Author Archives: 5-dimensionz

Another epic sea voyage that showed true leadership…

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“Superhuman effort isn’t worth a damn unless it achieves results.”

― Ernest Shackleton: Antarctic Explorer

In a previous blog I wrote about the world’s most famous mutiny, the Mutiny on the Bounty and some of the lessons for managers in Bligh’s epic journey in an open boat.  It’s 110 years this month when another epic journey commenced in the Antarctic. It was Eric Shackleton’s journey in a small lifeboat, the James Caird, undertaken after his ship, the Endurance was trapped in ice in the Weddell Sea and sank.

Shackelton’s purpose for being in the Antarctic was to lead the first expedition to cross the Antarctic continent. The loss of the Endurance in pack ice put an end to this plan.

Leaving 22 crew behind, with no hope of rescue, Shackleton and six crew sailed 1,300 kms from Elephant Island just off the coast of Antarctic to South Georgia island. This was their only hope of survival. They battled treacherous seas, freezing temperatures, and the constant threat of capsizing in the small boat across in the tempestuous Southern Ocean.

Once they landed on the uninhabited side of the South Georgia, they had to trek for 36 hours nonstop over mountains and glaciers with no map, no proper gear, and no sleep to reach the whaling station. Shackleton then orchestrated the rescue of all 22 men left behind—not a single life was lost during the entire ordeal, which lasted nearly two years.

There is no doubt this was a test of leadership under the most trying of circumstances.

So, as managers what can we learn from this extraordinary feat of leadership?

Here are 3 key leadership lessons to consider:

1. Adapative Leadership and Putting People First

When it became clear the goal of crossing Antarctica was impossible, Shackleton immediately shifted focus: “A live donkey is better than a dead lion,” he said. His priority became the safety and survival of his men, not personal glory.

How many leaders and managers these days allow their goals and ambition to override their peoples’ wellbeing and safety?

Under pressure, great leaders adapt their goals and put their people first.

Shackleton’s ability to adapt to evolving circumstances is a testament to his exceptional leadership. When the Endurance was lost, he shifted his focus from the original expedition goal to the paramount objective of saving lives. The decision to embark on the perilous journey to South Georgia showcased Shackleton’s adaptability and innovative thinking in the face of unexpected challenges.

2. Maintain Morale Relentlessly

During the harrowing expedition in the small boat, Shackleton kept spirits up through structure (daily routines), optimism, and presence. He never showed despair, rotated duties to prevent boredom and tension, and even organised games and talent shows.

Morale is the key to survival in any team and Shackleton was able to manage emotional climate and challenges during the epic journey. Shackleton’s leadership style was characterised by a deep sense of empathy and a commitment to the well-being of his team. The survival of the entire crew during the arduous journey was a testament to this. His people-first approach, prioritizing the physical and emotional welfare of his crew was impressive.

3. Make Bold Decisions in Times of Uncertainty

The decision to sail a tiny boat 1,300 kms through freezing, stormy seas was almost suicidal—but it was their only chance. Shackleton planned meticulously, chose the strongest men for the boat crew, and took personal responsibility for the hardest tasks.

In a crisis, good leaders make bold, informed decisions and shoulder the hardest burdens themselves. In times of uncertainty, resilient leaders remain steadfast, inspiring confidence in their teams. For example, leaders can champion a positive attitude and proactively address challenges, turning obstacles into stepping stones for success.

In conclusion, although Shackleton didn’t succeed in his original goal his leadership turned a disaster into one of the greatest survival stories in history. He is still studied in business and military schools today.

@thenetworkofconsultingprofessionals

Lessons from Spion Kop…

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“History gives answers only to those who know how to ask questions.”

Hajo Holborn, German-American historian (1902-1969)

I grew up on a farm in the state of NSW, Australia. I learnt many management lessons from farm life. The bordering property, a hilly, rough and timbered farm was established in the early 1900s was called “Spion Kop”. Certainly, an unusual name for an Australian farm.

Where did this name originate from?

In NSW alone there are five mountains called Spion Kop. The clue was in the time of establishment of the property – in the early 1900s. This was the time of the Boer War. Australia did not become an independent nation until 1901, and in a fervour of British Empire patriotism landmarks and people’s names reflected back to this war. I had a Great Uncle, born in 1900 called Baden Powell Hull, named after the ‘hero’ of the siege of Mafeking in the Boer War in modern day South Africa, Baden Powell the founder of the Scout’s movement.

Anyway, I digress. The Battle of Spion Kop was a pivotal encounter in the Boer War which took place in January, 1900. In English, the term ‘spion kop’ an Afrikaans word means ‘spy hill’ or ‘lookout hill’. This clash, near Ladysmith in South Africa, pitted the British Empire forces against the Boers of the Transvaal and Orange Free State.

