Only in EO: A Candid Conversation on Leadership with The Hon. Julia Gillard AC

EO Melbourne recently hosted a powerful and thought-provoking Fireside Chat with The Hon. Julia Gillard AC, Australia’s 27th Prime Minister, and the first and only woman to have held the role. This exclusive EO event offered members a rare opportunity to hear firsthand from one of the nation’s most respected leaders, whose insights into leadership, trust, and resilience left a lasting impression on all who attended.

Moderated by Tracy Angwin, Marketing and Partnership Director of the EO APAC Regional Council, the conversation went beyond the headlines and into the lived reality of leadership at the highest level. Ms Gillard shared candid reflections drawn from her time in public life, offering a glimpse into the personal and professional demands of leading under pressure. 

The Power of Purpose

A key theme throughout the discussion was the power of purpose as a guiding force. Ms Gillard spoke of how anchoring decisions and actions to a clear sense of purpose enabled her to navigate complexity, manage time, and stay emotionally grounded. Far from being a motivational slogan, purpose became a practical tool for filtering what truly mattered and what didn’t.

Aligning Values and Opportunities

Ms Gillard also explored how aligning values, surrounding oneself with the right people, and crafting a lifestyle that supports long-term wellbeing are all essential filters for choosing opportunities. These insights sparked powerful reflection among EO members, many of whom recognised similar decision points in their own leadership journeys. Her message reinforced the idea that success is not just about power but it’s about using influence in service of what truly matters.

Inclusive Leadership and Gender Equity

Her perspectives on gender equity and inclusive leadership further enriched the conversation. Drawing from her co-authored book Women and Leadership: Real Lives, Real Lessons, she highlighted the value of lived experience and the importance of creating space for diverse voices in leadership.

A Unique Experience from EO

This EO-only event was a reminder of the power of authentic dialogue and learning from those who have walked the path before us. Ms Gillard’s wisdom, grace, and unfiltered stories offered not only valuable leadership lessons, but also an inspiring call to lead with purpose, clarity, and courage.

This event was a powerful reminder of what makes EO truly unique: real conversations with remarkable leaders, shared among like-minded entrepreneurs committed to growth. If you're a founder or business owner seeking deeper connection, world-class learning, and a trusted peer network, reach out. EO might be exactly what you’ve been searching for.

Transformative Leadership Lessons with Cameron Herold

The EO Melbourne community recently came together for an inspiring workshop led by leadership expert Cameron Herold, renowned founder of the COO Alliance and author of The Second in Command. The event, titled “The Second in Command: Unleashing the Power of a COO” and “2 Ladders: How Growing Your People Grows Your Company,” offered attendees practical strategies to strengthen their businesses through better leadership structures. Over the course of the day, Cameron shared insights drawn from his extensive experience coaching CEOs and scaling companies like 1-800-GOT-JUNK?, leaving participants with actionable tools to elevate their teams and operations.

The first session focused on the pivotal role of a Chief Operating Officer (COO) in driving business success. Cameron guided attendees through the process of identifying, hiring, and nurturing top-tier senior leaders who align with a company’s vision. He emphasized the importance of trust and clear communication between CEOs and their COOs, which he described as the foundation for seamless collaboration. By leveraging a skilled COO, Cameron explained, CEOs can boost revenue, increase profits, and reclaim valuable personal time—a revelation that resonated deeply with many in the room.

Cameron also highlighted common pitfalls in senior leadership hiring, offering cautionary tales and practical advice to help attendees avoid costly mistakes. His real-world examples illustrate how the right second-in-command can become a powerful asset, enabling CEOs to focus on strategic priorities while their COO drives operational excellence.

The second half of the workshop shifted to people development, framed as the cornerstone of sustainable growth. Cameron introduced the science of adult learning and outlined twelve essential leadership skills every manager should cultivate, from decision-making to conflict resolution. He shared techniques to build managers’ confidence and abilities, empowering them to inspire their teams and drive performance. By investing in people, Cameron argued, CEOs simplify their roles, improve employee retention, and create a culture of excellence that scales revenue and profit. Attendees left this session equipped with practical steps they could implement, ensuring the lessons would have a lasting impact.

EO Melbourne added a thoughtful touch by gifting each participant a copy of Cameron’s book, The Second in Command: Unleash the Power of Your COO, which Cameron signed at the event. This resource, described as a go-to guide for scaling businesses through strong leadership partnerships, served as a fitting takeaway from a day filled with inspiration and insight. The gesture was met with enthusiastic appreciation, underscoring the value attendees placed on the event.

Throughout the day, participants engaged deeply with Cameron’s teachings, reflecting on how to apply his strategies to their own businesses. Many shared moments of realisation, particularly around the importance of aligning leadership hires with company values and the transformative power of investing in team development. Conversations during breaks buzzed with ideas about restructuring leadership dynamics and fostering a culture of continuous learning.

The value of EO’s KE Program to key executives and entrepreneurs

In every business, people are essential to drive the organisation forward, reach one’s goals and allow the company to operate in the long term. This is why strengthening your 2iCs and key executives is necessary to keep your business running smoothly and steadily as well as enable it to grow and expand to new markets and horizons.

The good news is that EO Melbourne has a Key Executive Program (KEP) that enables its members to learn growth strategies from EO and execute them into their businesses with key management buy-in and participation. This program allows an EO member to have a key executive from their business take part in EO learning events and EO Accelerator learning days and become a member of a Key Executive Forum.

Through this program, EO members are able to communicate and learn jointly with their key executives as they share the unique benefits of EO with a key executive from their business. In addition, it empowers EO Members and helps them align with their key executives as EO provides them with the tools, accountability, community and support to aggressively scale and master some business best practices and become better leaders. Also, the benefits are two ways as the program serves both the entrepreneur and the key executive.

EO Melbourne Member Harry Sanders, Founder of StudioHawk, had his General Manager, Lawrence Hitches, join the chapter’s Key Executive Program. Both shared the benefits of the program, helping them in their respective professional development and their organisation’s growth. 

"I had a great experience as an EO member and got so much value out of Forum, I really wanted Lawrence to be part of that experience. Being able to talk about his 5% issues without judgment in a safe environment, share experiences, learn heaps, and events and networking helped Lawrence understand the broader business community in Learning Days and really cemented him as a leader. The business has gone through many challenges and first had seen the effect Forum has had on being able to overcome them,” Harry said.

Lawrence was enthusiastic that he has become part of EO’s KEP. "I heard great things about EO from Harry and other people about how much learning and insights you can gain from talking to like-minded business people owners and people with similar challenges ahead of them. EO provides many workshops and communities that have helped our business in hard times. Implementing EOS practices has helped restructure our org chart to be solid and more accountable. The value of the KEP program is immense and I’d recommend it to any EO member to sign up their key execs."

Another Key Executive that has joined the program is Cindy Liu, an accountant at Masseuse Massage Chairs. She shared how becoming part of the KEP has impacted her growth as a professional. "I have been in the Key Executive Program for 2 years now. I have learned so much from every interaction I have had with both the group learning days and our individual forum. To start with, it is a great opportunity for me to step out of the business to learn things from the business strategy level rather than just day-to-day operations. The importance of that is I get to experience what it feels like as a business owner seeing things from a bigger picture rather than just working within my own department. The alignment with the business owner is critical from that perspective."

At present, EO Melbourne has two forums for Key Executives. They also get to attend the quarterly Learning Days as well as other learning events that the chapter offers for those in the program. To know more about our KEP, visit https://www.eomelbourne.org/key-executive-program. Interested to join EO Melbourne? Check out our https://www.eomelbourne.org/join page. 

Unleashing one’s leadership potential through EO

How do you unleash your leadership potential? For Entrepreneurs’ Organization, it is important to support the needs of the 360° entrepreneur through business, family, community & personal experiences and help them grow, develop and reach their full capacity as business leaders. 

This is why EO’s Global Leadership Conference (GLC) plays a critical role in defining what leadership at EO means, serving as a source of inspiration and a key moment to building a community for tens of thousands of EO members. GLC is EO’s flagship event that empowers members with the tools, insights, and networks they need to unlock their capabilities. 

The theme for this year’s GLC is ‘Unleash’ – helping every member unearth greater success, find their greater purpose and have a greater impact on those around them. It saw an innovative in-person and virtual hybrid format that made it accessible to all through in-person events in Washington, D.C., USA and Barcelona, Spain, and virtual access on its online platforms. Over the course of five days, talks, workshops, webinars and interactive sessions helped EO members hone their skills and abilities as individuals and as a collective – finding opportunities, not challenges; stepping stones, not roadblocks.

Speakers from different industries shared their journeys, insights and learnings to inspire participants to look within their respective experiences and apply the lessons they captured from these sessions. Headlining the GLC 2022 was supermodel-turned-super businesswoman Tyra Banks, who talked about her beginnings, the challenges and the successes she experienced in her journey. Here are a few takeaways from some of the speakers during the conference.

