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  • 31 May 2020 7:10 AM | Karen Jaques GAICD

    Business is about relationships and many professionals have lost their jobs or been displaced during the pandemic.

    From time to time I expect one contact will shift to a new organisation, however, the recent shift has been en-mass and unexpected. With restrictions on meeting in the office, there is a genuine disconnect.

    I am interested in other members thoughts on

    1.Given that offices are closed, what steps can we take to develop new relationships if your 'contact' has left? 

    2. Is there an opportunity for AIEA members to enable organisations that have 'stood down' part, if not all their workforce to rebuild the business network and their reputation and what does this opportunity look like? 

    3. In what ways can AIEA members actively promote each other?

  • 25 May 2020 3:10 PM | Mal Walker (Administrator)

    How to get your free AIEA Tee Shirt

    We have been meeting online for two months now and I have seen something good happening. Many of us have adopted the concept of ‘the online community’ as something natural and we look forward to it each week. It's somewhere we belong.

    The original concept was to replace the monthly boardroom event with a monthly Zoom meeting, but it quickly became evident that a weekly Zoom meeting was something we would embrace. The good thing about a Zoom meeting is that it works just as well with five people as with fifty.

    We used to get an average of 23 people to the monthly boardroom events and we are averaging 14 to the weekly Zoom meetings. This means that about twice as many people now interact online.

    In many ways, this is the start of the new AIEA and I see the current members as the Inaugurals. So, lets acknowledge this in a concrete way.

    The AIEA Tee Shirt Giveaway

    We want every member to have one of our unique AIEA tees. Everyone who is a paid-up annual (or Life) member as of 1st July will get a free AIEA Tee Shirt. Use the measurement chart and enter your size in the section at the bottom of your member profile.

    That’s all you need to do. I will collate them and order in. Delivery will be in July by Australia Post so make sure your postal address is up to date.

    Wear it with pride.

    Sorry folks, but monthly members and unpaid memberships will not be included.


  • 9 May 2020 12:17 PM | Anonymous

    Are you up for a chat? Click here to join us on Tuesdays at 9am - https://aiea.org.au/Events

    Previous Discussions have been

    Non-members who have an interest in this type of discussion are welcome to join us.

  • 28 Apr 2020 7:57 AM | Don McKenzie

    Written by Don McKenzie, Managing Director, Adizes Institute Australia


    What I would like to share is not new, and it is not something specifically related to the current pandemic grinding the world to a halt. Some businesses, organizations, even family units, and countries sadly won’t survive. Some, however, will not only survive, but will thrive. What's the difference between the two?

    The answer, as usual, is clear as day in nature and summarised best by Charles Darwin “It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change”.

    This pandemic brings rapid change. Change in what we can and can’t do. Change in demands from customers. Change in our incomes. Change. As Dr. Ichak Adizes says, change then creates problems and opportunities that need to be managed. It is a ‘change loop’ ongoing and forever.

    The ‘thrivers’ will be those that adapt to these changes by managing all the problems and opportunities that come from these changes. Managing is deciding what to do about a problem and opportunity, and implementing that decision. Easy in words, hard in real life.

    Find me a successful organization, family unit, country- whatever. At the core is this adaptation to problems and opportunities. Find me an organization that has disappeared, they didn't adapt fast enough.

    Yes, you need ideas, products, resources, people, etc but the biggest asset you can have is the ability to traverse and adapt to this change loop. This ‘one thing’ will disproportionately determine your success.

    Mr. Darwin provides amazing hope, “it is not the strongest nor the most intelligent”. This is extremely good news especially for me. Don’t worry about strength and intelligence, worry about what is required to actually adapt. If it was easy, everyone would do it. But it is easier if you know the ingredients to concentrate on, and most importantly, the right sequence of those ingredients based on your current lifecycle location.

    Adapting and changing your organization is not one size fits all. What works for one will cause failure for another. Let's talk about where you are in your lifecycle (note: this lifecycle model does not measure age, revenue, staff, etc), and what the prescription is in terms of ingredients, and the sequence of those ingredients to get you adapting to your change loop faster than the world can change.

