Tag Archives: Challenges

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

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

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

The Rise and Fall of Pet Rocks: A Lesson in Business Innovation

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“How you sell is more important than what you sell.”
Andy Paul – sales author

Introduction

Fifty years ago in 1975, Gary Dahl an advertising executive and entrepreneur from California came up with the idea of a “pet rock”.  Few can rival the unexpected business success story of this quirky phenomenon known as the “Pet Rock”.

The Birth of an Idea

The concept was simple yet absurdly ingenious: a smooth, ordinary-looking rock was marketed as a low-maintenance, no-hassle pet. Dahl’s inspiration reportedly came during a conversation with friends about the hassles of traditional pet ownership, such as feeding, grooming, and training. He famously quipped, “I have a pet that doesn’t require any of that! A pet rock!”

Dahl’s idea was to offer people a humorous alternative to the responsibilities of caring for a living pet. He saw an opportunity to capitalise on the countercultural ethos of the 1970s, which embraced whimsical and anti-establishment ideas. Dahl believed that people would be willing to pay for a simple, amusing concept that poked fun at the conventional norms of pet ownership.

The Launch and Marketing

Each rock was carefully selected for its smoothness and appeal, placed inside a small cardboard box with breathing holes, and nestled on a bed of straw. The packaging was intentionally tongue-in-cheek, featuring a detailed “instruction manual” on how to care for your new “pet.” The manual humorously advised owners to ensure their pet rock received enough sunlight and encouraged them to name it.

Dahl’s marketing strategy was equally tongue-in-cheek and relied heavily on humour. He conducted interviews and promotional events, emphasising the simplicity of owning a pet rock compared to traditional pets. The novelty of the concept, combined with his witty advertising, caught the attention of the media and the public.

The Unexpected Phenomenon

What followed was nothing short of astounding. The Pet Rock quickly gained popularity, capturing the imagination of a broad audience. Despite its absurdity, the concept struck a chord with people seeking a light-hearted diversion from the complexities of life. The Pet Rock became a cultural sensation, gracing the pages of magazines and newspapers, and even making appearances on television talk shows.

Dahl’s entrepreneurial success with the Pet Rock was fuelled by several key factors:

  1. Timing: The Pet Rock emerged during a time when American society was experiencing a countercultural wave. People were open to unconventional and humorous ideas, making the concept of a pet rock particularly appealing.
  2. Simplicity: Dahl’s marketing emphasised the simplicity of owning a pet rock, offering a humorous contrast to the responsibilities of traditional pet ownership.
  3. Novelty: The Pet Rock was a novelty item that captured the public’s attention due to its uniqueness. It was something people had never seen before.
  4. Effective Marketing: Dahl’s witty and humorous marketing campaigns helped create buzz around the product and contributed to its success.

The Sales and Revenue

The Pet Rock’s popularity translated into impressive sales figures. At its peak, millions of Pet Rocks were sold, with an estimated 1.5 million sold in the first six months alone. Priced at $3.95 each, the revenue generated from the sale of Pet Rocks reached approximately $6 million, a significant sum in the mid-1970s.

The Decline and Lessons Learned

As with many fads, the Pet Rock’s popularity was short-lived. Within a year, the craze had begun to wane. The initial novelty had worn off, and the Pet Rock was no longer a hot commodity. Dahl’s business venture was a classic example of a short-lived trend, and he wisely recognised the decline in demand.

However, the story of the Pet Rock offers several valuable lessons for business owners and managers. Here are four lessons:

  1. Timing Is Crucial: The success of the Pet Rock was greatly influenced by the cultural context of the 1970s. Dahl’s timing was impeccable, as he tapped into the counterculture of the era. Understanding the timing of your product or service’s launch can significantly impact its success.
  2. Innovation and Uniqueness: The Pet Rock was a groundbreaking novelty item. Its uniqueness and innovation set it apart and captured the public’s imagination. Business owners should strive to offer products or services that stand out in the market.
  3. Effective Marketing: Dahl’s clever marketing strategies played a pivotal role in the Pet Rock’s success. Humour, irony, and effective storytelling can make a significant impact on how a product is perceived and received by consumers.
  4. Understanding Trends and Fads: Dahl recognised that the Pet Rock was a fad, and he wisely adapted to the changing market. Recognising when a trend is on the decline and having an exit strategy is crucial for long-term business sustainability.