Who were the commanders and what were their Tactics?

  • British Commanders: General Sir Redvers Buller led the overall British campaign, with Lieutenant-General Sir Charles Warren in direct command at Spion Kop. The British aimed to relieve the Siege of Ladysmith and decided to take the strategically important hill of Spion Kop. Their plan involved a direct assault and securing the hilltop. However, due to inadequate reconnaissance, the British were unaware of the hill’s true geography and the strength of Boer positions.
  • Boer Commanders: The Boer forces were commanded by Generals Louis Botha and Piet Joubert. Botha was particularly instrumental during the battle. The Boers, adept in guerrilla warfare, utilised the terrain to their advantage. They engaged in defensive tactics, occupying higher ground surrounding Spion Kop and targeting the British with sniper and artillery fire.

What was the outcome of the Battle of Spion Kop?

  • Territorial Outcome: The British initially captured Spion Kop but failed to secure it due to intense Boer resistance and misjudgements about the terrain. This led to their eventual retreat and a strategic victory for the Boers.
  • Casualties: The British suffered heavy losses, with approximately 1,000 casualties (dead, wounded, or captured). The Boers had significantly fewer casualties, estimated at around 300.

Lessons for Modern Managers

  1. Importance of Information and Planning: The British lack of reconnaissance reflects the critical need for managers to gather comprehensive information and plan accordingly. Understanding the market, competition, and operational environment is key to strategic success.

I remember an instant very clearly where I thought I could prepare a capital expenditure application (Capex) sitting in my office in Melbourne for an environmental washing plant for a concrete plant located in regional Victoria. Being somewhat clever I gathered ‘letters of protest’ from neighbours, including an employee whose letter that had been embellished. Upon touring the area with my General Manager several weeks later, he brought out the Capex and standing near where I had said the washing plant was to be located started asking questions. The document explained where the wastewater was running – and it was up hill, which was obviously not immediately obvious from my office in Melbourne! The General Manager ‘smelt a rat’. He wanted to talk to the owner of the house most affected by the wastewater (who happened to be the employee). I remained calm and said he was probably not home – well he wasn’t home he was only 20 metres away in batch office. Keeping calm and a straight face I survived the interrogation and with the General Manager saying “I’m not convinced”. Lesson learnt.

  1. Leadership and Decision Making: The British command structure at Spion Kop, was confusing and orders were conflicting. This underscores the necessity of clear, decisive leadership in management. Leaders must communicate effectively, make informed decisions, and ensure team alignment.

In a previous blog, I described a major transport company where managers were recognised for their ability to react to a ‘crisis’, a ‘can do culture’ rather than being recognised for their management skills. The business was full of ‘operations heroes’. In such an environment, being a manager there was a challenge. I took a different approach, and empowered my supervisors, implemented a culture of discipline, and provided clear reporting responsibilities with significant success. The branch became the most profitable in the company, with the lowest damage and labour turnover.

  • Adaptability and Innovation: The Boers’ successful use of guerrilla tactics against a conventionally superior force highlights the value of adaptability and innovation in management. Modern managers should be flexible, ready to adjust strategies in response to changing circumstances, and open to innovative approaches.

In our former logistics business, we had issues with waiting time at a retailer’s distribution centre. Cartons were hand unloaded, which is very time consuming rather than being unloaded on pallets using a forklift. I came up with the idea of using standard shipping containers on a trailer and leaving them on site. This allowed the retailer to unload in their own time. This was successful and proved beneficial to the retailer by being more flexible with scheduling unloading times and eliminated waiting time for us. This led to us purchasing two cheap second-hand van trailers which were used instead, improving our margins and giving us flexibility in loading for delivery.

Do you think there are other lessons we can learn as managers from the Battle of Spion Kop?

While the Boers’ tactics of utilising terrain and guerrilla warfare led to their victory, the British suffered due to poor reconnaissance, ineffective leadership, and rigid tactics. These historical insights remain profoundly relevant for today’s managers, emphasising the importance of thorough preparation, effective communication, and the ability to adapt to evolving situations.

Do you think there are other lessons?

Post Note: over 20 years ago I visited the actual Spion Kop in South Africa. A bare hill overlooking the surrounding countryside, it was very eerie with lines of British graves marked by white stones and a cross.