• “Don’t delegate your core competency. The biggest lesson I’ve learned during quarantine is that it’s not always about defence, you have to play offence. You have to figure it out. Another lesson I learned is that there’s strength in numbers.” - Tyra Banks, Executive Producer & Host of America’s Next Top Model and CEO of the Tyra Banks Company

• “Our ability follows where our mind leads. Unleashing our potential is a strength we all have. ‘Unleash’ is more than the theme of this year’s GLC. ‘Unleash’ is a rallying cry for us, entrepreneurs, to level up, to be more of who we are, to bend the future.” - Marc Stockli, Managing Director of MOS Advisory Services

• “I learned that sometimes life doesn’t work out the way that we plan it, it very seldom does, but I learned that I am the one who chooses how I want to live my life. Some goals are hard to reach, they may feel like an eternity, and my goals were definitely unrealistic. But instead of being demoralised by the vastness of that goal, I decided to break it down into one day at a time. By doing so, it just didn’t feel like it was that overwhelming.” - Karina Hollekim, professional Free-skier, BASE jumper and Co-founder and Head of E-Learning for Young Happy Minds

• “The key is utilisation. One of the biggest lies is that knowledge is power. Now, is it really? At best, knowledge is potential power. It becomes ‘power’ when we utilise it and when we apply it. The number one skill to your success is your ability to learn rapidly. If you and your team could learn rapidly and translate that learning into action, it’s the ultimate competitive advantage, bar none.” - Jim Kwik, Founder at Kwik Learning

• “Nothing that is meant for you will ever get away if you’re open to it. It’s okay to take a turn and a change into a new direction that is completely different from where you started and where your passion lies. It doesn’t have to be these major, big changes that we make. It could be small, little changes that we make along the way, utilising the tools and opportunities that we already have in our hands, creating different outcomes for ourselves.” - Tala Raassi, Fashion Designer, Entrepreneur & Author

• “What is your victory going to be? What’s the story that you’re going to tell with your life? What is your purpose? What is your company’s purpose? What are you going to give to your employees so that they can live a life of purpose? What are you going to do with the blessings of your life? As you guys go forth, I want you to think about what I said at the very beginning – this whole ‘help one, help many’ thing. Who’s your one? Go back to wherever you live and let’s just solve it for one person. But I think I know what’s going to happen. You all don’t know how to stop at one. One’s going to turn into two, two into four, and all of a sudden, a roomful of people that are changing the world.” - Mick Ebeling, Founder and CEO of Not Impossible

• “I was never willing, at any point, to say ‘I’m done, I give up’ because defeat is not a real thing until the second you say, ‘I give up.’ And even when I saw the Thuggs, I was done for the season, but I wasn’t done for my life.” - Brian Smith, Founder of UGG Australia

More insights were shared by various other speakers in the different Learning Blocks – Potential, Community, and Impact – and the Breakout Sessions during the conference. The GLC is an occasion for EO to come together and unlock the power of community. It provides an opportunity to use our connections to make entrepreneurship a force for good in the world and to unearth how we can have greater impact as an organisation.

Strengthening your 2iC as a way of strengthening your business

One of the long-term goals of many business owners is to be more focused ON the business rather than to be IN the business. This means that they evolve from doing job execution and daily operations to heavily leaning towards setting strategic directions and vision achievement of the company. To do so, entrepreneurs have to free certain space on their plate so that they can concentrate on growing their business. This is where having an effective 2iC becomes critical.

A 2iC or second-in-command is the next in line after the CEO. The 2iCs may have different position titles but they have two major roles, which are to help manage the business, especially during the absence of the CEO, and manage their relationship with the CEO. Having a strong 2iC is important to build and develop your management team.

Entrepreneurs share the key things they do to ensure that they have a reliable 2iC that can help them in their business.

Hire a trustworthy person fit for the role

The first thing to do to make sure you have a trustworthy 2iC is to find the right person fit for the role. It has to be someone with whom you share similar vision and values and who has the right skillset needed for the job.

“Employ someone you trust,” said ​​Clayton Cross, Head of Strategy at Expia. “Employ someone with better skills in complementary areas of business. Employ a hard worker,” he went on. It is important that you are able to hand the management of the business to your 2iC so that you can focus on the macro parts of your company.

The relationship between you as the CEO and your 2iC is extremely significant because it will hold your whole organisation together. Otherwise, if there are gaps and cracks in your business relations, it will affect the entire team and, eventually, will have an adverse consequence to your business.

Spend more time with them

Having a 2iC doesn’t mean that you will live in two separate worlds. You may have your respective areas to focus on but will still have constant communication with each other because you will have to work together to attain what you have set to achieve for your business.

This is why for Ben Beattie, Managing Director of True Blue Plumbing Australia, “I think the key thing for me is to spend a lot of time with them and encourage them in their personal development. The more time you spend with them, the more likely they will take on your approach to the business. Also, don’t be scared to trust them with responsibilities before you think they are ready.”

Similarly, Rob Roy Rankin, Principal and Founder of Rankin Business Lawyers, makes sure he spends time with them regularly because he believes that communication is paramount. “We have a standing weekly meeting to ensure we are on the same page, where we catch up on what is happening in each other's lives. We identify, discuss and resolve any issues. We also discuss business strategies and project plans,” he shared.

Define roles and support them in their roles

Understand that a 2iC is not a “spare tire” but someone who only functions in the absence of the CEO. Rather, they take an active role in the company, alongside the CEO. You have to have definite functions and specify which responsibilities you will handle and which ones you will delegate to your 2iC. That way, you have a clear delineation of roles and a smooth system and process on how to run things.

For Rob Roy, he finds it useful to put careful thought into this. “We read Rocket Fuel by Gino Wickman & Mark C Winters and used this to define our roles, what was expected of each other and how we work best together,” he revealed. On a day to day basis, Rob supports decisions made by his 2iC and they both make sure that neither undermines each other.  

Even if your 2iC is advanced in experience and have leadership capabilities, it is still important to look after their professional growth and development and their other needs. Allow them the opportunity for ongoing Executive Education. The more you build and strengthen them, the more they can be productive and do better for your organisation.

You and the 2iC onwards the future of your business

As you pilot your business towards your targets, goals and vision, your 2iC is the co-pilot that will provide you with the added skill and support to steer your company towards the direction you’re heading. And even without or with less supervision from you, you are assured that someone trustworthy can lead your business forward.

Work together on how you’ll fly your business in the altitude and distance you aim in your entrepreneurial journey. Equip your 2iC with tools so that both of you can look after your team more efficiently and drive your organisation at an accelerated pace that will have long-term benefits to your business and everyone in it.

Business habits to help you run your business successfully

Every little thing we do leads to something big, whether they are good or bad. Even in business, our small actions, if done regularly, become habits and these habits build the corporate culture of an organisation. Thus, it is important to build good habits early on to be able to achieve huge successes in the entrepreneurial journey.

To begin with, take a look at your existing habits. Record your activities during the week or month and see which ones you should stop, start and continue doing. While it might be easy to tick off which ones you should stop and you should continue doing, the big question is what are the habits that you need to start incorporating in your life?

Here are a few suggestions that you can do, along with some experience shares from successful entrepreneurs.

Create a routine or rhythm

Having a routine works for some, while others may struggle with it. If you are not much of a routine person, have at least a checklist of some activities that you need to do on a daily, weekly or monthly basis. This allows you to prioritise tasks and focus on more important matters.

For John Anderton, Founder and CEO of Butterfly, one of his business habits are having a great meeting rhythm. A consistent meeting rhythm with your team enables you to align your ideas and actions as well as build strong communication with each other.

Consult a coach or mentor

If you are at the early stages of your entrepreneurial journey or if you are on the crossroads or in the process of transition, it is helpful to have someone guide you to save you on time and effort because it will help you nail things early on. It also adds to your growth and learning to consult with an expert or a more experienced entrepreneur. Make it a point to do meet with your coach or mentor regularly and add it to your calendar. For example, John meets with his business coach every month.

Set short-term, medium-term and long-term goals

Goals are major factors in the success of a business. It’s good to have long-term goals that reflect your vision for your company and then break them down into medium-term and short-term goals. In the case of John, he makes sure that he does and reviews his “articulated BHAG (Big Hair Audacious Goals), 3HAG (3-year Highly Achievable Goals), Financial-year goals and quarterly goals”.

Meditate or commune with nature

It’s good to develop a habit that will help with your mental health, de-cluttering your mind and enabling yourself to focus on your priorities and more important matters. This is why Mark Calabro, Co-Founder of HungryHungry, makes it a habit to do “morning meditation or breathing to clear my mind and focus. I also make a point of parking my car in short time allocations, which forces me to go outside and get some sun and fresh air.”