    Last week I sat down with Jack Cowin, Chairman and Managing Director of Competitive Foods Australia Limited, owner of Hungry Jacks and major shareholder of Domino’s Pizza Limited. Jack shares how he is dealing with the current environment, and I think you’ll enjoy his approach and core message.

    Watch the video here: https://youtu.be/uavDS_xi3LA

  • 26 Mar 2020 9:26 AM | Mal Walker (Administrator)

    It’s clear now that COVID-19 is having an enormous impact on us all. First and foremost, we’re worried about our health, the health of our loved ones, and for our local community and society in general.

    And then we realize the potential impact on our livelihoods. Not just the direct impact today, but the ripple effect that’s running through the broader economy. It might have been when the event cancellations started. It might have been when clients started cancelling work that had been promised. Or it might have been when the government had to shut down many local businesses.

    Regardless of when you realized it, we are now in a state of massive change and uncertainty. Can we stop it from being a financial crisis for us?

    Together, we can try.

    AIEA Membership Discount

    We have created a special COVID-19 discount code to provide a 20% discount on all annual memberships. It’s available to all; no questions asked.

    • It will be available for the next ten weeks, until 31st May 2020
    • It will apply to all annual memberships. It will not work on monthly renewing memberships.
    • It is available to all: members and new members alike.
    • The discount code is COVID-19.

    Platforms for Member Content

    AIEA provides a number of platforms to allow members to deliver their content to other members and to the public. Amongst these are

    • Networking Events: These popular networking events were held at various locations throughout the country and typically ran for about two hours. This included a presentation by a guest speaker. AIEA Members were given precedence to be the guest speaker. However, the COVID-19 crisis has meant that the physical meetings have been cancelled and replaced with online Zoom Meetings. Check the Events page for details. https://aiea.org.au/Events
    • Online Webinars and Workshops: These regular online events are designed to allow a Member to run a Zoom meeting on a suitable topic. https://www.aiea.org.au/EventPresentation. If it’s a paid webinar or workshop, AIEA will collect the ticket fees and remit 90% to you. the retained 10% will cover the PayPal fees and some overheads.
    • The Online Store: The AIEA Store is a platform where Members can advertise their products and services and the financial transactions are handled by the AIEA finance gateway (PayPal). https://aiea.org.au/Store
    • Member Sourced Resources: This is another platform for Members who wish to freely share the fruits of their labours with fellow members and the general public. https://aiea.org.au/Member-Sourced-Resources
    • Our Bookshelf: A member may have written a book that is for sale on Amazon, etc. We will feature it here and provide a link to it. https://aiea.org.au/Our-Bookshelf
    • Featured Members: Members have found that this facility brings new business opportunities to them from the employers who browse the site. http://tiny.cc/mmqtlz
    • The BLOG: The AIEA Blog has been opened up as another avenue of communication. Everyone can read and comment. In addition, all members can now post. https://aiea.org.au/BlogDon't stop there! Take that Blog and post it on the AIEA LinkedIn group and the Facebook page.
    • Social Media: Make sure you have joined the AIEA pages on LinkedIn and Facebook.

    The AIEA members are creative and resourceful people so, no doubt, new facilities will appear as their ideas take shape.

    Survive and thrive together

    mal@aiea.org.au

  • 23 Mar 2020 3:01 PM | Sam Leon
    Covid-19 has produced unique, difficult and and interesting challenges. Our good friends at "Books and Wages" and their CEO Kevin Beck, provided the following valuable checklist.

    The impact that the COVID-19 crisis will have on the economy is huge. Many businesses will need Government assistance to survive the crisis. Even with assistance you will need to make quick, difficult decisions and rely on the goodwill of staff, customers, landlords and utilities.

    Your primary concern is of course the health of your customers, staff, you, your family and their families, but what can you do now to make sure that your business continues after this is over?