In concluding, business owners and managers can glean valuable lessons from the Pet Rock phenomenon. Timing, innovation, effective marketing, and understanding market trends are all essential components of a successful business venture. While the Pet Rock may have been a short-lived craze, its legacy endures as a reminder that even the most unconventional ideas can find their place in the market when the timing is right.

What do you think?

@thenetworkofconsultingprofessionals

Where’s my tractor?

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“Sorry Minister, we know it left Hamilton, but it failed to arrive in Taumarunui.” – NZ Railway Executive

The above quote is attributed to an executive from the state-owned New Zealand Railways in the 1980s. A farmer had written to Richard Prebble, the then Minister for Railways complaining that the Railways had lost his tractor. After weeks of fruitless complaining and an offer to pay $20 to compensate the loss based on some obscure statutory railway regulation, he wrote to the Minister.

Prebble then ordered the railways to find the tractor. A reply came back stating that the tractor had failed to arrive in Taumarunui. The distance by rail between Hamilton and Taumarunui is just under 160 kms. At the time, the NZ Railways was a monopoly, had 22,000 employees and was losing a million dollars a day. It was also losing customers, freight and sometimes whole wagons. With 22,000 employees in a small country like New Zealand they could not find a tractor!

Prebble then wrote apologetically to the farmer stating that they could not find his tractor. Frustrated that the bureaucrats (and the Minister) in the railways could not help him, the farmer decided to take matters into his own hands. He got into his car and followed the railway line. In a week, he found his tractor and six missing rail wagons!

Following this sad account of poor customer service, consultants were engaged. Their final report found many of the railway ‘managers’ had been promoted “simply because they looked the part”, “have been “yes-men” to their superiors”, and “never take a decision for which, if it fails, they can be held to account”. The railways were later privatised.

What is the lesson for managers here?

An organisation with 22,000 employees, even with the direction of the Minister could not compel its employees to care enough for its customers to find something as big as a tractor. Clearly, not only did the employees not care, but management was also either ineffective, incompetent or had no authority or a combination of all of the above. This is also a great example of how sadly how poor culture ‘kills’ an organistion, in this case corporate culture! It can be defined as ‘how we do things around here’, and it is intangible but can be ‘felt’.

Successful organisations need clear goals. Management not only needs to be responsible, but held accountable and have the authority to act.

@thenetworkofconsultingprofessionals

Lions roaming Australia…

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“Any fact is better established by two or three good testimonies than a thousand arguments”.

Nathanial Emmons – influential American theologian

Before the opening of open range zoos in Australia, there was an African Lion Park located on the edge of suburban Sydney. It was owned and managed by the famous Bullen circus family. Families could drive through the park and get close to lions. As a kid I can remember visiting and reading the signs warning you that if you got out of your car you could be eaten!

How exciting a visit was for young children! As a visitor you had the chance to see lions rubbing up against your car and even licking the windows!

Interestingly, the park also provided a disposal service for the local community for their unwanted livestock. Classified advertisements ran in the local newspapers for the removal of sick or injured sheep, cows and horses. The park closed in 1991 but the lions remained!!!

Now, Australia is renowned for its dangerous creatures from the sharks, spiders, jelly fish, snakes to crocodiles. In 1995, the inhabitants in the townships of Warragamba and Silverdale close to the lion park were reportedly ‘terrorised’ by lions. In Australia, surely this was an urban myth!

Well, facts can be stranger than fiction.

So, what happened and was it true or just an urban myth?

Yes, three lions escaped. The local police received a call from a startled motorist who saw a lion cross the road and they had to attend to a “lion wandering the streets”. Two of the lions were recaptured and returned to the park. However, one lion continued to wander the streets and after killing a dog was shot and killed by the park’s owner in a suburban street.

How did the lions escape?

Even though the park was closed, lions could still be heard roaring and been seen being fed from the boundary fence. Living next to a defunct lion park were two 12-year-old boys. Now boys will be boys. One day on the park’s boundary fence, they kicked in a rusted grate on a stormwater culvert and wandered in. They did some exploring, fished for yabbies and then headed back home back through the culvert and broken grate. The thought of lions escaping was apparently furthest from their minds, and alas that occurred.  