Practice punctuality

“Be on time.” This is one of the habits of Anthony Holdstock, Director and Owner of Sharp & Carter. It is good time management wherein you budget enough time for preparation so that you will be early in your meetings and business schedules. There’s a sense of calmness when you’re not in a rush as it allows you more time to be ready for what comes next. Moreover, being prompt is also a way of respecting other people’s time as much as you respect yours.

Match your words with your actions

Another habit that Anthony finds useful in running a business successfully is to “do what you say you are going to do (with no exceptions).” Delivering on your promises is something that is not easy to do. But if you are careful in what you commit and being able to carry them out, it enables others to build their trust in you.

It would help to note everything down and include them in your checklist of tasks so that you do not miss the things that you’ve offered or agreed to do. Be mindful of what you assure others that you will perform and make sure that you fulfil them.

Look for win-win outcomes

A valuable habit for Anthony is to “treat people how I want to be treated. Internally and externally, always look for win-win outcomes.” To run a successful business, you have to be conscious of how you deal with people, whether they are your team members, suppliers, third-party service providers, peers, or clients. Find a common ground and respect each other’s uniqueness and ideas.

There are many more good habits that can lead you to wins and successes. Read through the profiles and biographies of successful business people. Listen to their talks and experience shares. Find out what they do that contribute to their thriving companies.

Once you have identified them, see which ones are doable and fit your values and lifestyle. Some habits don’t have to be grand. Remember, big journeys start with small steps. Develop good habits and you will see later on the fruits these habits can produce.

Local (Melbourne) leadership quotes for your entrepreneurial journey

Food for thoughts. They are often needed to keep us going, especially in the entrepreneurial journey. And so, we gathered some leadership quotes – either new nuggets of wisdom or familiar motivational pieces you have encountered before – which will help you move forward when things become rough.

Let’s start with some motivational lines that have inspired some of our EO members.

Aaron Smith, Founder of KX Pilates, finds entrepreneur Jim Rohn’s quote something helpful to his journey, which is “Care more about your customers than you do about the money you make from them, and you will be successful.”

On the other hand, Meirav Ambar, Partner at Trendtrade International, learned an important insight from her experience. “There is no such thing as a journey (especially a disruptive one) without failures – both professional and personal failures. As long as you learn from them, you are fine. (I am still working on accepting that.)”

“Be firm, but fair.” Many have probably said this line, but it is something that Lauren Staley, Managing Director of Infolio Property Advisors, has found useful and helpful to her leadership journey.

For Malcolm Bean, Director at Beanmkrgy, he holds on to two guiding statements, both of which pertains more to team composition: "It's all about the people - with the right people on board, you can go anywhere" and  "You get the staff you deserve."

“The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there. People will follow.”

- Seth Godin

Rahul Kale, Director at Sunpower Renewables, shares three inspirational quotes. The first one is “The secret of leadership is simple: Do what you believe in. Paint a picture of the future. Go there. People will follow” by Seth Godin. According to Rahul, “leaders that are entrepreneurs must first dare to dream. Yes, this must be backed up with significant and focused action, but they must be willing to create alternate realities that do not currently exist or are relatively uncommon. And for that, they must be dreamers.”

Another quote that keeps him motivated is Barbara Corcoran’s “My best success came on the heels of failures.” Rahul explained why he finds this inspiring, “Invariably, most Leaders in this space are relentless with their focus, discipline, drive, energy and ultimately faith in what they set out to accomplish. I have never met an entrepreneur who has not faced disappointment or failure in his/her career, but they don’t quit. Many have endured those instances multiple times, but they never let it faze them. It is an opportunity to return to the drawing board to re-strategise, examine or change course. It is an area I am proud to be a part of because I witness regularly how we use failure for what it's good for – a teacher to guide you onto your next achievement.”

Lastly, he finds Lisa Haisa’s quote very encouraging: “Great leaders don’t set out to be a leader…. they set out to make a difference. It's never about the role – always about the goal.” Rahul shared, “Our entrepreneurial journey started by wanting to make a difference - to provide energy independence and replace traditional fossil fuel consuming energy generators with clean, green, technically advanced, and economically cheaper renewable energy alternatives.  Today, we have been recognized as one of Australia’s Most Innovative Companies. We wanted to create an alternative for a better future; being a leader just happened along the way.”

Other popular leadership quotes that you might find helpful in your growth as an entrepreneur are as follows:

"Do not follow where the path may lead. Go instead where there is no path and leave a trail."
- Ralph Waldo Emerson

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.” —Jack Welch

"To add value to others, one must first value others." - John Maxwell

“A genuine leader is not a searcher for consensus but a moulder of consensus.” - Martin Luther King Jr

"One of the tests of leadership is the ability to recognize a problem before it becomes an emergency." - Arnold Glasow

“A leader takes people where they want to go. A great leader takes people where they don't necessarily want to go, but ought to be.” - Rosalynn Carter

"Leadership is the capacity to translate vision into reality." - Warren G. Bennis

“Innovation distinguishes between a leader and a follower.” - Steve Jobs

“A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader but becomes one by the equality of his actions and the integrity of his intent.” - Douglas MacArthur

“Whenever you see a successful business, someone once made a courageous decision.” - Peter F. Drucker

"The price of greatness is responsibility." - Winston Churchill

“Effective leadership is putting first things first. Effective management is discipline, carrying it out.” - Stephen Covey

The best way to make good use of these quotes is to place your favourite ones somewhere where you can always see them – to remind you every day of why you’re on this path in the first place and push you forward to achieving your goals.

Share with us some of the quotes that have helped you keep going on your entrepreneurial journey.

Three Qualities of a Successful Entrepreneur

Jacob Spencer, Owner and Managing Director of Mobile Skips, cites the various virtues that he finds useful when leading a team. Among them, he names three qualities – persistence, patience and resilience – as the most significant in shaping him to become who he is today. He shared, “There are many, many traits and attributes that have helped me on my journey as a business leader.  On reflection, I believe these three have been the most important and have had the biggest impact on me.”

Persistence

“Having started my working life flipping burgers at McDonald's, I was exposed early on to the stories of Ray Kroc and his successes (and failures) in building the McDonald's brand late in his working life. Ray’s consistent and persistent drive to succeed, regardless of the hurdles, failures and unexpected setbacks, was inspirational. When problems arise, and they initially seem impossible to navigate, having the faith to persevere and persist and believing in our goal has helped ensure I keep moving forward and leading the team through uncertain times,” he remarked.

Patience

According to Jacob, “This one goes hand-in-hand with persistence.  A couple of years ago, I accepted that if I truly wanted a business that ran without my operational input and daily direction, I needed to invest the majority of my time in developing the team and the systems, then have patience in waiting for the outcome. This has been the hardest lesson, as many times my lack of patience has led to a setback—in the heat of the moment, when I see the solution I can’t help myself but to jump in and take over, eroding the hard-won progress already made.”

Resilience

“The last 6 months have thrown more at us than anytime I can imagine.  And, what's more, there is no delineation between the impact at home and in business. Recently, I heard someone reflecting on tough times, ‘without darkness, there is no light and without sadness, there can be no happiness’.  Difficult times are guaranteed, but so are the happier ones afterwards. Facing problems, recognising difficulties and enduring them have helped me realise that we are all much more resilient than we think and that I’ve still got a long way to go,” he acknowledged.

When faced with challenges and difficulties, Jacob finds that having persistence, patience and resilience enables him to meet them head-on with confidence and determination. These and many good qualities are necessary for those who aim to achieve their goals and reach the peak of success.

What positive traits do you want to build up in yourself? What characteristics have you found helpful when taking the entrepreneurial journey? Share your thoughts below.

Leading with Hope

One’s success in business or organisation can be attributed to various factors, the primary of which includes leadership, particularly when it faces several challenges, such as a global pandemic that is affecting lives and economies.

Which is why this year’s theme of EO Melbourne – “Lead with Hope” – is very relevant and timely to the present situation. As business owners, the chapter members are also leaders in their respective fields and companies that need to bring their teams towards their goals despite stormy weather.

EO Melbourne President (2020-2021) and League of Extraordinary Women CEO and Co-Founder Sheryl Thai and Absolute Immigration Global Immigration Leader Jamie Lingham share their insights on leadership, their experiences and style of leading, and how they become a guiding light to the people they lead.

Steering the company towards a brighter future through hope

“Over my decade of leading teams in my business or being involved in Boards, my leadership style has evolved as I’ve gained more insight and experience working with people,” said Sheryl Thai who, apart from her leadership roles in League of Extraordinary Women and EO Melbourne, is also a Board Member of Project Gen Z and the founder of Cupcake Central, her first business that she has successfully exited. “In this point in time, I relish in a collaborative and coaching leadership style where I’m able to guide my team to assist them to unlock their potential.”