    We have compiled this checklist to assist you in your decision making. The Checklist is general in nature and if you would like to discuss anything specific to your business, please do contact us. We are here to help you in this difficult time.

    Please note that the situation is fluid and new government announcements of assistance will continue to be released

    Business Operations

    Staff:

    Remember to be transparent and honest with your staff.

    • Permanent Staff: If you are experiencing a slowdown in business, you can ask your staff to take paid leave in the first instance. You can then request that they take unpaid leave.
    • Casual Staff: If you need to cut shifts, try to share the schedule around your current staff.

     

    Bills:

    Call your utility providers. Let them know you will have difficulty paying due to the COVID-19 crisis and ask what assistance they can provide (Electricity, Gas, Waste Management, Water, Rates, Insurance)

     

     

    ATO Obligations:

    If you are currently on an ATO Payment Plan: Call the ATO (or we can do so on your behalf) and let them know that you will not be able to meet this obligation and ask for a payment-free period

    If you are not currently on an ATO Payment Plan: Call the ATO (or we can do for you) and ask for an extension of time to pay your GST and PAYG obligations, or a payment plan

     

     

     

    Retail Specific

    Delivery:

    Can you move some of your sales to a home-delivery model? Do you have a customer email database where you can let your customers know that you are counting on their support and showing them how they can order for home delivery?

     

     

    Store Closure & Hours:

    Some outlets may be forced to close if they are in COVID-19 epicentres. Others will be forced to limit patronage to 100. You may find that it is not worth keeping your outlets open even with rent holidays, cuts to staff and assistance from utilities.

     

     

    Rent:

    Talk to your landlord now. They will be very aware of the situation. Ask them for a rent holiday.

     

     

    Purchasing & Menus:

    • Talk to your suppliers to see if they can assist you on price and terms
    • Rationalise your menu to take off complicated or low-margin dishes
    • Make sure you are not buying too much fresh produce that will spoil
    • Record and review your wastage. Consider what to do with leftovers or freeze items if possible

     

     

    Cleanliness & Sanitation:

    Cleanliness and the perception of cleanliness will be very important to customers still dining out. Make sure you are doing all the right things around having hand sanitiser and staff wiping down tables thoroughly.

     

     

     

    Government Assistance

    Boosting Cash Flow for Employers (Australian Government):

    This applies to small and medium sized businesses that employ staff and provides payments from $2k to $25k to eligible businesses. It operates through Activity Statements and commencing Mar-20 and ending Jun-20. Be sure to get your activity statement lodged as early as possible. You can read more about it here.

     

     

    Supporting Apprentices & Trainees (Australian Government):

    This applies to small business (less than 20 Full Time Equivalent Staff) who employ apprentices and trainees. It offers a wage subsidy of 50 per cent of the apprentice’s or trainee’s wage paid during the 9 months from Jan-20 to Sep-20.

     

    Basic Eligibility Guideline:

    • Your apprentice or trainee must be registered in Training Services NSW prior the announcement of the subsidy
    • You must be hiring less than 20 employees

     

     

    Payroll Tax (Revenue NSW):

    Payroll Tax for businesses with Payroll Tax Thresholds of less than $10m will be waived for the next three months. This mirrors moves in QLD and WA.

     

     

    Fees Waived (Revenue NSW):

    The NSW Government is scrapping certain fees and charges that apply to the hospitality sector.

     

     

    Access to Interest Free Loans (for now QLD-only):

    The QLD government announced a new $500m loan facility to offer interest free loans up to $250k for the first 12 months. It is possible that the NSW Government may come up with a similar measure at some point.

     

     

    Superannuation Guarantee Amnesty (Australian Government):

    While not a specific COVID-19 measure, it is well worth signing up to this amnesty if you have unpaid Superannuation obligations and have not previously signed up.

    You can read more here.

     

     

    Further ATO Assistance measures

    • Deferring payment of amounts due through the BAS
    • Allow businesses on a quarterly reporting cycle to opt into monthly GST
    • vary Pay As You Go (PAYG) instalment amounts to zero for the March 2020 quarter and obtain a refund for prior quarters
    • Remitting any interest and penalties, incurred on or after 23 January 2020, that have been applied to tax liabilities
    • low interest payment plans.

