/news/local/sport/football-australian-rules/morris-to-captain-rebels/2498385.aspx

	Leading Teams CEO, Garie Dooley was recently quoted in the new online daily Leading Company discussing Productivity of teams:

	http://www.leadingcompany.com.au/productivity/productivity-are-you-the-problem-why-it-s-time-for-leading-companies-to-change      ]]></description>
      <pubDate>2012-04-18 00:00:00</pubDate>
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          <title>Blog »	JPs click of the week</title>
          <link>http://www.leadingteams.net.au/news_details/jps_click_of_the_week</link>
          <guid>http://www.leadingteams.net.au/news_details/jps_click_of_the_week</guid>

          <description><![CDATA[
      
	&nbsp;

	Why is it that it&rsquo;s appropriate to group people into categories by age or generation as a means to manage the stereotype rather than create cultures that support all generations.

	As leaders building strong professional relationships with your staff and others is critical in getting the best out the team and individual as well as delivering the best result.

	Last week an article by Tony Featherstone in SMH/AGE challenges those who may have been sucked into the hype about the Gen&rsquo;s with some healthy food for thought.

	Enjoy the weekend.

	JP

	http://www.smh.com.au/small-business/managing/blogs/the-venture/the-gen-things-just-stupid-generalising-20120326-1vtcf.html

	PS. &nbsp;My next Emerging Leaders Programs will kick off in Sydney on 24th/25th May &ndash; for details or to reserve yourself or your staff a seat call me or drop me an email      ]]></description>
      <pubDate>2012-04-18 00:00:00</pubDate>
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          <title>Blog »	A focus on culture</title>
          <link>http://www.leadingteams.net.au/news_details/a_focus_on_culture</link>
          <guid>http://www.leadingteams.net.au/news_details/a_focus_on_culture</guid>

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												APR 2012
										
										
											
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													A focus on culture...
												
													Often, a renewed organisational focus on culture is trigged by a recognised need for change. This need is generally recognised by what we call a &#39;centre of influence&#39;, and it&#39;s not always the CEO or MD, it could be the board when the management team is not able to see the problem.
												
													This month we revisit culture and take the time to remind the centres of influence that right now is a great time to examine your organisation from top to bottom. Are you tweaking the mechanics to deliver bottom line performance? Perhaps the focus needs to shift to the dynamics of your business and equipping your people with the tools they need to deliver long-term sustainable results.&nbsp;
												
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																	It&#39;s time for CEOs to get serious about employee engagement
															
														
														
															
																
																	
															
															
																
																	by Garie Dooley, CEO,
																	Leading Teams Australia. 
																
																	.
															
														
														
															
																
																	
																		Whilst many CEO&rsquo;s have focused significant resources on understanding new technologies, or the impact of social media, or process improvement and productivity (i.e. the mechanics of an organisation), the time has come where it cannot be at the expense of making at least an equal effort to understand what the cultural environment needs to look and feel like in order for employees to excel by knowing that they have a genuine voice in the future of the organisation.
																
															
														
														
															
																
																	
															
														
													
												
											
										
										
											
												
													
														
															
																
																	Forging links between honesty, accountability and success.
															
														
														
															
																
																	
															
															
																
																	An extract from &quot;Team Work -forging links between honesty, accountability and success&quot; by Ray McLean, Penguin 2010
																
																	&quot;When your centre of influence is strong, nothing happens behind people&#39;s backs. And if it ever does, it&rsquo;s discovered and then it stops&quot; - Ray McLean
															
														
														
															
																
																	
																		Workplace culture is defined by the behaviours that we reward. If a counterproductive behaviour goes unchallenged we are in fact rewarding that behaviour by default. In a business, setting a positive culture is one where people say &quot;I am responsible for&quot; and &quot;we are responsible for&quot;, rather than &quot;I just work here&quot;.&nbsp;
																
															
														
														
															
																
																	
															
														
													
												
											
										
									
								
							
							
								
									
										
											
												
												
													
												
										
										
											
												
												
													Mar 23 2012
												
													Careers with Leading Teams
												
													
												
										
										
											
												
												
													Apr 16 2012
												
													Leading Teams in the Press
												
													
												
										
										
											
												 
												
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													Effective Leadership
												
													
														Leading teams effectively is about maximising team and organisation performance.
													
														This program provides the necessary tools in order to assist in achieving such an outcome.
												
											
										
										
											
												
												
													
												
										
									
								
							
						
						
							
								
									
										
											
												
													
														
															
																
															
																
														
														
															
																There are no shortcuts to good leadership and effective teamwork, but diagnosing the problem is often the first step to improving team performance. Using candid case studies from teams who have implemented Ray McLean&#39;s no-nonsense Performance Improvement Program, this book explains how the program can work for all kinds of teams, big or small, sporting or corporate.
														
														
															
																
														
													
												
											
										
										
											
												
													
														
															
																
															
																
														
														
															
																
																	Any Given Team is the debut book of highly respected leadership consultant Ray McLean. In Any Given Team Ray reveals the powerful techniques and strategies that develop and produce outstanding team results. The book reveals the Leading Teams model that has been successfully applied by many of Australia&#39;s elite sporting teams and corporations.
															
														
														
															
																
														
													
												
											
										
									
								
							
						
					
				
			
		
		
			
				
					
						
							
								
							
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      <pubDate>2012-04-18 00:00:00</pubDate>
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          <title>News »	It’s time for CEO’s to get serious about culture</title>
          <link>http://www.leadingteams.net.au/news_details/its_time_for_ceos_to_get_serious_about_culture</link>
          <guid>http://www.leadingteams.net.au/news_details/its_time_for_ceos_to_get_serious_about_culture</guid>

          <description><![CDATA[
      
	By Garie Dooley, CEO, Leading Teams Australia.