Empowering her team is what Sheryl applies in her business and organisations where she is involved. “I seek their input and collaboration to keep our company innovative and relevant. Whilst we still operate the business on systems and processes, I provide them with the autonomy and freedom to carry out their role how, when and wherever they see fit.”

Leading her team efficiently also helps her in serving well the communities they cater to. For her, effective leadership shapes the right culture for the company that is fit to their purpose and mission. “As a company that seeks to connect and inspire women globally, we have to constantly move with our community to keep them engaged. For us to achieve that, we must have a culture that is inspiring and engaging. This style of leadership provides the autonomy for the team to follow their intuition to allow for creative and innovative content delivered to our audience,” Sheryl explained.

And how does Sheryl give hope to people around her, especially when they are met with difficulties? “During times of uncertainty and doubt, it has been imperative for me to continually return to hope to steer the company towards a brighter future. For us, this means focusing on how we’re able to make a difference to those that need inspiration and connection more than ever in a world that has been forced to stay apart and connect virtually instead.”

Leadership that encourages openness, teamwork and innovation

Jamie Lingham describes his leadership style as one that promotes teamwork and openness and encourages ownership and innovation. “Sometimes I feel like I ‘over-share’, but this has always served me well, especially during the difficult times when we need to brace as a team and get through the challenge that has presented itself. Our team is very close. We support one another, and everyone is willing to jump on to any project that needs to be completed, no matter what the task or time it takes or the deadline.”

As a leader, he sees to it that the atmosphere is healthy for growth for him and his team. “I am a huge fan of ‘delegate to grow’ for both my benefit and also the benefit of my team members. When giving them work, we prefer the ‘sink-or-swim’ approach, but ensure that it is in a safe environment, with senior staff guidance and systems and processes in place to protect them from any ‘live fire’ issues. If a mistake is made, we work to pick this up before it gets to the client, but the learnings are still relevant,” he stated.

His approach is to constantly push his level of comfort and ‘give until it hurts’ when it comes to passing on his responsibilities, “which I believe is the only way that I can truly grow and be available to new opportunities,” he remarked. “I also support promoting innovation throughout the team and encourage everyone to take opportunities as they come up and run projects on their own.”

Other than that, Jamie also describes himself as a leader who looks after the quality of their work. “While I love to delegate, I also lead by example through being involved with reviewing work before it goes out. I provide feedback on the quality of work when measured against the level of service expected to deliver to meet our service promise and client expectations. This ensures that I keep connected to the day-to-day output, which demonstrates to the team that they can confidently follow my lead.”

By taking advantage of his strength in helping and motivating others, his leadership has facilitated a cooperative culture at Absolute Immigration. “Our cooperative culture is strengthened by the fact we are in constant communication with each other, especially in turbulent times such as COVID. Our team catches up daily over Zoom meetings so we have the opportunity to engage with one another through sharing ideas, helping each other solve any issues that arise, and have a fun element which includes games, quizzes, and mindfulness exercises.”

COVID-19 has affected their industry and, as a result, their company. Jamie had to make adjustments within his organisation for them to survive. But he also has to step up to carry the torch of hope for his people. “I continuously encourage our team to promote positive mental health measures and to keep the humour going. Yes, it is a serious time, but we need the release and positivity that humour provides,” he said.

“When I reflect on this topic, it made me realise how important good leadership is in the time of a crisis. COVID-19 has been a great time for us to come together and grow as a team, as well as for me as a leader,” the Global Immigration Leader declared.

---------

What is your experience in leading your team during this challenging time? We want to hear from you. Share your story through the comments section below or email us at communications@eomelbourne.org.

Leadership in the Time of Crisis

EO Melbourne Navigating Now and Preparing for Post-COVID-19

"We've aged a generation in the past three weeks. What matters has sharply come into focus. Family matters. Love matters. Kindness matters. Health matters. Generosity matters. People matter. Community matters. The rest is just noise.

Aside from physical distancing, the biggest thing you can do right now is to choose to see the best in each other. Be kind. Be patient. Be tolerant.

Be quick to help out in any way that you can. Be forgiving when you would otherwise be upset. See things through the eyes of others and try to understand where they are coming from.

Seek out opportunities for generosity. Reconnect with your community. Reconnect with yourself. Reconnect with your priorities. Live them."

- Anonymous

The onset of the COVID-19 pandemic has brought governments, businesses, and communities to a standstill, affecting lives all over the world and across all levels of society. Entrepreneurs are not spared from the adverse effects of this pandemic. EO Melbourne’s President Kym Huynh shares how the crisis has impacted the lives of entrepreneurs in Melbourne and how he, and his Board, tackled the situation head-on to both help those affected navigate through the challenges and prepare for a world post-crisis.

“What differentiates COVID-19 from other world crisis such as the Global Financial Crisis of 2007-2008 and September 11 of 2001 is that no one knows what the end date of this pandemic is. Consequently, we cannot accurately plan for the future when we do not know when the endpoint for the current crisis is,” Kym states.

“During uncertainty, people seek answers, people seek leadership, and people seek direction. And when you throw a global pandemic on top, you have an environment where emotional states are heightened, and people become prone to acting emotionally rather than rationally. When I consider this in the context of leadership, it is important to augment how we typically lead with such speed in decision-making and an increase in our communications cadence,” he continues.

When faced with a challenge or difficulty, Kym’s normal process is to:

1.       Step back

2.       Choose not to immediately react

3.       Assess the environment and situation

4.       Gather multiple credible data points

5.       Stategize

6.       React from a place of stillness

Leading the team

Entrepreneurs, by definition, are leaders. The people employed, the family members and the communities that entrepreneurs touch all look to them for cues on how to react and respond. “If you’re going to be in a position where you are seen by others as that of being a leader, you might as well be a good one,” Kym reflects. “One thing I have learned from leadership during COVID-19 is that I don't always need to have the answers,” Kym quips, “but rather that I need to be present, constant and visible so that I create that environment and space of safety and stability”. In that, he makes sure he is a constant so that he can provide stability to his Board, EO, his family and his community.

He enumerated the immediate things he did to mitigate the complexities of the situation:

1.       Make sure everyone is calm and collected

“The topmost priority for me was to manage the emotional state of the collective, and dive deeper 1-on-1 with individuals where needed,” Kym states. He believes that making sure everyone, particularly the Board and the team, is in a still, calm and collected state-of-mind is very important. For the Board and the team to lead, they need to be able to make good decisions. To make good decisions, they need to be in a good emotional state. Therefore, he made it a priority to make sure that every single person around him was good with themselves so that they could effectively look after the Chapter.

2.       Create an atmosphere of safety and stability

He made sure he was highly visible, and accessible by opening his normal lines of communication more so that people can come to him for that feeling of safety and stability. “In my experience, sometimes the little things you do can mean the world to others, and COVID-19 amplifies this experience. Whether it be a phone message, an email, a phone call or a video call, I have found that these simple actions reassure people that I—and my Board--are present and that we are thinking about the situation. These simple actions are important because people are looking for stability in a time where there's so much instability,” says Kym.

3.       Create concise, focused and impactful messages

Once everyone is calm and feels safe, he and his Board were quick to communicate to the Chapter that they’re there for the members, doing everything they can to support the members with messaging that can be comprehended easily, leaving no room for ambiguity. “It is important that any messaging is easy-to-understand, and leaves no gaps because if we communicate with gaps, others will fill in the gaps for us, and they will fill it in incorrectly. Even more during a crisis, it is imperative that the messaging is concise, focused and impactful,” Kym states. “It was important for myself and my Board that we communicate a message of unity, solidarity, and that together we are stronger,” he adds.

Plan of action

Words of assurance and encouragement must be accompanied with a specific, timely and measurable plan of action. Kym convened his Board to exchange experiences and insights and review the collective feedback and sentiment from the community. These are the action points they came up with during their fruitful Board meeting and in the succeeding discussions:

1.       Appointment of a Resident Psychologist

Knowing that people are hurting and many businesses have been severely impacted, the Board made it a priority to support those who were in need. To show that they’re there for the members, the Board decided on the appointment of a resident psychologist that is entirely funded and supported by the Chapter. That is, any Member of the Chapter, if they need to, can call and directly reach the resident psychologist for a confidential conversation.

2.       Member-to-Member support

Members of the Chapter are paired up with one another, wherein they can reach out and stay connected. It provides members with an avenue to pick up the phone, call another member, check on that person and let the conversation flow. “It is crucial that we lean into, and invest in, our relationships with one another during times of crises,” Kym shares.

