Category Archives: Leadership

Lieutenant shows values based leadership under fire

I’m sure readers would have seen or heard of the recent issues within the Australian Defence Force around the behaviour of a group of men towards women and the video message from Chief of Army, Lieutenant General David Morrison, AO 1. Many commentators were impressed with the leadership he demonstrated in addressing, publicly, a cultural and systemic issue within the army.

I was also impressed with his media appearances in which he revealed the same level of forthrightness, courage and honesty. These are attributes which make for great leadership. And he was comfortable in delivering his message. As much as the subject matter distressed him, he still gave the impression of a person who was certain of what he was doing and saying. He was authentic in who he was and what he said.

But of course we are all different and “leadership has many voices. You need to be who you are, not try to emulate somebody else” 2 and that was what struck me most about Morrison’s public appearances; his self-awareness and his authenticity.

There is an excellent article in the Harvard Business Review of February 2007 2 titled “Discovering your Authentic Leadership” in which a number of questions are posed which seek to understand the elements of an authentic leader. They include:

  • What are your most deeply held values and how do your values inform your actions?
  • Are you the same person in all aspects of your life?
  • What are the people and experiences in your life that make you who you are today?
  • Do you have a support team around you which makes you a more authentic leader?

I find the last question the most challenging. As leaders, are we prepared to build a team around us which challenges us and tests our authenticity? Doing that means the road can be a little rough at times, but such a process ensures our values are tested and values need to be, if, as leaders, or indeed as a Movement, we wish to profess to strong values based leadership.

In the Y that team can come in the form of peers, a management team, or a Board. In my case I can add the National Leadership Team (NLT) and the CEOs around the YMCA Movement in Australia who contribute and support the Movement and myself in my role as CEO.

Lieutenant General David Morrison, AO, gave us a lesson in values based leadership and showed courage under fire by saying that an organisation, of which he has been a member for over 30 years, wasn’t up to scratch. Morrison well and truly took responsibility, but behind him, I’ve no doubt, there was a support team and perhaps in that respect, the credit for this incisive, courageous piece of leadership, can be shared.

Have your values as a leader been tested, and how have you responded?

  1. Youtube video
  2.  Harvard Business Review of February 2007 “Discovering your Authentic Leadership”

Should we be bolder with our brand?

The experts say that the first rule for new bloggers is to “just do it”. So here goes and welcome to my blog.  Shortly after taking up my role as National CEO of YMCA Australia it soon became apparent that a key part of the national office role is in communicating with the YMCA Movement and our stakeholders. I felt we were quietly going about effecting change, especially at the national office, yet no one could see it or hear it! So we’ve boosted our communications resources by engaging Di McDonald as an executive manager – communications. You would have noticed the difference in the YMCA Australia Update for starters and we’ve also increased our social media activity as well.

However I’ve felt that I still didn’t have a forum for having an ongoing conversation with others interested in connecting and collaborating to further enhance social impact on local communities.  I know we inundated many of you with discussion papers before our National Convention last November (sorry!). I’d like to do things a little differently now.  I’m hoping this blog will provide an opportunity for discussion in a more ‘relaxed’ fashion and that from time to time something might peak your interest and even solicit a comment from you. The more the better!

You might even like to suggest topics for conversation.

Recently Peter Burns shared a link to a great TED talk http://www.ted.com/talks/dan_pallotta_the_way_we_think_about_charity_is_dead_wrong.html and again I was directed to this presentation at Swinburne University where I’ve restarted my Post Graduate Certificate in Social Impact. Check it out. It is thought provoking. The presenter, Dan Pallotta talks about not for profits and the role of charities such as the YMCA in social innovation (in a US context).

He asks to what extent the not for profit sector has in fact changed  society and quotes  statistics which shows that the number of people living below the poverty line in the US has remained at 12% of the population for the past forty years.

Pallotta suggests one reason for the sector not being as effective as it could be is because of the different rules for For Profits (FPs) and Not for Profits (NFPs) and the perceptions community has of NFPs. He identifies five areas of difference in the way organisations within these sectors are expected to operate:

  • There is a large disparity between the compensation (salary) paid to staff in the two sectors.
  • NFPs are discouraged from advertising and marketing yet it is essential to a FPs survival. There is some great anecdotal evidence to suggest that an investment in Marketing and Brand will increase profile and fundraising results for NFPs.
  • Taking on risk in the pursuit of meeting objectives (or fundraising) is not encouraged in NFPs.  Pallotta’s view is if you prohibit failure, you prohibit innovation.
  • NFPs are expected to achieve outcomes in short term periods whereas FPs have much longer time frames. Long term and sustainable results can’t be expected under the time frames the NFP sector is measured on.
  • Profit. NFPs are not expected to re-invest profits into their organisations.

He also discusses the relationship between charities and philanthropists and givers, such as government. He says that we need to move past the regime of scrutinising overheads (as part of a grant) to the extent that it can make or break a grant. NFPs have overheads as well!

While I agreed with Pallotta’s views,  I felt he missed one big point. As a NFP we also have a responsibility, just as much as the rest of the community, to get our story out there and if we have an issue with public perceptions, we should be addressing this just as much as we would address an obvious social issue.  It’s a great reminder of how important our YMCA brand is and the importance of continuing to strategically raise our profile.

What’s your view? Should we be bolder with our brand?