@thenetworkofconsultingprofessionals

Remembering Andrew…

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“WHEN A MAN’S JOURNEY IS OVER WE REFLECT ON HIS LIFE & WE KNOW THE WORLD HAS MORE GOODNESS AND LOVE BECAUSE HE LIVED”

ANN TYLER

Andrew Bruce Mills (1956-1996)

Leadership Under Fire: Management Lessons from the Port Arthur Massacre

This thirty years ago, Australia was changed forever by the Port Arthur massacre in Tasmania. Thirty-five people were killed and many more physically and psychologically wounded. It was a national tragedy that reshaped gun laws and public safety. However, it also offers lessons for leaders and managers about responsibility, courage, preparedness, and the human impact of leadership decisions.

Management thinking is often shaped by quarterly targets, efficiency metrics, and strategic plans. Yet true leadership is revealed not in comfort, but in crisis.

So what lessons are there for us as leaders from this tragedy?

Often the actions of the newly elected Prime Minister John Howard, are cited as examples of sound and inspiring leadership in a crisis. However, for me, sadly, there is a more personal aspect.

Among the victims was Andrew Mills, who had moved from Melbourne to Tasmania for a quieter life. I had worked with Andrew in the Newcastle BHP Steel Works, where we were graduate cadets and then later as Personnel Officers in different production areas. Andrew was a good friend; honest, intelligent, community minded, ethical and always willing to help others. We kept in touch well after we had both left BHP. To hear of his death whilst reading the newspaper and the circumstances of his death was confronting and extremely distressing.

Andrew was in the wrong place at the wrong time. He was tragically killed while helping others escape. In particular, he stood up and pushed others out of the line of fire but was shot at close range. These actions were in Andrew’s character. His actions stand as a powerful reminder that leadership is not defined by title, but by choice. When the chaos erupted, he chose to help others rather than prioritise his own safety. That choice cost him his life.

Crises such as the Port Arthur massacre force us to confront uncomfortable truths about how individuals, organisations, and systems behave under extreme pressure—and what managers can learn to better protect, support, and lead people when it matters most

From this tragedy of Andrew’s death and his actions, here are three core lessons that emerge for managers:

Lesson 1: Leadership Is An Action, Not A Position

For managers, this underscores a critical truth: leadership is situational. It emerges in moments where values collide with fear, and where responsibility outweighs self-interest.

In workplaces, crises rarely look like Port Arthur. However when they do arise they come in other forms: safety incidents, ethical breaches, cyberattacks, customer harm, or sudden organisational shocks. In these moments, people do not look to job descriptions; they look to behaviour.

Andrew’s legacy is an example that leadership is not about authority—it is about responsibility to others.

Lesson 2: Preparedness Is a Moral Obligation for Managers

The Port Arthur massacre was a major tragic crisis that showed how unprepared people were for such an event. At the time, active shooter scenarios were extremely rare, and emergency response planning was limited. However, since then, Australia has invested heavily in prevention, regulation, and emergency preparedness.

The lesson here is that for managers, preparedness is not merely a compliance exercise. It is an ethical duty. When people come to work, they place a degree of trust in their organisation to keep them safe. Too often, risk planning is treated as paperwork rather than practice. Fire drills are rushed. Safety briefings are skimmed. Crisis plans sit untested.

Whilst preparedness does not eliminate tragedy, it can reduce harm, save lives, and give people clarity when fear would otherwise take over. Risk management is a living system, not a static document.

Lesson 3: Management Actions Always Have Human Consequences

From a national perspective, the Port Arthur massacre led to major changes in Australian gun laws. At the time, these decisions were difficult, controversial, and extremely risky politically. The gun reforms demonstrated that leadership must prioritise long-term human safety over short-term discomfort.

As managers, we face many choices daily, from decisions about workloads, staffing levels, safety controls, and culture that directly affect peoples’ wellbeing. Our staff, customers and suppliers are all affected by our decisions. Ignoring human consequences rarely avoids risk—it simply delays it.

Can you think of any other lessons from the tragic death of Andrew Mills?

In conclusion, if we ignore the profound lessons of this tragic event, it not only dishonours those who died, including Andrew Mills, but also diminishes the legacy of courage and sacrifice they left behind. Andrew’s instinct to help others reflects the highest standard of service and humanity, demonstrating the power of empathy and selflessness that we should all aspire to emulate. His actions remind us that, in dire situations, it is essential to rise above our own fears and uncertainties, prioritising the well-being of others. As Andrew Mills showed, true leadership is indeed defined by the ability to choose others over oneself; it demands a profound commitment to compassion and service. Furthermore, genuine leadership is revealed not merely in routine operations or day-to-day responsibilities, but in those critical moments of crisis when one’s character is tested and the impact of one’s decisions can alter the course of countless lives. It is in these moments that we must reflect on what it means to lead and serve, ensuring that the lessons of sacrifice guide us toward a more compassionate future.