3.       Board-to-Member reach-out

The Board recognises that there are a handful of members who have contracted and remained quiet while fighting their fires. These members were identified and assigned to Board Members. Kym speaks from experience, “When I'm in a crisis, I tend to feel like I don't want to burden and bother others with my issues. It is a difficult compulsion to fight, despite cognitively knowing how much better off I will be if I share openly with others and being vulnerable. The lesson here is to not wait for people to ask for help, but to be proactive, pick up the phone, and reach out. Our small acts of kindness and compassion can mean the world to another.”

4.       Supporting members through the current crisis, and preparing members for the world post-crisis via condensed learning events

The Chapter launched a 12-week webinar series consisting of members sharing stories, learnings, experiences and expertise with other members. According to Kym, “These learning events create solidarity, reinforce the community, and create safety. Knowing this, we moved fast to create these events, source our speakers and add resources to promote them to our members.”

From the board meeting, webinar topics were discussed, wherein the first half of the series is focused on navigating the current crisis while the other half is to help prepare members for what happens post-crisis. Topics were determined based on the issues that the Board Members were experiencing themselves and those that they heard from other entrepreneurs and business owners.

5.       “No member will be left behind”

EO Melbourne adopted the motto, “No member will be left behind.” The message was communicated quickly and repetitively. It was short, concise, focused, and left no room for misinterpretation. The Board also ensured that the substance of the message could be supported by ensuring that the Global Support Package and Local Support Package combined to create a substantial assistance package.

“We are mindful that there are members whose entire businesses and livelihoods have been severely impacted, and that they're in a very stressful and overwhelming situation. We accounted for this type of scenario. So, we wanted to make sure that if any member wishes to continue to engage with EO next year, we will find a way to make it happen,” asserts Kym.

Moving forward

Although the future seems uncertain, Kym accentuates that the EO Melbourne Chapter must move forward stronger, better and wiser, highlighting that we are stronger together. He illustrates this by sharing the idea of a stick, wherein if it remains alone, can easily break. But if bundled together with other sticks, it becomes significantly more difficult to break.

For Kym, “We must move forward stronger. We must be more connected with one another, and with that connection will come solidarity. We will move forward better, wherein we will be kinder to ourselves, each other, our families, our friends, our teams, and our communities. We will move forward wiser when we can carry the lessons we've learned during this crisis into the future. After all, like it or not, the crisis has happened, so it is incumbent on ourselves that we do what we can, to make the best out of the crisis.”

“Times of crisis creates opportunities for great leaders to emerge. It is leadership not only in our businesses but also in leadership with ourselves, our families and our communities. I hope that every single person reading this finds it within themselves to stand tall and proud, and to step up to becoming a great leader, one that serves others, leads with compassion and lifts those around them. We started the year with the theme, ‘our best year yet,’ and with our leadership, not only can this be the best year yet for ourselves, our businesses, families and communities, but also the EO Melbourne Chapter,” Kym imparts.

Dealing with high emotions at work

Organisations and businesses are composed of people. Emotions are part of our human nature, and they may intensify when we interact with others. When you are working as a team, and there is so much energy, pressure, egos and excitement in the environment, it is unavoidable that emotions may run high, which can lead to conflicts or friction among colleagues.

Let’s focus more on volatile emotions that, if remained unchecked, may cause harm to one’s well-being or professional relationship. Anger, disappointment, frustration, distress, resentment, fear, sadness, displeasure and anxiety are just some of the sentiments one may feel towards a situation or person. However, even if one’s negative sensation is not necessarily directed to all the people within an organisation, it can stir the office atmosphere and create a ripple effect of undesirable energy that may not be helpful to everyone around.

While work may cause a lot of stress on people, it is undeniable that some negative feelings may be caused by external forces, such as personal concerns and other factors that may not be work-related. You must acknowledge such emotions, whether yours or from others, and not repress them. Better yet, talk it out in a composed and calm fashion to eliminate any misunderstanding, acknowledge any mistake and move towards an amicable solution.

Manage your own emotions first

Whether you are the one who is at the height of emotions or dealing with someone who is, you must keep your reaction under control. It is innate for human beings to have feelings but it is also the nature of feelings to change over time, depending on the circumstances and how people deal with them. To avoid causing distress or wreaking havoc on your team or clients because of what you feel, you may find these tips helpful.

Take a deep breath and have a minute to compose yourself

Before you face anyone, allot a minute or two for yourself to take a deep breath and clear your head. Sometimes, you need a moment to identify your emotions and process things internally or prepare yourself for what’s to come.

Talk it out with someone you trust

If you feel sad, angry, anxious or anything else that is weighing you down, try to talk about it to someone you trust. Maybe a lending ear or a reassuring remark can help ease the burden off your shoulders.

Do an activity to relieve you of such emotions

Go for a walk outside, squeeze some stress balls, listen to soft music or have a cup of tea. Try to do an activity that can help you calm down or relax, even for a short while, before you continue with the tasks at hand.

Outline the things you can do to mitigate the issue

You may not fully control the thoughts and feelings of other people but you can do something about yours. When you have cleared your mind and identified the root cause of your emotions, list the things you can do on your part to resolve or mitigate the issue. Do you need to talk to someone? Do you need to verify something? Is there a need to correct a person, a process or a situation?

Manage your people’s emotions

Before you are going to deal with the emotions of others, make sure that you are in the right frame of mind to face the person who is having an emotional breakdown. Whether those sensations are work-related or personal issues, not attending to the emotional needs of your team members may affect everyone else in the organisation. Although you may have an HR who can focus on these matters, there are instances when your team people will look to you for support, comfort or resolution. How do you become a beacon of light for them when they are in distress?

Make the person calm down and listen

Let the person calm down. Offer a glass of water and allow emotions to subside. Lead the person to a private space for a chat. This way, the person will not feel embarrassed while not disrupting the rest of the team with an outburst. Ask the one involved how he feels, listen to his concerns and affirm his emotions.

Check facts, verify details and know the reasons for such feelings

Get to the bottom of the matter. Know the reason why your people feel that way. See the big picture so you can better understand the person. If there’s a conflict between colleagues, listen to both sides of the story and look at the situation from various angles and lens.

Steer them towards a solution

If it is due to personal issues, you can ask questions that will help lead the person to a solution. However, if such feelings were brought about by work, you can probably come up with steps that can help alleviate negative emotions in the workplace.

No matter how much you keep things professional at work, it is inevitable for people to feel slighted, offended or dejected in the office. Personal feelings can also come into play and small issues may blow up along the way. These are things that must not be ignored. For your business not to suffer, along with relationships within your organisation, it is better to nip it from the bud by attending to such concerns early on.

Mentoring your team effectively

Business growth is not only measured by the increase in sales and profit but also on how the organisation develops and improves. Human resource development allows you to shape the people within your organisation and let your venture grow and thrive.

Whether there is a newbie in your team, someone up for promotion, a member being honed for succession or only a skeleton staff is working and you have to deal with a lean organisation, training a team member is part of your human resource development. One form of training is by mentoring, which is teaching new skills, adding knowledge and guiding the person-in-training.

It can be done formally and informally, as mentorship can also be part of your corporate culture. However, if you have a goal in mind and to make sure that your mentorship is effective, there must be a certain framework where the mentor and mentee can refer to as they go through the process. You or your HR may outline the things needed for mentoring, such as the activities we have listed below.

Do a skills review

Before you plan out how you will conduct your mentoring, do first a skills review so that you can identify the strengths and weaknesses that the person can work on as well as where the skills set can fit in your organisation. What are the competencies that need to be built up? What talents and capabilities that must be instilled in the mentee?

Set clear objectives and accountabilities

Once you have identified the skills that can be enhanced and those that still need to be developed, design the objectives and measurable goals of your mentoring. Draw up an action plan and specify who is accountable for which. Stipulate how you will achieve your goals and how to evaluate if the mentoring is indeed successful.

Build a good mentor-mentee relationship

As much as you have a goal in mind, don’t forget to put importance on the whole process and the relationship. As tennis player Arthur Ashe once said, “Success is a journey, not a destination. The doing is more important than the outcome.”

Trust is a good foundation to make the mentorship a fruitful one. Mentors must exercise patience and provide motivation and inspiration to the mentee. On the other hand, the mentee must be open to correction and learning so that the lessons that the entire experience can bring will be ingrained deeply to one’s frame of mind.

Delegate and assign tasks

Experience, as they say, is the best teacher. The best way to mentor someone is to allow them to be immersed in various situations where they can exercise good judgment and resourcefulness. Delegate tasks that the person can work on. Don’t spoon-feed. Rather, be a guide and allow room for the person to do things based on his abilities and work style.

Monitor and evaluate

Have a regular huddle or avenue where you can assess the short-term goals of your mentoring. By monitoring the progress of the process, you will be able to define the areas where you need to work on the most to achieve the objectives you have set for this mentorship.

