Whether you want to learn a new skill, broaden your expertise or take the next step in your career, a professional development plan is your roadmap to reaching these goals.
Continue readingThree tips for planning your professional development
Top 5 challenges for emerging leaders
As you move into your first people leadership role it’s understandable to have feelings of both excitement and anxiety. It’s a big step. It’s no longer just you, now you have a team to care for. What challenges will you face? And how can you navigate them successfully?
Continue readingOut of office: lessons from rowing
Passionate oarsman, Chris Hudgell, shares his insights on the benefit of rowing for recharging his batteries and what it has taught him about leadership.
Continue readingWhy developing an entrepreneurial mindset is vital – even if you don’t run a business
Adjunct Professor Cyril Jankoff talks about why developing an entrepreneurial mindset is an essential skill for managers and leaders to overcome volatility.
Continue readingFour steps to becoming a successful young leader
Director of Viska Lawyers & Advisors, Solomon Shuyang Li CMgr FIML, shares lessons learned from founding his own law practice and serving on boards at a young age.
Continue readingHow small business can navigate growing pains
Managing Director of Equity Partners, Jonathon Drumm AFIML shares his expert advice on how to survive the growth of your small business.
Continue readingSix tips to master the art of negotiation
Negotiation seems daunting, but we’ve been at it from a very early age. We negotiate with our parents and siblings as we grow up. Another vital point about negotiation is that it is a skill that we can learn and master.
Continue readingClosing the student employability gap
Every student’s goal when completing higher education is to increase their employability. But the reality for many is that the highly competitive job market puts students at a disadvantage. Find out why this is the case and what can be done to close the employability gap.
Continue readingSeth Godin: 12 tips on leadership, business and marketing
His name is Seth, he’s been dubbed the King of Marketing by Forbes, and he cooks for his family every night.
He is Seth Godin, author of 19 bestsellers, including Linchpin, Permission Marketing and Purple Cow.
His daily blog has a readership in the millions.
Ahead of his virtual workshop in May 2020, the Marketing Hall of Fame inductee spoke with IML ANZ partner, The Growth Faculty. Godin shared lessons from his latest book, the #1 Wall Street Journal Bestseller and instant New York Times bestseller This is Marketing, and some fascinating personal tidbits about himself.
Empathy is all that is available to us (marketers) if we seek to change someone else. They don’t see what we see, or know what we know. We need to earn enrolment “I’m going over there, do you want to come?”
Begin with a hurdle you can leap. You have no chance of changing everyone. Begin with the smallest viable market. Understand their worldview. Use psychographics, what they believe in, not demographics.
Your followers will tell others. If the small group that you seek to serve believes in you, and trusts you, then they will tell the others (if it raises their status to tell others about you).
There is no impact unless you change someone. A lot of people in marketing say that they do their job, and run ads. I ask them, ‘What change are you seeking to make?’. ‘Oh, I’m not changing anyone,’ they say. So, I ask, ‘Then, why are you wasting my time?’. No change, no marketing.
You can’t be seen until you learn to see. Do your customers feel you see them? Every brand, every marketer makes hard decisions all the time. Are you erring on the side of looking at your banker, or looking at your customer?
Authenticity is nonsense. An authentically bad surfboard? That’s not what I want. I want consistency. I want professionalism. Add that to empathy, and you get a promise of x, y, and z. I see your fears and desires.
The marketer is the CEO, the head of customer service, she’s the supply chain. If you’re interacting with me, you are marketing. Marketing is more about doing and action, now more than ever people are buying on reputation and proof.
A brand is not a logo. Think about a logo you admire, it will be a brand you admire. A logo is a symbol. A brand is a promise. If Nike opened a hotel, you would know what it looked like, if Hyatt had a brand of sneaker you would have no idea what it would be like. Hyatt has a logo, not a brand.
Direct marketing should be measured. Conversely, brand marketing is spending the money on the prayer, the hope, the belief, that it will change someone over time. If you spend money on FB for branding, stop the measuring, don’t measure the clicks.
In every (Adwords) auction that is taking place, Google keeps 95% of the money. You do the work, take the risk, yet Google makes the bulk of the money. You need to do something unique and different, so people search for you by name.
Status is super important. If you’re a hairdresser, you’re not selling a haircut, you’re selling an improvement in a person’s status. Marketers need to be asking ‘Am I raising the status, keeping it the same, lowering it?’
Daily practises for marketers should include strategic thought. How are you serving them, how are you earning their trust? Writing a blog every day for 17 years earns people trust. Your daily practise might be making 5 phone calls today to your best customers saying ‘How’s it going, are you in a jam, how can I help?’
Secure your place for The leadership Circle with Seth Godin
IML ANZ is delighted to partner with The Growth Faculty to bring you The Leadership Circle with Seth Godin.
This is a rare opportunity for leaders and their teams to learn from this best-selling author and leadership titan. Our IML ANZ community enjoy an exclusive discount to Seth’s 3.5 hour interactive virtual workshop.
Save 40% on tickets when you book here.
A Chartered Manager strengthens his commitment to the leadership profession
We recently sat down with Gareth Sipple-Asher CMgr MIML to chat about what it means to become a Chartered Manager. Sipple-Asher received the designation through IML ANZ’s Pathway Partnership with Griffith University. In this interview, he reflects on his journey, shares lessons learned and provides advice for others on the pathway to becoming Chartered.
What did you learn throughout the process of becoming a Chartered Manager?
The key learning for me is the significance of our commitment to the profession of leadership. Our conduct and the way we treat people, be they colleagues or those under our care, demonstrates our level of commitment to the wider community. If our ethical values hold no substance and we choose to flaunt them as a way of building superficial trust or recognition, then our core values are built on a lie that will eventually be discovered. If we build our values around an agreed code of conduct, as leaders, we instil a sense of personal responsibility and accountability across our community and with it a strong sense of cultural awareness.
How has the process of becoming Chartered benefited you?
The process helped me to understand the value of committing to the CPD. We often have good intentions when considering our personal development. Unfortunately, the responsibilities we have outside of our personal growth give us an excuse to keep putting it off. I have realised a vast resource that offers an abundance of knowledge at my fingertips. All that is required is a personal commitment to continued learning as a perpetual student of leadership.
How valuable was it for Griffith to offer Chartered Manager as part of their MBA program?
I strongly believe the offer to become a Chartered Manager through Griffith provides the vital link that seeks to align hard and soft leadership skills. Becoming Chartered for me is not a badge or a membership, it’s a commitment to uphold a code of conduct that underpins sustainable leadership. Griffith University actively promotes the commercial value behind environmental sustainability. By offering MBA students the chance to become Chartered, Griffith University is also promoting the commercial advantage of sustainable leadership.
What tips would you give to others who are completing their Chartered Manager Assessment?
The opportunity to become Chartered does not only apply to individuals in leadership roles. Positive cultural change can take many forms. Effective leadership relies on the conversion of early adopters to take up a cause and build its value from within. Chartered Managers who form part of the stakeholder community and live the values through their commitment to the charter are as valuable to the organisation as the leaders above them.
Having the confidence and resolve to call out toxic leadership or unethical behaviour is the ultimate way to manage up and ensure those in charge are held accountable to the values of the organisation. Becoming Chartered will not only help you as a leader, but it will also offer a distinct advantage to your capability as a professional.
Get on the pathway to better leadership
If you’d like to find out more about how IML ANZ can support you to include the internationally recognised Chartered Manager designation as part of your curriculum, please contact our Higher Education partnership team at partnership@managersandleaders.com.au.