Andrew RIP

@thenetworkofconsultingprofessionals

A lesson from a politician!

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“Success has many fathers, failure is an orphan”

In a previous post I wrote about the New Zealand Railways in the 1980s. They were poorly managed and lost a farmer’s tractor. This was despite directives to find the tractor from the Government Minister. Eventually, the farmer found his tractor on a railway siding. The messages in this case were that successful organisations need clear goals, and poor culture ‘kills’ an organisation.

The Minister at the time was Richard Prebble. He started as a Labour politician in NZ and following his ministerial experience as Minister for State-Owned Enterprises in the David Lange Labour Government, he went on to help form right wing ACT Party. Whilst a Minister, he was known in Wellington for often saying:

“I’ve been thinking…”

He went on to write a book with that title. Apparently, this became almost as famous (or infamous) as the quote by Sir Humphry Appleby, the head of the Department of Administrative Affairs in the BBC comedy, “Yes Minister” who stifled any initiatives for change with the quip:

“That’s courageous” which was meant as a warning that if the Minister implemented the policy, he would lose the election.

Prebble’s quote indicated he was about to challenge the status quo, particularly in State Owned Enterprises (SOE) and make changes. Unusually for many politicians and many managers, Prebble believed that that everyone can make a contribution to the problem-solving process. He took the view that giving employees information was a form of respect and their experience would help in produce a strategy for success. This was the approach he implemented in the railways and it started a turnaround in the loss-making enterprise.

From my experience and observations, the usual course of action to success both careerwise and politically, is to take credit for successes and find someone else to take the blame for failure. Unusually for a politician, Prebble reversed this. As the responsible Minister, he earnt the loyalty and respect of the managers in the NZ railways by allowing them to announce all the positive news whilst he announced the bad news, such as redundancies and closures.

How often have you worked for managers who take credit for the good decisions you have made and leave you to take the blame for the bad ones?

As a manager, do you do this?

Is that way to develop your staff?

Do they respect this type of behaviour?

@thenetworkofconsultingprofessionals

Beware of myths dressed up as facts…

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“Ability is of little account without opportunity.“

– Napoleon Bonaparte

Could World War II have been avoided?

Perhaps…

During World War I on September 28, 1918, a British soldier, Henry Tandey VC DCM MM allegedly spared Adolf Hitler’s life. Near the French village of Marcoing, he reportedly encountered a wounded German soldier and declined to shoot him. This soldier was believed to be Adolf Hitler. If he had shot Hitler perhaps World War II would have been avoided?

Was it true?

Well, no.

There were logistical inconsistencies in the story, such as the unlikely chance of Hitler, who was reportedly on leave in Germany, being in the same area as Tandey at the time. Also interestingly, the date was same one on which Tandey won his VC. This could not be a co-incidence. In 1938, British Prime Minister Neville Chamberlain was visiting Hitler for talks that led to the Munich Agreement, and whilst there noticed a painting of a 1914 World War I soldier purported to be Tandey, carrying a wounded man. Apparently, he asked about it, and Hitler replied:

“That man came so near to killing me that I thought I should never see Germany again; Providence saved me from such devilishly accurate fire as those English boys were aiming at us”

The Nazis were masters of propaganda and Hitler most likely concocted this story to portray himself has a great leader who was saved to lead the German people. It was his destiny. Additionally, the likelihood of Hitler recognising Tandey 20 years after ‘the event’ from a painting is questionable, given the circumstances of war, where recognising people would be challenging.

Are there any lessons for us as managers in this story?

From a personal point of view, chance or luck does play a part in our careers. By chance I saw an advertisement in a newspaper for a postgraduate degree in logistics. Working in the construction materials industry, I realised that transport was critical in the industry. I subsequently completed the study. This led to a career change into a different industry and some casual lecturing at university.

However, more importantly preparation is critical. Having studied I was able to change jobs more readily. As Jack Gibson the legendary Rugby League coach said:

 “Luck is where preparation meets opportunity”

Other lessons include the importance of critically evaluating information and not accepting stories at face value. As managers we should encourage a culture where claims and decisions are based on evidence and rational analysis rather than myths.

Also, Hitler’s possible use of the story to enhance his image demonstrates how myths can be constructed around leaders. As managers, we should be cautious about myth-making in leadership, focusing instead on authentic, transparent, and ethical leadership practices.

There is no strong historical evidence to support it. The historical consensus leans towards considering it a dubious account, likely embellished or entirely fabricated by Hitler for propaganda purposes.

Can you think of any other lessons from this myth?

@thenetworkofconsultingprofessionals

Does your organisation have a Wallace Line?