Mentoring is a way of sharing knowledge and building expertise among your people. As your team develops, your business will also grow. Even when you have a lean organisation, if you have quality people, it will keep your venture going. Moreover, looking after the improvement of your staff also boosts their morale and strengthens your relationship with each other. But as you mentor your people, it is also best that you also look after your professional growth. Have someone mentor you as well so that you keep on increasing, expanding and improving your skills set and experience as an entrepreneur.

Data vs gut-feel in decision-making

How do you make decisions for your business? Do you rely on numbers or to your intuition? In this age where information is vast and several tools are available in measuring them, many companies turn to data in helping them come up with plans and strategies for their businesses.

It cannot be denied, however, that there are entrepreneurs who gained resounding success for listening to their business instincts. But with resources, people and many other things on the line, you cannot afford to take a huge risk and decide on something that cannot deliver the expected result.

There are pros and cons when deciding based solely on data available or listening only to what your gut is telling you. The key is a balance of both. There are times when you need to take into consideration one over the other but it is helpful not to discount the other in the process of arriving at a resolution.

Data-gathering may take a lot of time, effort and resources. While numbers can scientifically provide a basis in forecasting what is to happen, there are other factors involved that data cannot fully capture. Since businesses always involve people, emotions and other influences may come into play that data may not be able to completely predict. That’s where gut-feel comes in. Certain decisions have to be made instantaneously and your instinct and hunch can guide you to making a good one. The downside with intuition is that it is more of a hit or miss thing, which can lead to either great achievement or a huge failure.

Numbers may sound cold but logic can provide a greater probability. On the other hand, perception and gut-feel will provide the warmth and may up your chances for success. Here are some instances of how looking at both methods can be advantageous in decision-making.

Spotting trends and patterns

Consumer behaviour can be plotted and measured, which can allow you to see patterns on how trends come and go. Data will provide you with a rationale on how the market moves and allow you to see the next things that may happen. However, how things will unfold cannot be foreseen fully by the numbers. Changes in human habits are unpredictable because people’s feelings are not based on logic. You need to have a good grasp of your market through experience and relationships, which may be able to complete the picture that data can partially provide.

Getting feedback

Surveys are prevalent nowadays, especially with modern technology, as they can be administered online. It’s a good way to get feedback from your clients and prospective customers. But it can only gather limited information as you may not fully know the rationale as to why participants gave such answers. But if you communicate effectively with your market and you interact with them regularly, you will be able to comprehend why they behave in a certain way. Knowing them well will enable you to get their pulse which graphs and pie charts may not be able to entirely provide.

Planning strategies

You can craft your strategies and tactics based on scientific facts. It may save you unnecessary losses as it will help you efficiently match the need and demand of the market rather than taking a shotgun approach and make you overpromise what you can do or underpromise and limit your capability. But there will be times when experience and right judgment may give you a better lead than what data can offer. You can inject some creativity and ingenuity in your strategies based on your gut-feel and good perception.

Putting your faith in your intuition may pose an enormous risk. But going into business is a risk in itself and only those who are courageous can truly achieve success. However, you can take a calculated risk when you back your judgment with data. That will increase your odds towards success.

The entrepreneurs’ new clothes

"What you wear is how you present yourself to the world, especially today when human contacts are so quick. Fashion is instant language." 

These are the words of renowned fashion designer and entrepreneur Miuccia Prada. True enough, individuals are often sized up according to how others see them, including the clothes they wear. Entrepreneurs are no exception. But with more business owners becoming younger and more modern, their fashion style has also evolved.

Gone are the days when business owners have to wear the usual coat and tie or stiff outfits. Entrepreneurs have become more dynamic, acknowledging the freedom they enjoy, which includes not being bound by corporate attires. You can see some of them in just plain jeans and shirt or in semi-casual attire and still manage to be successful. Being a business owner means you can set the culture of your organisation, including how you dress up in your office or workplace. Because of this, everyday work clothes have changed over the years, as well as perceptions of business owners, and we expect it to still transform in the years to come.

However, despite the liberty to choose your outfit as the owner of your business, there are still considerations and etiquettes to ponder when you select the kind of apparel you will don at work. Create your own style that can best represent who you are because fashion is a way of expressing yourself. A few pointers to note can help you find the right apparel in your wardrobe.

Choose comfort

When choosing for your outfit, think of yourself first before you even consider how others will react to it. Prioritise your ease over appearance. While the latter is still important, choose comfort first then looks second. There are industries when you need to be in pullovers or in garments wherein you can move and do certain tasks without difficulty.

Show your personal and corporate image

Your clothes are an extension of yourself. It is a way of showing your creativity through your style. People will often form their impression of you through your garb. Don outfits that can show your personality, as well as your work ethics and corporate behaviours. Let your clothes speak about who you are and what you stand for.

Exude and attract the right attitude

Radiate and draw confidence, respect and authority through your apparel. While you may be at ease wearing simple clothes, don’t make it too simple that may confuse people and lead them to overlook you as an entrepreneur. There’s no need for pretence either. Flashy clothes will not automatically impress people. Find the right style that will not only make you just be yourself but also allow people to be drawn towards you.

Dress for the occasion

You may ditch blazers and trousers or tight skirts in your wardrobe, but you may still need them from time to time, especially when the situation calls for it. Even when shirt and denim are the norms in your workplace, you need some long-sleeves and trousers or dresses when attending board meetings, client presentations or conferences. It is better to overdress than to underdress. Remember that you represent your business, so elevate your brand’s image through how you appear yourself with various audiences.

They say that “clothes make a man”. While it does not totally define yourself, it is a reality that others will still look at the exterior factors to form their opinion of you. Let your outfit work for you, not against you.

Whether you want to blend with the crowd or stand out, or go with the flow or chart your own direction, let your clothes be a plus factor that can contribute to your personal and business growth. As fashion photographer Bill Cunningham once stated, “Fashion is the armour to survive the reality of everyday life." Wear your armour well and be ready to face your daily battles with courage and confidence.

Making good decisions as an entrepreneur

Business owners face tough decisions every day. There are several things that need your attention, including fires to put out. More often than not, these decisions can affect not only your personal life but also those of others. The responsibility of making a choice that can chart or hinder the growth of your business is a heavy burden to take.

However, there are various factors to consider when you make a decision. Oftentimes, you have to take different approaches depending on the situation. And even if you encounter similar circumstances, there is no surefire formula on which solution to take because results may vary from time to time. The best you can do is to make a calculated risk and lessen the possible negative impact of the decision you take. These are things you need to consider to help guide you in choosing the most suitable path for you.

The reason for the decision

Before you look at your options, analyse first the reason why you need to come up with a decision. Knowing your purpose will help you weigh your choices better. Are you going to make a decision that can help boost the sales of your business or is it for stronger long-term relationships with clients and your team? Priorities may change at any given point, so make sure that you are making a choice that will support your present need and priority.

Effect of the decision

What is the possible effect of your decision on yourself, your business, your family, your clients or people involved? Some decisions may be minor to you but major to others. Take into consideration the probable outcomes if you choose a different route. While you are at it, deliberate the short-term, medium-term and long-term effects of your decision.

The time needed to make a decision

There are circumstances where you need to think and act fast. Otherwise, you might lose an opportunity or prolong a crisis. On the other hand, there are instances when you shouldn’t rush with your judgment, but have to take time to assess the various angles of the situation and the options available.

Value of feedback from others

It is not unusual to seek opinions from others, especially those who have more experience or who had been in the same state before. But when you gather feedback from others, it cannot be avoided that there will be opposing or varying views. You need to ask yourself, are you getting inputs from others because you just want to affirm what you have already decided or are you approaching the right people who can help you see through the gaps?

Information and resources available

Is the information available up-to-date that it will help you see the complete scenario when you go by your decision? Are there enough resources to back up what you have decided to do? While some options appear ideal and perfect, carrying them out may be difficult to do because you do not have the capacity and capability to follow it through.

You will never really know when you have made the right decision until the results start showing. Making a decision involves logical and strategic thinking as well as listening to your gut-feel. However, bear in mind that as a business owner, decisions you make may affect several people in the process. There are times when you have to make sacrifices and go against the flow for the greater good or for long-term success. It is good if you can unburden the load by sharing your sentiments with like-minded individuals, similar to the Forum setting in EO, without having to reveal confidential matters. In the end, decision-making is a responsibility you have to take when you lead a team and bring your business towards success.

20 Inspiring quotes from successful entrepreneurs

When the hardships of the entrepreneurial journey take a toll on you, you often need the power of words to encourage, uplift and inspire you to keep going. Some wise quotes from successful entrepreneurs who have been through it all can give you a little push to strive towards your goals. Their words can remind you how these business owners have triumphed in their respective challenges and adversities.

We compiled these quotes that you can hang on your workplace or office or put as a reminder for you whenever you encounter some setbacks along the way. These words can give you a push to motivate you when you feel down or discouraged. See which ones suit best for you in your present situation and reflect on how you can apply these sayings to action.