	Whilst many CEO&rsquo;s have focused significant resources on understanding new technologies, or the impact of social media, or process improvement and productivity (i.e. the mechanics of an organisation), the time has come where it cannot be at the expense of making at least an equal effort to understand what the cultural environment needs to look and feel like in order for employees to excel by knowing that they have a genuine voice in the future of the organisation.

	CEO&rsquo;s must appreciate that the mechanics of an organisation can be quickly copied, and that in time, eventually everyone will have adopted the latest technical or technological improvements. What will make them unique is the cultural environment created within the organisation.

	Culture is all about behaviour and until you are clear about what behaviour you accept and what you don&#39;t, you run the risk of building many other flaws into your organisation. If an organisation is unsure about the behavioural standards required within its culture, it prevents people from being able to show proactive leadership. Proactive leadership means that if that someone sees something that is inappropriate, they know they are allowed to challenge it, or conversely if they see something good, they can reward someone.

	In recent times, those organisations that have rebounded quickest from any type of recession have been those that have genuinely embraced employee collaboration.

	In these organisations, leaders and employees have clearly articulated why they exist, they have developed strong, professional relationships, they have agreed on the guiding principles and behaviours that they stand for as an organisation, and they feel safe giving each other feedback in order to help each other improve.

	It is no coincidence that the leaders within these organisations model and exhibit those behaviours on a daily basis.Good management and mentoring are essential in any kind of organisation, in order to develop an effective, committed and motivated top management team, which will bring corporate success.      ]]></description>
      <pubDate>2012-04-16 00:00:00</pubDate>
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          <title>News »	Leading Teams in the Press</title>
          <link>http://www.leadingteams.net.au/news_details/leading_teams_in_the_press</link>
          <guid>http://www.leadingteams.net.au/news_details/leading_teams_in_the_press</guid>

          <description><![CDATA[
      
	&nbsp;

	The crop of 2012 AFL captains were recently featured in the weekly AFL Record. Leading Teams Director, Ray McLean discusses the Leading Teams philosophy on leadership culture within AFL clubs and specifically the importance of the club&rsquo;s ability to harness the leadership group&rsquo;s input and its role in leadership culture.&nbsp;

	http://www.leadingteams.net.au/news_details/age_no_barrier_for_born_leaders 

	The North Ballarat Rebels TAC Cup side had their pre-season camp in early March &ndash; we were there:

	http://www.stawelltimes.com.au/news/local/sport/football-australian-rules/morris-to-captain-rebels/2498385.aspx

	Leading Teams CEO, Garie Dooley was recently quoted in the new online daily Leading Company discussing Productivity of teams:

	http://www.leadingcompany.com.au/productivity/productivity-are-you-the-problem-why-it-s-time-for-leading-companies-to-change      ]]></description>
      <pubDate>2012-04-16 00:00:00</pubDate>
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          <title>News »	Forging links between honesty, accountability and success</title>
          <link>http://www.leadingteams.net.au/news_details/forging_links_between_honesty_accountability_and_success</link>
          <guid>http://www.leadingteams.net.au/news_details/forging_links_between_honesty_accountability_and_success</guid>

          <description><![CDATA[
      
	&nbsp;

	An extract from &quot;Team Work -forging links between honesty, accountability and success&quot; by Ray McLean, Penguin 2010

	&quot;When your centre of influence is strong, nothing happens behind people&#39;s backs. And if it ever does, it&rsquo;s discovered and then it stops&quot; - Ray McLean

	Workplace culture is defined by the behaviours that we reward. If a counterproductive behaviour goes unchallenged we are in fact rewarding that behaviour by default. In a business, setting a positive culture is one where people say &quot;I am responsible for&quot; and &quot;we are responsible for&quot;, rather than &quot;I just work here&quot;. For example, when I was engaged with a Sydney financial company I was genuinely stunned to learn that staff accepted what most people would classify as bullying behaviour if a staff member failed to land a deal. No one in the company had connected the acceptance of bullying to a lower level of performance. People expected to be abused in a reasonably public way if they made an error. The leaders and workers were largely focused on the bottom line return. The possibility that a change in this culture could lead in an increase in their return hadn&#39;t really occurred to them. Taking the time to acknowledge these behaviours gave them a chance to reflect on whether or not there was a better way. This didn&#39;t mean wasting time apportioning blame, finding out who or what started it; this was pointless in my view, but putting all our energy into finding an alternative. These guys were fascinated by the idea that you could actually change this behaviour, especially as it was pretty much the norm across their whole industry. When we started to challenge it within their team we headed down the path towards a change in culture.

	When I begin working with an organisation to help it achieve a more productive culture I base some of the examples around what I call the cylinder model. The model shows why culture is so important and how it influences many aspects of an organisation.

	

	I&#39;ve seen a number of examples in corporate Australia where organisations unsure of their culture have recruiting problems. After all if you are not sure what you stand for, you might as well recruit anyone. Organisations unsure about their culture have a high turnover of staff. Obviously there are huge costs associated with this turnover.

	Culture also plays a vital role in the induction of staff into a team. Most businesses have a formal induction plan to outline organisational policy. At Leading Teams, we emphasise the power of the informal induction. Where new members can ask questions like &quot;How do I fit in here?&quot; or &quot;What really gets rewarded around here?&quot;

	Culture also influences the way a person exits an organisation. If you let a person go with no dignity or respect then I would say you have a flaw right through your organisation. If others who remain in the organisation know that a person was treated poorly on the way out then that can affect their performance as well.

	The cylinder model is effectively an all-encompassing commitment to creating a high performing team. Get the base elements right and drive up the cylinder with core competencies like mentoring and leadership and you will create improved organisational performance.      ]]></description>
      <pubDate>2012-04-16 00:00:00</pubDate>
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