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“People who work together will win, whether it be against complex football defences, or the problems of modern society”

Vince Lombardi – legendry NFL Football Coach

What is the Wallace Line?

The Wallace Line is a bio-geographic boundary that runs roughly north-south through Indonesia, separating Borneo and Sulawesi and on through the Lombok Strait between Bali and Lombok. The distance between these two islands is less than 30 kms. I suspect many of my readers have holidayed on Bali and not known they had crossed the Wallace Line on their flight!

On each side of the Wallace Line there are differences in flora and fauna. On the Asian side there are placental mammals such as apes, cats, elephants, monkeys and rhinoceroses but no marsupials. On the eastern or Australian side, there are eucalyptus trees and species of marsupials (animals with pouches) and some monotremes (echidna and platypus). Several years ago on a visit to Timor Leste I was amazed to see eucalyptus trees. When I was trekking in PNG many years ago I saw cockatoos and of course, tree kangaroos.

In summary, the Wallace Line separates Australian and Southeast Asian fauna. It roughly follows the merging of four major tectonic plates in an area of high seismic and volcanic activity.

How was the Wallace Line identified and named?

The Wallace was named after Alfred Russel Wallace (1823-1913), a British naturalist and explorer. He is best known for his work on biogeography and evolutionary theory. Wallace’s longest period of fieldwork was in the islands of Southeast Asia. Here he observed flora and fauna, and collected specimens of insects, butterflies, birds, reptiles, and mammals and noted the differences in fauna.

He published his findings in 1869 in The Malay Archipelago and dedicated the book to Charles Darwin. Wallace was a contemporary of Charles Darwin and his contributions to the theory of evolution were invaluable to Darwin. In fact, Wallace and Darwin collaborated on the idea of natural selection and presented their findings jointly to the Linnean Society in London. Darwin however published his book “On the Origin of Species” in 1859, 10 years before Wallace published his book.

Consequently, Wallace became a footnote in history.

Wallace did not name the line himself. A naturalist, Thomas Huxley in an 1868 presented to the Zoological Society of London a paper on the distribution of gallinaceous birds in the Indonesian archipelago. In it, Huxley coined the faunal distribution as “Wallace’s Line”.

What has the Wallace Line got to do with management?

Well, nothing directly.

However, using symbolism to tell a story or emphasise a point is a valuable management tool.

But perhaps in a metaphorical sense, the concept of the Wallace Line offers a lens through which to view the inner workings of organisations. Just as the line demarcates two worlds of species and ecosystems, invisible boundaries often exist within organisations—dividing departments and  branches. These lines may not be drawn on any map, but their effects are just as profound, shaping communication, collaboration, and the movement of ideas.

The Wallace Line reminds us that even in spaces where geography or policy would suggest seamless integration and barriers can exist. Unfortunately, there are politics in any organisation.

Is there a Wallace Line in your organisation?

Does Marketing talk to Production?

Do Sales adhere to the credit policies administered by Finance?

Does the Perth branch communicate with their fellow colleagues in Sydney?

Does Admin talk to people in line or production areas?

As managers recognising and navigating these boundaries is essential in seeking to foster true organisational cohesion. That’s the lesson from the Wallace Line.

@thenetworkofconsultingprofessionals

A time for reflection…

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“There is always more to be done, more that should be done, always more than can be done”

Andy Grove – CEO Intel

Christmas is a time for reflection – appreciating what you have achieved in the year, celebrating with your family or friends, resting and enjoying the holiday break before starting the new year, energised and refreshed.

As business owners and managers, we are ALWAYS under pressure and have restrictions on our time. There is always more to be done, as Andy Gove’s quote says, “You can never get time back!” We can accumulate money, friends, customers and businesses, but we cannot accumulate time.

So how do we get ‘more time’?

A simple exercise to get your time back and get better results

As business owners and managers, we are under constant pressure and time commitments. As Andy Grove’s quote says, there is always more to be done and sadly, we are costrained by the amount of time we have.

There are only 1,440 minutes in the day.

Having a to-do list does not always mean we can allocate our time effectively. Many of us spend time on things we like doing, rather than on what we should be doing!

As a manager, do you know the difference between effectiveness and efficiency?

The difference can be summarised as follows …

Being effective is about doing the right things, while being efficient is about doing things right.

I worked with a business partner who had a to-do list that he compiled daily at the start of each day. He would work on the easy tasks, such as answering emails but not the more difficult ones. He may have been efficient at creating a to-do list, but he was certainly not effective. The important things including having difficult conversations with customers, were not being done.

For us, as managers there is a difference between being effective and being efficient.