“Entrepreneur is someone who has a vision for something and a want to create.”
– David Karp, founder and CEO, Tumblr

“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.”
– Steve Jobs, co-founder, Chairman Apple Inc.

"Passion, creativity, and resilience are the most crucial skills in business. If you’ve got those, you’re ready to embark on the journey." 

– Jo Malone, founder, Jo Malone

“Don’t limit yourself. Many people limit themselves to what they think they can do. You can go as far as your mind lets you. What you believe, remember, you can achieve.” 

 – Mary Kay Ash, founder, Mary Kay Cosmetics

“When you find an idea that you just can’t stop thinking about, that’s probably a good one to pursue.” — Josh James, CEO and co-founder, Omniture

“The way to get started is to quit talking and begin doing.”
– Walt Disney, founder, Disney

“My biggest motivation? Just to keep challenging myself. I see life almost like one long University education that I never had — every day I’m learning something new.”
– Richard Branson, founder, Virgin Group

“Always deliver more than expected.”
– Larry Page, co-founder, Google

“See things in the present, even if they are in the future.”

– Larry Ellison, co-founder, Oracle

“I knew that if I failed I wouldn’t regret that, but I knew the one thing I might regret is not trying.”
– Jeff Bezos, founder and CEO, Amazon

"You have to see failure as the beginning and the middle, but never entertain it as an end." 

– Jessica Herrin, founder and CEO, Stella & Dot

“Show me a person who never made a mistake, and I will show you a person who never did anything.”
– William Rosenberg, founder, Dunkin’ Donuts

“What do you need to start a business? Three simple things: know your product better than anyone, know your customer, and have a burning desire to succeed.”
– Dave Thomas, founder, Wendy’s

“Your most unhappy customers are your greatest source of learning.”

– Bill Gates, co-founder, Microsoft

"No matter how many customers you have, each is an individual. The day you start thinking of them as this amorphous ‘collection’ and stop thinking of them as people is the day you start going out of business." 

– Dharmesh Shah, co-Founder, HubSpot

"People are the most important thing. Business model and product will follow if you have the right people." 

– Adam Neumann, co-founder, WeWork

“The fastest way to change yourself is to hang out with people who are already the way you want to be.”
– Reid Hoffman, co-founder, LinkedIn

"Ignore the hype of the startups that you see in the press. Mostly, it’s a pack of lies. Half of these startups will be dead in a year. So, focus on building your business so you can be the one left standing."

– Jules Pieri, co-founder and CEO, The Grommet

“No more romanticizing about how cool it is to be an entrepreneur. It’s a struggle to save your company’s life – and your own skin – every day of the week.”

– Spencer Fry, co-founder, CarbonMade

 “So often people are working hard at the wrong thing. Working on the right thing is probably more important than working hard.”
– Caterina Fake, co-founder, Flickr

Later on, when you have carved a name for yourself not only within your industry, niche or territory but also to the global business world, in general, you may also be able to share words of wisdom that aspiring and budding entrepreneurs can take inspiration from. There is always a part of your entrepreneurial journey that can bring insightful lessons to others who may come after you.

Shaping your corporate culture

Corporate culture is an important facet in the success and longevity of a company. Similarly, if a corporate culture incites undesirable behaviours within its people, it may lead to the downfall of an organisation.

Culture is not something that is built overnight. It develops over time until it becomes a standard and comfort zone of a set of people. When it is ingrained deeply in their minds and conduct, it becomes an accepted norm. On the other hand, the wrong values or culture that become a regular practice in your organisation will be difficult to undo and change to how you want it to be.

Hence, it is vital that an entrepreneur shapes the corporate culture of his company in the onset. However, not all business owners may have this in mind when everything is just starting to roll, especially for those who spend the initial stage doing all the roles by themselves and employed people only a few years later. Before they know it, the establishment has grown and people have become absorbed to a particular mindset, psyche, belief, language, behaviour and interaction that may dictate to how things are perceived and done in the organisational space.

If you want your company to adapt to a particular corporate culture, there are a few things you need to do to shape it according to how you want it to be. It may yield far longer than you have anticipated, so you have to exercise patience, persistence and consistency to achieve the desired results.

1.       Determine the values you want to inculcate

Envision the kind of workplace and interaction you want to attain within your business. From that, identify the values that you want your company, brand and employees to have. You may want your business to be attributed as a fast, efficient and reliable one. It could be that you prefer a family-type of environment among your staff and with your clients. You may want to hype creativity within your group that others will associate you for your out-of-the-box ideas. Whatever it is, your vision of your work environment is essential in carrying out the specific tasks to introduce and build a particular culture in your organisation.

2.       Include in the policies

The good thing about being an entrepreneur as compared to working as an employee in a huge company is that you have a hand on how the work culture would be within your business. To reinforce your aim and turn your ideas into action, you will often need to put it into policy. For example, if you want punctuality as a culture within your venture, then you need to have HR guidelines on work hours, turn around time and activity timelines.

3.       Communicate and listen to your team

For you to be successful in shaping corporate culture, there has to be a buy-in from your staff and stakeholders. Keep mentioning about the kind of work environment you’d like to have during meetings whenever you give a pep talk to your team until it has become ingrained in their thoughts. Include this as an agenda in your regular huddles. Create an atmosphere of suggestion where your team can openly share their thoughts on the culture. If everyone agrees to it, emphasise it through reminders on your bulletin boards or in your various communication channels. You can introduce a culture or policy through a teambuilding activity, where you can hire a consultant to help you convey to your team the culture you have in mind.

4.       Hire according to the culture fit and skills set

The challenge often is when a new person comes in and it disrupts the current culture of the team. When hiring a new staff member, look into the candidate’s culture fit as much as you review the credentials and skills set that they may bring to the table. Once you have successfully selected the right person for the position, make sure to orient the new hire about your corporate culture to avoid misunderstanding or possible conflict in the future. They must know what they’re getting into and be committed to abiding by the rules and culture of your business.

5.       Validate right behaviour with rewards

To fortify actions that contribute to the corporate culture you want to build, validate them through a rewards system. As in the example above, if punctuality is something you want to be part of your culture, then include an award for employees who come to work early or do things without delay. When employees develop a good feeling towards something they have done, they will tend to continue with it or improve on it.

6.       Lead by example

The best way to entrench in the consciousness of your team about the kind of culture you want to have in your workplace is to live by example. Whatever they hear from you or read in employee manuals will be substantiated by your action. You cannot stress punctuality if you come late to work. Otherwise, it will cause some cracks in your organisation because people will no longer take your word seriously.

If you don’t know where or how to start shaping your corporate culture, seek counsel from a mentor or someone who has done it before. Remember that culture involves people and people are dynamic. Thus, culture may evolve or it may come out differently as to how you imagined it to be.

Stay focused on your vision, mission and values, which are the foundation of your corporate culture, and set your directions based on that. Conduct self-reflection and evaluate your work environment regularly. A positive and encouraging culture can bring happiness to you and your entire team, which can lead to a motivated staff that works with you in achieving your goals.

The importance of succession planning in business

It takes a lot of effort to plan, prepare, start, manage, sustain and grow a business. However, most ventures revolve around the business owner. If the entrepreneur does not have any business partner or family members involved and when unexpected things happen on the owner without any backup plan in place, all those hard work may go down the drain.

To ensure the continuity and growth of the business, especially when one wants to, later on, be on the business rather than be in it, putting together a succession plan won’t hurt and may even be beneficial to the entrepreneur. Having one doesn’t necessarily mean that you are leaving the business. Instead, it can help you focus on more important roles rather than taking on several responsibilities.

Ensures continuity and assures stakeholders

Creating a succession plan is a way of securing the continuity and future of your business. Whether you want to take on a different role, expand the business, start new ones or retire from the company, it will assure your investors, board, staff and clients that the company will continue to operate and carry on the vision and legacy it wants to create. It guarantees your stakeholders that there will be no void in the organisation should anything inevitable may happen to you or the business.

Motivates current employees and hones prospective leaders

Succession planning is usually done through internal movements in the organisation. Going that route can encourage your current employees to perform well in the hope that they will someday take on a higher position, which can be one of the positions you hold. You can evaluate members of your team who has the potential to take on bigger responsibilities. It will also hone prospective leaders within your team as you equip them with skills and qualities that are needed to fill in a leadership role in the business.

Fills in the gaps

When you put a succession plan in place, you may be able certain gaps in the organisation that you might not have seen before. It allows you to see things from a different perspective and gives you room to address what you may have missed before. When you look at possible candidates for an important post in your business, you tend to step back and look at things from a bird’s eye view and then you zoom in to the details, giving you the opportunity to think ahead of possible problems and come up with solutions or alternatives.

