David Stewart, RYP International

Courage, egalitarianism, mateship, resilience, sacrifice, adaptability, camaraderie ... The ANZAC spirit is ageless. By embodying these ANZAC-inspired qualities, leaders can create a positive and emotionally safe team culture to help inspire resilience and excellence into their teams, especially as we navigate through times of uncertainty and adversity.

Symbolism is what a leader does and does not do. What a leader recognises and responds to is just as important as what a leader ignores. Do actions reflect words? Symbolism is the single biggest determinant of a leader’s credibility.

Far too many people come to the realisation of the importance of regular breaks too late in life. It seems one of the false measures of personal success is busy-ness. Too often people boast at how busy they are at work, or how they have had no time for themselves, or how they just have not had the time to reply to a close friend's call. The measure of success in life is not how busy you are, but how fulfilled and contented you are.

I was taken by a news item over the weekend with the head of the Ferrari F1 Racing team, Frédéric Vasseur, where he said the spirit of Enzo Ferrari still lives on, highlighting any successful team must have a sense of confidence. Which got me thinking. People only perform at their best when they are confident. Likewise, people are motivated when they achieve something and are recognised for it. This builds self esteem and belief in one’s own abilities.

Last week I attended a Business Leaders Round Table Lunch. I wanted to use the afternoon to observe how leaders go about active listening. After the initial pleasantries and introductions were made, the lunch moderator posed some topical business questions for each table to explore and discuss. I was on a table of eight, and soon four people emerged who loved the sound of their own voices ...

Of all the things that challenges a leader’s energy and stress levels is the need to constantly coach the right mindsets and behaviours into others. Doing this effectively requires a patient, deliberate and an ongoing approach, rather than angry outbursts. It is important for a leader to start any behavioural coaching conversation by assuming best intentions, whether this is the case or not. A coaching conversation that begins with both parties being emotionally charged or angry never leads anywhere constructive.

Attracting the right staff or volunteers is difficult at the best of times. Creating the right first impression is key. This starts with the very first interaction someone has with people, and the recruitment process they undertake. If it should be a warm, inviting, and hassle-free experience. This is a key leadership responsibility.

I always picture the empowerment process as a bit like teaching someone to drive (or a farmer teaching a working dog). Initially you are very direct, controlling, and provide clear and implicit rules for what you want the learner driver to obey and do. Then as their capability and confidence improves, you relax some of the rules, and allow them to make their own decisions ...

We all get life has its ups and downs. We all go through stages when we feel flat, negative, or disengaged. That is life. But we need work through this and try not drag others down with our own negative energy or mindset. It requires us to be self-aware of the energy we are giving out.

The start of another year provides a good opportunity to take a little time out to reflect on the past year and assess what matters to you. This is not about setting huge new year resolutions, but more about identifying and pursuing what matters to you. A 3 x 3 x 3 framework is a useful approach, something for yourself daily, targets to achieve by the first quarter, and some goals for the year.