    You can read more here.

     

     


  • 19 Mar 2020 9:28 AM | Mal Walker (Administrator)

    This is a timely post from Chris Ducker –

    With so many business owners deciding to self-isolate and start working from home, so that they can remain safe and healthy - at the same time continuing to work with and serve their customers - I thought I'd record a quick 8minute video with my top tips to staying productive while working at home.

    I transitioned from working in a large office environment (300+ staff!), to working at home full-time about 5-years ago, and I won't lie, at first it was hard. However, slowly, but surely things got better, and my productivity went through the roof!

    CLICK HERE TO WATCH THE VIDEO

    We're in this together... and it isn’t going away anytime soon!!! So, let's figure out what'll work best so that we can all stay productive, proactive and as successful as possible until things get better and back to 'normal' again!

    Enjoy the video!

    Best,
    Chris Ducker

  • 9 Mar 2020 4:00 PM | Mal Walker (Administrator)

    MEDIA RELEASE



    AUSTRALIAN INTERIM EXECUTIVES FORGE LINKS WITH POST-BREXIT UK

    Experience is not something you can Google 

    BRISBANE, 9 March 2020 – AIEA has joined forces with UK based Institute of Interim Management to facilitate the international business activities of their members.

    There are no borders in the business world of today, with the Internet allowing commerce to flow at breakneck speed. Interim Executives and Managers have adapted to this new world and offer their expertise in all corners of the globe. These Freelance Executives bring essential expertise on an as-required basis.

    In Brisbane, Mal Walker, the Founder and Chairman of AIEA, said “Many (perhaps most) Aussie and Kiwi freelancers will have experienced living and working in the UK as twenty-something backpackers and relish the prospect of returning on a paid contract. The same can be said about Brits visiting AUS and New Zealand.

    When these Brits return as Interims, we’ll look after them.”

    Tony Evans, Co-Chairman of the Institute of Interim Management, said in London “The IIM is delighted to be able to partner with the AIEA to extend the hand of friendship across the globe.

    International Interim Management work carries its own set of challenges and should any antipodeans find themselves posted to British shores, please let us know and we will be happy to make contact. A little local knowledge can go a long way, an early point of contact can help settling in and let’s face it, travelling back home for the weekend isn’t going to happen.”

    ABOUT AIEA and IIM

    The Australasian Interim Executive Association is an institute for seasoned professionals – skilled at leading business change, driving core business objectives and providing relief to pressured management teams. AIEA is a leading professional organisation for interim executives that are recognised for their practical, hands-on skills and a broad understanding of the total business environment.

    It is seen as the ‘congregation point’ for interim managers in Australia.

    The Institute of Interim Management (IIM) is the UK's dedicated body representing professional Interim practitioners.

    Since formation in 2001, as the pioneering professional body for Interim Management professionals, the IIM has continued to lead the industry and serve the interests of both practitioners and users of Interim Management alike; through the establishment of Quality Standards and Accreditation, Professional Development and Best Practice, across the UK and internationally.

    The IIM welcomes both individual members and corporate partners; and has a number of key agendas: Industry Recognition, Professional Standards, Communication Forum, Lobbying & Public Affairs.

    MORE INFORMATION: Please contact –

    Australia:

    Mal Walker

    1800 346 343

    mal@aiea.org.au

    www.aiea.org.au

    United Kingdom:

    Taravat Taher-Zadeh

    T:  Int.: +44 (0) 1932 347 337

    T:  UK: 0800 030 4716

    taravat.taher-zadeh@iim.org.uk

    www.iim.org.uk

     https://www.iim.org.uk/2020/03/iim-extends-global-presence-to-australasia/ 

    https://aiea.org.au/Interims-Abroad

  • 5 Mar 2020 8:57 AM | Sigrid de Kaste (Administrator)

    As a Professional or Professional Firm, I’m sure you’re using LinkedIn for connecting and networking.