  1. Effective – producing the intended or expected result
  2. Efficient – performing in the best possible manner with the least waste of time and effort

As managers, to ensure effective and efficient use of time, we need to minimise reactive attention and maximise focused attention. This means that we should do this when we have the most energy and can focus. Lower energy tasks can be attended to later.

Here are my recommendations:

  • Select the time during the day when you have the most energy and can focus. For me, I’m a morning person so it’s the first 2-3 hours of the day.
  • Decide on what your most important tasks for the day are. Draw up a list and prioritise them into three categories. I’m a big fan of the ‘rule of three’ :
    • Write down the things that only you can do
    • Write down the things you hate doing
    • Write down the things that you shouldn’t be doing

Once you have done this, prioritise the tasks you need to do to ensure effectiveness and delegate those tasks that you shouldn’t be doing. Also, this includes “eating the frog”which is the worst task for the day. It’s amazing the sense of satisfaction when you complete such a task, as it often triggers endorphins, making you positive and energised. Also delegate.

Now that you have categorised your daily tasks, the next challenge is to determine what we should focus as an effective manager. It should not be tasks that we like doing, but tasks that will have the most impact on your business. Activities such as administrative tasks and meetings can be completed in a ‘lower energy’ period of the day.

Do you think these suggestions have merit?

Everybody has their own way of prioritising daily tasks. Time is a limited resource. Remember you only have 1440 minutes in a day so it’s important use them effectively.

In conclusion, I encourage you to look back at everything you did during your last day or week and consider the percentage of time you spent on activities in each of the three categories. You are most likely to be shocked by how little time you spend on the important activities that will actually help your business grow!

Merry Christmas and a Happy New Year.

@thenetworkofconsultingprofessionals

Another parable for managers…

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“You reap what you sow” – Anon

In a previous blog, I wrote about the parable of the talents. In summary, a parable is a short but simple fictitious story that illustrates a moral attitude or a religious principle. In ancient Greece and Rome, parables were employed by rhetoricians, politicians and philosophers. In ancient Israel, parables were uttered by prophets and wise women and men. Many of these appear in the Bible in oldest books of the Old Testament. Jesus also told parables to his disciples, and they appear in the New Testament.

In the Parable of the Sower by Jesus from the New Testament in Matthew 13:3-23 offers some lessons for today’s managers.

A farmer went out into a field to sow some seeds. As he scattered them across the ground, they fell on different types of soil, each representing a unique fate for the seeds. Some seeds fell along the path, where they were quickly snatched up by birds. Others landed on rocky ground, where they sprouted quickly but, lacking deep roots, withered under the sun’s heat. A few seeds fell among thorns, which grew up and choked them. But then, there were those that fell on good soil, where they produced a crop – a thirty, sixty, or a hundred times what was sown.

Certainly, the Parable of the Sower is one of those stories that resonates even today. Not only does it unveil truths about human nature and growth, it also offers lessons for today’s managers, providing an analogy of the conditions necessary for professional and business growth and the obstacles, that can prevent it.

Here are three lessons for today’s managers:

Lesson 1: Know Your Terrain

The first lesson is all about understanding your market and the conditions you’re operating in. Just as the sower faced different types of soil, business leaders encounter various market conditions. Some are hard and unyielding, like the path where seeds were easily eaten by birds. This can be likened to entering a highly competitive market with little chance of penetration. Then, there’s the rocky ground—initial excitement without sustainability, akin to launching a product without adequate support or a clear value proposition, leading to quick failure.

But there’s also fertile ground out there, markets or niches ripe for innovation, where if your seed—your product or service—lands, it can flourish.

The key?

Research, understanding, and adaptability. Just as a wise farmer tests the soil, savvy business leaders must analyse their market, understanding its needs, challenges, and opportunities.

Example in Today’s Business Environment

Consider the tech industry, where startups often face the “rocky ground” of rapid scaling without establishing a strong foundation, leading to burnout and collapse. In contrast, companies that find their “good soil,” like niche markets hungry for innovation, can experience exponential growth. Think of Zoom, which, by focusing on reliable, user-friendly video communication, became indispensable in the fertile ground of remote work necessitated by the global pandemic.

Lesson 2: Cultivation is Key

The parable also teaches us the importance of nurturing and protecting your ventures. The seeds that fell among thorns and were choked represent businesses that, while having potential, get overrun by external pressures—be it competition, market changes, or internal conflicts.

For business owners and managers, this means not just planting seeds but cultivating them—investing in your team, fostering a strong company culture, and staying vigilant against threats. It’s about creating an environment where your business can grow, unencumbered by the “thorns” that might seek to choke its potential.