So, this was not an urban myth!

Is there a lesson about urban myths here for us as managers?

Years ago, a colleague related the story of a business owner who re-employed a person to run the business who had sacked the week before for non-performance. Sometimes facts can be stranger than fiction even if they sound like an urban myth or an episode of Utopia the ABC TV series that parodies how bureaucracies work. A great example is the Harold Holt Memorial Pool in Melbourne. The local Council named the pool after Prime Minister Harold Holt, who drowned while swimming in the surf near Melbourne and whose body has never been found!

When it comes to your own corporate myths, I am not suggesting that you make up stories. Instead, make an effort to find and share them. These stories can be a vehicle to connect and engage with current employees and customers. Without the ongoing sharing of the story, the actual event will be lost or forgotten, and companies will start to lose their corporate memory.

For example, in 1998 there was the shopping trolley story involving Roger Corbett, the then CEO of Woolworths Australia a supermarket company. Apparently, he came across an empty Woolies trolley and then pushed it all the way from Sydney’s Circular Quay near the Opera House to the Town Hall supermarket. At the time, Corbett was creating a culture of attention to detail and cost reduction. Although he retired in 2006, the story is still shared today. It has become an urban myth in the company.

Another business urban myth is the story set in 1960s about Sir Frank Packer, millionaire media owner and father of media baron Kerry Packer. The story goes that Sir Frank, a pugnacious, autocratic and often difficult businessman found himself in an elevator of his Sydney office building with a shabbily dressed man, and was outraged. Packer tells the man he’s a disgrace to his firm, fires him, and hands him $1,000 to buy a new suit. The ‘fired’ man just grins — he was a freelance photographer who stopped by to visit a friend who worked in the building. The story apparently circulated when Sir Frank believed his employees were not meeting his dress standards.

Does your organisation have stories that could be used to enhance and build a positive and constructive culture?

It could be worth exploring.

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Sometimes being a rocket scientist doesn’t help…

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“Reach for it, you know. Go push yourself as far as you can”

Christa McAuliffe – astronaut on the doomed Challenger

38 years ago this month on 28 January 1986, on a cold morning watched by thousands of onlookers and millions live on TV, the Space Shuttle Challenger lifted off from Kennedy Space Centre in Florida at 11:38 AM EST. To everybody’s horror just 73 seconds into its flight the shuttle broke apart, leading to the tragic death of all seven crew members. This event is etched in our collective memory, not only for its heartbreaking impact but also for the profound lessons it imparts to managers, business owners, and leaders across various fields.

What caused this disaster?

The primary cause of the Challenger disaster was the failure of the O-ring seals in its right solid rocket booster (SRB). These O-rings were not designed to handle the unusually cold conditions on the day of the launch. The low temperatures compromised the O-rings’ elasticity, preventing a proper seal. This failure allowed pressurized burning gas from within the solid rocket motor to reach the outside and impinge upon the adjacent SRB aft field joint attachment hardware and external fuel tank, leading to the structural failure of the SRB attachment and the destruction of the Challenger.

Engineers at Morton Thiokol, the contractor responsible for the solid rocket boosters, had raised concerns about the O-rings in cold weather. However, these concerns were not adequately communicated to or heeded by the key decision-makers at NASA. The organisational culture at NASA, which at the time prioritised schedule and budget over safety, played a significant role in the decision to proceed with the launch, despite these known risks.

Furthermore, this design flaw was compounded by a failure in communication and decision-making processes within NASA and between NASA and its contractors.

What lessons can we as managers learn from this disaster?

Here are three lessons:

  1. Importance of a Safety Culture: The Challenger disaster underscores the critical need for organisations to prioritise safety over other objectives, including schedule pressures or financial concerns. Creating a culture where safety is paramount can prevent catastrophic outcomes.
  2. Effective Communication and Heed Expert Opinion: Effective communication and respecting the expertise of team members is vital. The concerns of the engineers about the O-rings were a missed opportunity that highlight the importance of listening to and acting on expert advice, especially when it pertains to potential risks.
  3. Ethical Decision Making: The Challenger incident serves as a stark reminder of the ethical responsibilities of decision-makers. Ethical decision-making involves considering the wider implications of actions and prioritising the well-being of all stakeholders, including employees and the public.