    Many use it but are not sure how to best apply activity.

    Here are 5 Steps to consider putting in place.

    Let's start with knowing that Marketing overall gives you two ways to be seen:

    1. Using Paid Advertising

    2. Using Content Marketing

    Content Marketing requires an investment in time, unless you outsource getting your content creation.

    So, what is Content Marketing?

    “It’s a type of marketing that involves the creation and sharing of online material (such as videos, blogs, and social media posts) that does not explicitly promote a brand but is intended to stimulate interest in its products or services”.

    Content Marketing is the perfect way to promote your business and yourself in Social Media.

    Creating and sharing Content helps you position yourself and what you stand for.

    LinkedIn being the most used Social Media Platform for Professionals, Companies, and Recruiters, it is a good idea to have a step by step approach to your daily activities.

    Consider this:

    LinkedIn is a thriving community of more than 500 million members around the globe, with more than 100,000 new users joining the network every day. More than 20% of users are senior-level influencers and decision-makers. And it’s incredibly easy to get in touch with high-profile decision-makers on the platform.

    The challenge is, so many users have their shields up because many people are aggressively selling on LinkedIn.

    That’s NOT what you want to do!

    Content marketing is a long-term lead generation strategy that focuses on the consistent creation of high-quality content that is highly relevant to your ideal target audience.

    By sharing great and useful content on social media, you create opportunities to nurture and educate your ideal audience over an extended period during their buying journey.

    There are many forms of content marketing, each with unique features and benefits, including blog articles, images, videos, tutorials, how-to guides, and podcasts, among others.

    Here are 5 Steps to use content marketing on LinkedIn.

    Step #1: Define Your Marketing Goal

    Before diving into content marketing strategies for LinkedIn, think about your content marketing goal. You goal might be to:

    • Generate more leads for your business.
    • Increase awareness about yourself.
    • Promote your products and services.
    • Connect with ideal clients.
    • Build a community around your offers.

    Step #2: Choose Your LinkedIn Content Media and Content Types

    Within the LinkedIn platform, you can publish different content types from different media:

    • Your personal profile
    • Your company page
    • Groups
    • Direct messages or InMails
    • Emails
    • Other people’s content

    As with most social media platforms, LinkedIn also prioritizes native LinkedIn content, meaning the platform wants to keep users ON the platform and not have you send them off to sites and pages elsewhere.

    As such, native content tends to outperform external content (for example, a link to an article on your website will receive less visibility).

    So, focus on creating native content to take advantage of this.

    LinkedIn frequently changes its algorithm and prioritizes different content types. For a long time, LinkedIn articles had the highest reach in views. In 2017, LinkedIn started to prioritize text-only posts. At the beginning of 2018, the focus switched yet again to native videos.

    Your best approach: create and post a variety of text only, images, links and video content

    Mix it up by posting information, updates, about your status, other people’s content and offers of your business

    Variety is the spice of Life!

    Step #3: Choose Your Topics and Themes

    Are you wondering what to publish on LinkedIn? Great content has three characteristics: Your audience will love it, it demonstrates your expertise, and it qualifies your audience.

    It’s important to have a good content mix of different topics and themes to maximize engagement. If you only write about one topic over and over again, you’ll exhaust your audience.

    One way to avoid this is to use a different theme for each month, a unique theme for each week based on your monthly theme, and a different content type for each weekday.

    DO NOT USE corporate-speak. It will instantly kill any engagement with your content. Instead, communicate in a personal and conversational way, just as you would to a friend.

    Here’s a list of topic ideas to get you started:

    • How-to content
    • Opinion pieces
    • Industry news
    • Achievements
    • Events
    • Announcements
    • Life and business lessons
    • Knowledge and skills
    • Mindset
    • Leadership
    • Strategies and tactics
    • Productivity
    • Soft skills

    Good content can be both educational and entertaining, create “aha” moments, and evoke emotions.