Example in Today’s Business Environment

A prime example is the rise of small businesses and startups that prioritise company culture and employee well-being. Companies like Salesforce and Google, despite their size, focus heavily on maintaining environments that nurture their employees’ growth and creativity, effectively keeping the thorns at bay.

Lesson 3: Patience Yields Prosperity

Finally, the parable underscores the virtue of patience. Not all seeds will bear fruit immediately, if at all, but those that fall on good soil and are tended with care can yield a harvest beyond expectations. For businesses, this means having the patience to see initiatives through, to allow strategies to unfold, and to understand that not every venture will succeed—but those that do, can succeed spectacularly.

Innovation and growth often require time. The “overnight successes” we see are usually years in the making, built on perseverance, adaptation, and learning from failures. The message here is clear: be patient, be persistent, and keep sowing your seeds.

Example in Today’s Business Environment

Consider the story of Dyson. It took James Dyson over 5,000 prototypes and 15 years to create the first bagless vacuum cleaner. Yet, his persistence paid off, revolutionising the industry and leading to a company valued in billions. This is the epitome of patience yielding prosperity, illustrating the truth that the most fruitful harvests often take time to cultivate.

Can you think of any other lessons?

In conclusion, the parable teaches today’s managers the importance of understanding your market, nurturing your business, and having the patience to see your efforts come to fruition. In a world that’s constantly changing, these lessons remain as relevant as ever.

@thenetworkofconsultingprofessionals

Lessons for managers from Fawlty Towers…

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Guest: “Is there anywhere they do French food?”

Basil: “Yes, France, I believe. They seem to like it there. And the swim would certainly sharpen your appetite. You’d better hurry, the tide leaves in six minutes.”

Introduction:

Fawlty Towers: The Setting and Popularity Explained:

“Fawlty Towers” was a classic humorous British sitcom, set in a hotel in the seaside town of Torquay. Here the eccentric and perpetually flustered Basil Fawlty runs a struggling hotel with his wife Sybil.

The show’s popularity can be attributed to a combination of sharp writing, impeccable comedic timing, and the brilliant performances of its cast, especially John Cleese as Basil Fawlty. The comedic chaos ensues as Basil interacts with the guests, his staff, and various unexpected situations

Main Characters and Their Idiosyncrasies:

  1. Basil Fawlty (John Cleese): The bumbling and irritable owner of Fawlty Towers, Basil is a study in mismanagement and social awkwardness. His exaggerated attempts to maintain an air of sophistication and control often result in disastrous consequences.
  2. Sybil Fawlty (Prunella Scales): Basil’s wife, Sybil, serves as the voice of reason in Fawlty Towers. However, her condescending and authoritative demeanour, coupled with her obliviousness to Basil’s antics, adds to the comedic tension.
  3. Manuel (Andrew Sachs): The lovable but linguistically challenged Spanish waiter, Manuel, is a perpetual source of confusion and frustration for Basil. His attempts to understand and execute orders often lead to comical misunderstandings.
  4. Polly (Connie Booth): The sensible and resourceful maid, Polly, is often caught in the crossfire of Basil’s misadventures. Her calm and collected demeanour provides a stark contrast to the chaos unfolding around her.

However, beyond the laughter, “Fawlty Towers” offers valuable insights into the world of management, in particular where ‘actions have consequences’. Manuel struggles with the English language result in frequent misunderstandings and chaotic scenarios. Basil’s attempts at managing the hotel are consistently inept. Furthermore, Basil’s social awkwardness and constant attempts to appear sophisticated often backfire.

There are plenty of lessons for today’s managers.

Here are three of them:

  1. Effective Communication Is Key:

Fawlty Towers recurring theme of communication breakdowns serves as a cautionary tale for managers. The show highlights the importance of clear and effective communication to avoid misunderstandings and chaos in the workplace.

  1. Leadership Requires Competence and Adaptability:

Basil Fawlty’s inept management style showcases the pitfalls of leadership without competence and adaptability. His attempts to cut corners, impress guests with grandiose schemes, and maintain an outdated status quo result in frequent disasters.

  1. Maintaining Professionalism Amidst Challenges:

While Fawlty Towers is a comedic farce, it underscores the importance of maintaining professionalism even in the face of challenges. Basil’s social awkwardness and unprofessional behaviour create a chaotic atmosphere in the hotel, impacting both staff and guests.

Can you think of any other lessons for managers?

In conclusion, “Fawlty Towers” remains a timeless classic, not only for its comedic brilliance but also for the insights it offers into the world of management. Through the misadventures of Basil Fawlty and company, today’s managers can learn that effective communication, leadership competence, adaptability, and maintaining professionalism amidst challenges are timeless lessons.