In conclusion, the Challenger disaster, serves as a sombre reminder of the consequences of overlooking safety, underestimating risks, and the critical importance of ethical leadership. For managers and business owners, it is a call to reflect on their practices, to ensure that the lessons from this event are not just remembered, but integrated into how they lead and make decisions.

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Another lesson from the island of St Kilda

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“Facts do not cease to exist because they are ignored.”
Aldous Huxley – British Author

In a previous blog I used the backdrop of the remote isolated and windswept island of St Kilda off the west coast of mainland Scotland and the suburb of St Kilda in Melbourne, Australia. The moral of the story was THAT as managers, we should never accept things at face value. Once again, I’m going to use the island of St Kilda as a backdrop for another lesson for managers.

Background

On St Kilda the climate was so extreme, and the wind was sometimes so strong that the islanders’ sheep and cattle could be blown over the cliffs.  During the 19th Century, the island’s population was around 100 people. With increasing contact with the outside world in the 19th and early 20th centuries, the island’s population gradually declined. In September 1852, 36 emigrants from St Kilda left for Melbourne. Sadly, only 17 survived the journey, the others succumbing to diseases they had no immunity to due to their isolated existence. The island never fully recovered from this event, both physically and psychologically.

After the World War I, most of the young men left the island. The population fell from 73 in 1920 to only 37 in 1928. In 1930, the last of the island’s inhabitants were evacuated to mainland Scotland, ending hundreds of years of isolation, poverty, and deprivation.

What caused the demise of the population of St Kilda?

Obviously, increasing contact with the outside world provided the opportunity for the islanders to see that an easier and better standard of living could be achieved if they left the island. However, one of the main reasons can be traced back to the mid-19th Century with the arrival of Rev John Mackay, a minister in the new Free Church of Scotland. Mackay was a religious zealot. He introduced a routine of three two to three-hour services on Sunday. No work was permitted or conversation, only recitation from the Bible was allowed.

Although Rev Mackay left the island in 1889 his legacy lived on. Mackay denied the islanders outside influences and being the only English speaker on the island (the islanders spoke Gaelic) he was able to keep them in a state of ignorance, combining this with religious zealotry.

Linked to societal ignorance, one of the sadder aspects of St Kilda’s life was the horrendous infant mortality rate. One out of every two babies born would not survive their first year of life, dying of infant tetanus. When a child was born on the island, fulmar (sea bird) oil, was applied to the baby after the umbilical cord had been cut. The oil was not stored in sterile conditions.

In 1891, two years after Rev Mackay left a midwife arrived from Glasgow.  She brought improved midwifery skills, hygienic nursing practices and education and the practice of dipping the umbilical cord in fulmar oil ceased. This reduced childhood tetanus, and it was virtually eliminated. Unfortunately, by this time the situation on the island was irreversible. The population was stagnant, and many wanted to leave.

What can we learn as managers from this sad story of the demise of the people of St Kilda?

Organisations and businesses have similar characteristics to small communities like St Kilda. In particular, family-owned businesses often fail to bring in new blood and ideas and this can lead to a gradual demise of the business. Often when new blood comes into an organisation, the owner and the family refuse to change and this undermines the newcomer’s position. I witnessed a former client who claimed he wanted to ‘step back’ from the day to day running of the business. Sadly, he failed to share information, didn’t communicate in a constructive and rational way, and often made decisions behind the new manager’s back. Despite claiming he wanted to ‘step back’, he couldn’t let go and didn’t know how to. He then fired the incumbent because he claimed he had “failed”. Employees on experiencing professional management and then seeing a return to the old behaviors, started to leave. People join organisations but leave due to bad managers.

In my experience, keeping people ignorant is never a wise strategy for managers. I have found that often sharing information can improve performance. When I was managing a major trucking business, despite ‘advice’ to the contrary, I shared weekly driving performance statistics with the linehaul drivers. Driving performance improved, with reduced speeding and fuel consumption and fewer accidents.

All organisations have life cycles and they need to be regenerated with ideas and people externally.

Postscript: I do want to stress that many factors contributed to the decline and death of the community of St Kilda, with health-related problems being one of the main causes. I visited the islands in mid-2023 and it was a very interesting trip – history, birds and landscape. I would recommend a visit – a real step back in time.

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