    Step #4: Create Processes and Systems to Organize Your Editorial Workflow

    Content creation can quickly become overwhelming. To ensure a smooth content creation flow, it’s important to organize what you want to say way ahead of posting.

    In order to make content creation fast and easy, you can use automation and curated content.

    You may wish to curate from others you know and are connected to on LinkedIn and curate their articles.

    You can also use Marketing Systems that collect content for you to chose from. Scoop.it is one such platform that does this but better yet is

    this All in One Marketing System, powered by Artificial Intelligence and with built-in Retargeting feature

    Step #5: Use Your Native LinkedIn Content to Populate a Sales Funnel

    Now that you understand the different content types and media, it’s time to put everything together.

    Your primary goal is to increase the number of touch points with every reader, listener, and viewer, and then to move people away from LinkedIn to your list.

    How do you do that? Create as many touch points as possible across all of your channels and publishing media.

    For a select amount of content you publish, create a sign up offer.

    Use a designated ‘funnel’ to bring the prospect on to your list.

    Here is a Video that describes the ‘funnel’ foundation.

    Include a call to action in all of your content, sometimes simply to contact you.

    Wishing you success with your LinkedIn Content Marketing!


  • 23 Feb 2020 11:18 AM | Garth Borgelt

    In my role with leadership,  organisational management, productivity improvement and cultural change in both the consulting and training areas, I am occasionally asked: “What is the single biggest factor that impacts overall performance”?

    My answer surprises many people:  Position Descriptions.

    It is not seen as exciting and most organisations already think they have it covered anyway.  Yes, most companies these days do have a position description for most job roles.  Our collective team has probably seen thousands of PD’s and the problem is that almost everyone is flawed. They do not provide adequate clarity and are not comprehensive in all the areas required to clearly and unambiguously set the expectations for the employee, or for the leader in charge to effectively and fairly manage the performance of that employee.

    When I ask people: “What are your responsibilities?” the response is generally a list of duties.

    When I say “No those are your duties. What are you responsible for?” the responses falter

    And there is generally just a blank look when I ask “What is the purpose of your role? Why does your role exist”?

    I find this staggering. It goes against the concept of exchange built into the employment contract. ‘In return for you doing certain things or achieving particular outcomes, I will pay you this wage’.  And yet there is a lack of clarity in what those things or outcomes expected are.

    Let me put some context around position descriptions and role clarity

    • Lack of role clarity is reported as one of the biggest factors causing workplace stress
    • Workplace stress is costing businesses in Australia around $18 billion annually, and this figure is rising
    • 1 in 5 Australians report that current stress is having a strong to very strong impact on their physical health

    The numbers here are also staggering. Role clarity is the starting point for all of the founding organisation management systems required for the effective operation of any business, Government department or not-for-profit organisation. Without role clarity, you cannot have effective leadership, you cannot have effective performance management, you cannot have rewards and discipline applied fairly and you will trigger a multitude of other problematic symptoms that must be managed when evident.  Without role clarity, you are reducing productivity and creating additional unnecessary work.

    To me, it’s a no-brainer to get clarity of roles established. To be fair, perhaps the single biggest impediment is that most people don’t know what it is they do not yet know. Most managers are not even aware they have a problem in this area, and those that do, don’t know what to do about it anyway.

    Some common problems or deficiencies we see are:-

    • Responsibilities are described at too high a level to be useful in an operating sense.
    • Responsibilities cover the technical side of the role while ignoring the organisational side or what is expected of the employee as a member of the team in that company.
    • Duties are included which creates more categories of PD than is necessary, creates pay parity issues and further complicates the management.

    A well-designed PD is not something that can be achieved by a simple cut and paste process. A PD is part of the organisational architecture of the business and simply following sample templates does not guarantee success either. There is a lot of complexity built into a well-designed PD to make the PD look simple.

    A well-structured, comprehensive and unambiguous position description requires effort and the knowledge in how to achieve this. But the return on investment is very worthwhile.

    Garth Borgelt is the Director of Corporate Services for OurWorkplace www.ourworkplace.co (not .com)


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