The workplace puzzle
Business First contributor Jack Delosa writes: “encourage business leaders to define the vision, mission and values of their business. Then, employ and nurture team members that are naturally, and passionately, aligned with those qualities.” Jack is referring specifically to women in the workplace, however the sentiment is universal and it is reflected throughout many of the executive profiles in this issue. Take Yum! Restaurants International MD Tony Lowing for instance. The staff he has managed from Australia to Latin America and the Carribbean have all had two crucial things in common: a nurtured passion for the business and a feeling of inclusiveness. Tony says, “We always talk about the fact that we are a people business. We employ large numbers of people... and we put a huge amount into training them. Through this we can engage with people and create an environment where they enjoy coming to work... We make sure that it’s as fun and enjoyable as possible and we give people the opportunity to grow and progress within the environment.” As do GJ Gardner, NZ’s largest home builder franchise. MD Darren Wallis takes the approach that if the franchisees are growing, so too is the business as a whole. For Darren, it is about giving franchisees the right systems to help them achieve their goals. “It is rewarding to see a small builder follows the systems and become successful. We have had builders who have been following our systems and within a few years they are the biggest builder in their town.” I won’t harp on any longer about this, suffice to say that the way you nurture staff and give them the tools to grow within the organisation is imperative because their success informs your own. Also in this issue we speak with Steve Shelley of Emerson Power about technological transformation and the NBN, train man Howard Collins who has brought London Rail and Sydney Rail into the 21st century, Sharon Melamed explains disruption in the recruitment industry, Greg Steele gives us insight into architecture, Richard Malouf talks about family business and John Zendler gives us the lowdown on modular construction. These are all great leaders, with insightful stories to tell. However the one that resonated most with me this issue was Leanne Warner. Leanne is the the CEO of Sydney Children’s Hospital Foundation. It is a rewarding, but difficult role as she must understand the needs and priorities of the hospital and then match those with funding. “It is always challenging to fundraise and the number of non-profits emerging is on the incline. There are smaller foundations who set themselves up every day of the week, but our brand is well known and we have legitimate needs which people recognise.” However with more and more non-profits emerging, the fight for dollars becomes increasingly hard. It is therefore imperative to support a cause and if you are not doing anything on 22 October head to the Argyle on the Rocks in Sydney for the Amber Affair and pledge some support.