Postnote: John Cleese together with Anthony Jay (who co-wrote  the timeless “Yes, Minister” TV series) founded Video Arts, a company that created training videos for businesses using humour and great examples of what ‘not to do’ in managing businesses and people. Apparently, this was on the basis of “their observation that people learn very little when they are bored and nothing when they are asleep.”

@thenetworkofconsultingprofessionals

September is the month of ‘the festival of the boot’…

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“Some people think football is a matter of life and death. I assure you, it’s much more serious than that”

Bill Shankly – Successful Coach of Liverpool United

In Australia, the late September and early October period is ‘grand final’ time for the two major football codes, Rugby League (NRL) and Australian Rules (AFL). Australian comedians and sports personalities ‘Rampaging’ Roy Slaven and HG Nelson call it ‘the festival of the boot’.

Politics, family, lifestyle issues, cost of living and food are forgotten about for a couple of weeks of dreams as fans ponder the outcomes. 

This is a great opportunity to discuss sport as it relates to business…

So, does sport have some lessons for managers?

What can we learn?

Here are three lessons to consider:

1.  Recruit the right people, then develop and manage

One of the most important lessons that businesses can learn from sport is to recruit the right people (emphasis on the ‘right’) and not necessarily the ‘best’ people. For a team to work, there needs to be diversity but underpinned by shared values. You can teach people new skills, but you can’t always teach them how to behave. Once you have a good team player – make sure you keep hold of them. Just because someone is the ‘right’ person, doesn’t mean that they will not require guidance.

One Australian Rugby League team of recent times that stands out in this regard is the Melbourne Storm. Only established in 1998 in Melbourne in the heart of AFL country, the club won the Premiership in only its second year and went on to win many more Premierships. Through long term coach Craig Bellamy and his coaching team, the Storm have identified and developed players who were not identified or sort after by other clubs. Bellamy began coaching the Storm in 2003 and is still the head coach!   

In our logistics business, we identified floor staff who had potential, with the right values, were ‘trainable’, have the work ethic and values. Many were casuals hired though labour hire agencies. They were made permanent staff, became supervisors and several became warehouse managers.

2.  Being resilient and overcoming adversity

In sport, as in business, change is inevitable. But it is how you deal with the change that can be a make or break decision. For athletes being mentally resilient is as important, if not more, than an athlete’s physical ability. Being able to deal with adversity, hard training sessions and setbacks strengthens an athlete and further pushes them to be the best that they can be.

A great example of resilience is the winner of Australia’s first Winter Olympic Gold Medal, Stephen Bradbury in 2002. Bradbury won the Gold Medal when all the other competitors crashed. However, what few people realised, is that behind the win were years of hard work and serious injuries.  

For us in business, mental resilience is also an important component for success, as pulling through the tough times and remaining positive in the face of adversity can create opportunities. In my former logistics business, in the space of three months we lost two of our largest customers. They represented 30% of our business. This looked like a disaster. However, we implemented a plan, knuckled down and within 12 months our revenue grew by over 50%.  

3. Embrace Team Diversity

A very good example is the 1995 Rugby World Cup winner South Africa. President Nelson Mandela, in a move to unify a racially divided country, supported the traditionally white-dominated South African Springbok rugby team during the Rugby World Cup. Team captain Francois Pienaar, understanding the importance of this gesture, worked to bring his team together, focusing on shared goals rather than individual differences. Led by Mandela and Pienaar, they showcased the power of embracing diversity by beating the favourites, the New Zealand All Blacks.

Before I went into business for myself, I worked for a national transport business. The CEO was a larger-than-life character, well known and respected in the industry with a work ethic second to none. Within the business was a national operations manager who was highly skilled and driven, much like the CEO. He was seen by the CEO as ‘the type’ of manager the business needed. At the time my wife, an industrial psychologist was providing some professional services to the business and was asked to draw up the ‘essential’ characteristics for the perfect manager so they could be replicated throughout the business. The vision being ‘clones’ throughout the business nationally. After some discussions the idea was dropped.

Businesses need a mix of people to meet their full potential. Whilst I am not advocating diversity for diversity’s sake as is frequently the case today, it is critical to have a diverse pool of experience and talent in an organisation. ‘Group think’ is dangerous and often the best ideas and actions come from a diverse workforce.

Sport offers a wealth of lessons for managers, providing insights into leadership, teamwork and success. Recruiting and developing the right people, being resilient and embracing diversity are just three of the lessons for us in business to learn from sport.

Can you think of other lessons we can learn from sport?

In the meantime, if you are in Australia enjoy the ‘festival of the boot’ the finals of the two football codes.

@thenetworkofconsultingprofessionals