Our ecosystem of leadership experts are galvanised by one purpose: To move minds and transform businesses and leave a legacy of proven value. As a team that is drawn from different backgrounds, including psychologists, strategy and commercial advisors, culture specialists and performance experts, we turn beliefs into a movement, transforming organisations and the leaders within.
All the main indicators show that our economy is slowing down. With social, political and technological disruption impacting markets around the world, challenging times lie ahead for Australia.
It’s time for Australian companies to take a more disruptive approach to developing new-economy leaders. The first in this 3-part series highlights the need for more innovation.
In part 1 of our ‘Shaping our future post COVID-19’ livestream, we challenged leaders to create the future instead of predicting it.
Concluding part 3 of our ‘Shaping our future post COVID-19’ series, we review the three leadership approaches that are currently playing out in market; protecting, progressing, or stuck in the in-between.
Two leaders give their perspectives on how seeing your people and your opportunities clearly, will enable success during tumultuous times.
A common reason for M&A (mergers and acquisitions) failure is downplaying the people element. During due diligence, planning focuses on how to realise strategic and financial benefits such as access to new markets, distribution synergies and economies of scale. It’s often assumed the human side will take care of itself once the integrated entity is operational. Yet 3 out of 10 mergers fail for cultural reasons.
Being a great consultant means creating meaningful relationships that last. Strong network ties and client engagement creates clients for life that not only create more opportunities for billable work, but also opens doors for exciting consulting opportunities.
The past few years have seen the rise of social movements, with their pace, traction and impact indicating that traditional constructs of power, leadership and authority are no longer durable and that as a concept, they have been decoupled. In our latest white paper, Maximus propose the requirement for organisations to distribute accountability, unlock emotional commitment and ignite activism within the collective if they are to thrive in the new world.
Reaching strategic goals isn’t negotiable. It’s the reason for stakeholders and executives’ very being. It’s what business is all about. Yet according a recent study, just 53 percent of executives characterise their companies’ strategies as emphasising the creation of relative advantage over competitors; the rest say their strategies are better described as matching industry best practices and delivering operational imperatives1. In other words, just playing along.
A successful leader brings clarity and focus to complex topics; makes sure the right systems, strategies and people are in place; and positions their business to seize new opportunities. The relatively new discipline of human capital analytics supports these goals by distilling critical workforce insights, yet most of Australia’s CEOs are ignoring it.
As humans, we lack the capacity and have a poor track record of predicting and modelling the future.
The past few years have seen the rise of social movements, with their pace, traction and impact indicating that traditional constructs of power, leadership and authority are no longer durable: leadership and authority as a concept have been decoupled.
Following on from ‘Democratising Leadership: Creating the Conditions and the Systems for Distributed Impact’, we move to explore the mindset required by individuals in your organisation to capitalise on the benefits of a system of democratised leadership.
The Coronavirus pandemic is the black swan event of our times. In his book, Antifragile, Nassim Nicholas Taleb sets the scene for understanding that the subsequent turmoil of black swan events is caused by fragility; and cultivating antifragility is the antidote.
During tough times, effective leaders make a quick and essential transition from crisis response to a positive reimagination of the organisation.
Whether you’re transforming your capabilities or facing up to the fact that you are better off honing your skills in other directions, it’s all part of the journey. In this article, Vanessa Gavan discusses the three vital shifts for any leader intent on advancing to the C-Suite.
As you get to the top layers of an organisation, you need to be much less boundary driven and more open, but few leaders have been trained for that transition. This thought piece discusses how leaders can look outside their organisations for growth opportunities through partnering and collaboration.
As black-swan events go, COVID-19 is a pterodactyl – a mega event that threatens to blow up global economic drivers, known production paradigms, trade agreements, market values, our concept of critical industries and much more.
In the emerging field of post-pandemic leadership, Maximus has identified three expected corporate phases of operation we can expect to see in the coming days, weeks, if not months… For the record, the first is over.
Customers are your primary stakeholders. You need to understand how to live in their world in order to offer solutions that meet their needs. If you are not creating the biggest impact for your customers, then you are limiting yourself and your company’s potential. In order to develop your employees’ understanding of customer centricity, customer-centred coaching is necessary.
The impact of COVID-19 is ostensible for organisations and leaders alike, and we know that the leadership community is being inundated with calls for help and time in areas well beyond their experience. In this livestream, Maximus Joint Managing Directors Vanessa Gavan and Brent Duffy discuss the criticality for leaders to gain control over, and get comfortable with the situation to lead from a place of confidence.