Provides opportunity for personal and business growth

Although most business leaders come up with a succession plan during the times when they intend to leave the organisation, it is not always the case. You may want to take on a board role rather than handling the day-to-day operations of your business. There may be instances when you want to start new businesses while maintaining the current one. Whatever circumstance you may have as a business owner, having a succession plan gives you more room to grow as an entrepreneur and expand your business.

If this is something that you are wanting to do in the future, it is good to discuss this with your HR and board so you can put a proper structure and system in place to get a succession plan going. But even before you draft a blueprint of your plan, you can first seek advice from mentors or other entrepreneurs who have done it before. Also, know the repercussions that may come with having that plan in your current setup. Nonetheless, it’s something you might have to face later on along your entrepreneurial journey.

Running a startup like flying a drone for the first time

Drone cameras are getting more popular that almost anyone can purchase one and fly it on their own. Because a drone is now a must-have gadget, especially among travellers and photography enthusiasts, people think that it is easy to fly them. It may seem so, but unknown to many, it is also easy to crash them. It can be compared with starting and owning a business. The majority only pays attention to the rewards but fails to realise the difficulty of keeping a venture afloat and letting it soar to success.

Like a drone camera, business leaders need to see the big picture through a bird’s eye view and, at the same time, zoom in and focus on the tiniest details of the enterprise. So, how do you make sure you fly your drone smoothly? How do you bring your business to greater heights? There are a few lessons from piloting a drone that can be applied to the entrepreneurial journey.

Study the manual

While most gadgets are easy to operate, there are certain precautions to take before trying your first drone flight. Moreover, there are different models of drone cameras and each type may have a certain way to activate it. Read thoroughly the instructions before you attempt to launch your quadcopter.

In the same way, running a business is not something that is learned overnight. While experience is the best way to master it, there are tools and materials that can help you understand the various aspects of entrepreneurship. You can take short courses, read business books or listen to podcasts. Each industry has its own business culture and climate, so do the necessary research to prepare you with the inevitable and help you grow your enterprise.

Seek help from an experienced one

To avoid crashing your drone on your first try, it is best to seek the help of someone who has more experience in flying it. You can get more insights when you observe the actual steps in handling a drone and hearing specific instructions along the way. If it’s your first time to operate it, it is helpful to have somebody to assist you who can be your spotter as you may get confused whether to focus on your camera screen or keep visibility of your drone.

Mentors play a significant role in one’s entrepreneurial growth. They may be able to see and point out things that you have missed so that you can avoid some mistakes or losses. Learn from the experience of those who have started way ahead of you. If you are a member of business groups like EO, you can participate in forums and learning events and absorb the lessons they bring to the table.

Secure permits and follow rules

Certain places require permits before you can fly a drone. There are also no-fly zones that should be followed. Private properties may prohibit drones to hover over their area. Be mindful of laws and rules in the locality before you use your quadcopter.

From founding your business to sustaining it, make sure that you comply with the laws in your locale and industry. Secure your business permits and file government reports on time. It is to your advantage if you are knowledgeable of the legal requirements and procedures in your area to avoid any glitches in the future.

Survey the terrain and check the weather

Don’t fly when it’s too windy or when it’s raining or snowing. Fly on open spaces as trees, buildings and elevated areas nearby may cause problems to your drone’s path. It is advisable to fly where you can maintain a vision of your drone.

Assess your competitors and conduct market research. Get into the minds of your consumers or clients. Familiarise yourself with industry standards and practices. You can approach difficult situations from a position of strength and confidence if you are conversant with the facts and realities revolving around your business, industry and economy. Rely on data and also listen to your gut-feel. Then you can strategically map out your next move to get you closer and faster to your goal.

Start low and slow

Some first-time flyers get too excited that they immediately fly their drones so high and lose control of it, which can only lead to disaster. Be patient and learn the basics first. Practise the take-offs and landings. Fly it low and slow in the beginning until you have full mastery in handling your device.

Have a few test-runs first before you go full-scale on your business. Similar to a drone, you invest resources and energy in starting and running an enterprise. However, the risks are bigger in business, and crashes or failures can greatly affect not only your life but also of those around you, such as your family, employees or investors. Make sure you fill in the gaps and have all bases covered.

Safety first

Your safety and those of people nearby are of primary importance when you operate a drone. That is why you should familiarise yourself of your device and surroundings and practise well until you can completely control it. Take safety precautions before you fly your drone. Never mind if you weren’t able to capture good photos or videos on your flight. There’s always a next time. The important thing is that you do not harm yourself or anyone.

Taking risks and making bold steps are part of the entrepreneurial journey. You may never move forward unless you do this. However, make sure that you take calculated risks and have a back-up plan in place. Put some safety measures in your business, whether it’s availing of insurance products, putting security features in your physical store or online portals or implementing strict human resource and operational procedures in your workplace.

Stay alert

There may be sudden changes in the weather, unforeseen events in your area or birds appearing out of nowhere. Stay alert and maintain your drone within your line of sight. Keep your presence of mind if anything happens.

Markets can often be volatile. Local occurrences and global circumstances may affect your business at a snap of a finger. Always update yourself with the latest happenings and be on the lookout for possible threats and opportunities. Implement plans and put out fires with swiftness and thoroughness. If you achieve some wins, do not rest on your laurels. When you experience certain failures, do not wallow in your misery and bounce back immediately.

Once you have gained the confidence to face any adversity and the skilfulness to go beyond your limits, you can take your business higher. As an owner, you are the pilot of your venture. The controls are in your hands. Lead your enterprise towards your goals and create an impact on other people’s lives through your business.

Leadership skills you get from dog ownership

If you have a pet dog at home, raising it can also hone your leadership abilities. While dogs are cute and cuddly, owning one or more is not a walk in a park. That is why caring for them builds your character as well. Why not apply these skills to your business, particularly in leading your team.

Managing people and directing them towards your goals can be a tough act. Even when you have systems in place, the distinctive characters of individuals compels you to employ varied strategies and courses of action for every situation. Leadership is not just about holding a position. The very essence of it is the relationship one holds with those he oversees.

On a similar note, the bond that the pet owner and dogs share is crucial in shaping the kind of domesticated animal the latter can become. Thus, pay attention to insights that dog ownership can carry over to running a business and leading a team. Both are about taking responsibilities and ensuring that those cared for are well-provided and trained.

Authority

Canines are loyal and dependable, but they are also aggressive and ferocious. They respond to commands only when you have established your authority over them. It is important to stress this from the beginning. Not that you have to be stern at all times, but you also have to conduct yourself worthy of the respect that goes with that authority. As they say, dogs can smell your fear. The same way with humans, who can sense when you hesitate or when you are sincere in your words and actions. It is essential that you exude confidence, firmness and certainty to assure your people that you understand your obligations and that they can rely on you for direction, instruction, advice and guidance.

Care and protection

When you are the pet owner, dogs know that you are in command, but they also recognise that you are their friend. You care for them by providing them protection from harsh elements, food for their nourishment, and other essentials that can make them grow healthy and strong. Leading a team, no matter how big or small, means you are looking after their welfare. They’ll work as hard as they can if they know that you care for their needs and show concern to their well-being. A leader takes the frontline, not cower behind his staff, which includes taking accountability for his people’s actions.

Skills advancement

As an individual and leader, you have to grow constantly. Such growth extends to your team. Dog owners train their pets various tricks not only to show it off to others but also to teach these animals skills and capabilities to survive in certain situations. You can bring your business only to as far as where the capacity of your people can support you. Set up a plan to develop your staff as individuals and as a team. Introduce them to new information and know-how, while you also seek avenues to improve yourself. EO Melbourne has been providing entrepreneurs with various learning events and activities, which they can take to their business and pass on their knowledge to their team.

Reward and punishment

Part of training your dog and strengthen your bond is to give positive reinforcement. You give a treat when they obey your command or do something well. Conversely, discipline is needed when they go out of line. Rewards and punishment are ways of acknowledging good results and setting order and boundaries in your organisation. Recognition and correction are necessary to improve the performance of your people. It is also to exercise fairness, especially to those who follow the rules and exceed expectations.

Play and work

Dogs love to have fun. Play deepens the friendship between master and pet. Enhance the work conditions in your business where your people find joy in doing their tasks, spending time in the company of their colleagues and imbibing the culture of your establishment. Set aside time for them to relax, unwind and celebrate. But don’t overdo it. Too much of anything, whether play or work, may be harmful to the overall setting of your enterprise. Remember that you have goals to reach and obligations to fulfil.

Having a team with different personalities may be a challenge for any leader. It takes wisdom to balance the peculiarities of each member and unite them towards the direction you want to take them. You have to be strong enough to weather any conflict or hardship, yet inspiring enough to inject positivity in any circumstance. The outcome of good leadership is the loyalty of the people and their faithfulness to support you in achieving your vision.