Australia’s reputation for high quality, health and safety standards and its clean, green environment have helped create a strong nation brand for our businesses to leverage. In markets everywhere, it is generally a plus for products to be recognised as Aussie.

As a result, country-of-origin (CoO) branding represents a significant opportunity for businesses making and growing things right here – and employing Australians in the process.

 

There are a number of ways business can identify their products as locally made or grown, but the only registered certification trade mark for country-of-origin claims is the Australian Made, Australian Grown (AMAG) logo. Recognised by more than 98% of Australians and trusted by 88% as a true identifier of genuine Aussie products and produce, it is by far the most effective – and it has been for more than 28 years.

 

People don’t just buy Aussie out of a sense of patriotism or to support our growers and manufacturers – although those reasons are valid and do play a part – they buy Aussie products because they very often offer better quality at a competitive price.

 

As we approach Australia Day for 2014, when there will again be an outpouring of national spirit and patriotism, the Australian Made Campaign is encouraging consumers, businesses and government to ‘Make Every Day Australia Day’. This initiative celebrates Australia’s delicious, nutritious food and high quality products, and is aimed at tying great Aussie traditions, like the backyard barbie, together with Aussie-made and Aussie-grown products.

 

According to recently released research conducted by Roy Morgan, buying Australian-made matters more to us now than it did a year ago, and we regularly buy local, even if it comes at a small extra cost. More than half of the respondents surveyed (55%) said that buying Australian-made had become more important to them in the last 12 months. Just one tenth of the respondents (12%) said that they would not buy Australian products if they were more expensive.

 

However, according to the researchinto corporate purchase behaviours businesses are not following suit. Very few businesses (20%) have a firm buy local policy in place and a significant percentage (34%) have neither a policy nor a preference for buying local. The hope is that greater awareness of the benefits of buying local will encourage businesses to revisit their procurement policies. In the context of corporate social responsibility messaging, there is a ready connection with local sourcing and this would suit many businesses.

Australian Made recognises the pressure that many Aussie businesses are under in the marketplace from cheap imports and the need therefore to keep costs down, but we urge them to consider local sourcing wherever possible.

*Roy Morgan Research 2012 www.australianmade.com.au/resources/research

Ian Harrison is the Chief Executive of the Australian Made Campaign.

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The term ‘human resource management’ can be traced back at least to the 1960s, but HRM as we think of it now really emerged in the 1980s.

As US scholars looked to the East for inspiration about how to fix productivity problems in US manufacturing, they saw Japanese companies investing in their employees and treating them as valued resources, while seeking to foster employee commitment and build strong cultures.

While they may well have misread what was really happening in Japanese firms at the time, the idea that good HR practices were the key to productivity rapidly spread across the US and then the rest of the world.

Since that time there have been a lot of extravagant claims made about the importance of HRM for organisational success.

If you look at the mission statements of many Australian organisations you could be forgiven for thinking that people management is the single most important factor in their continued success.

In fact, many organisations don’t manage their people nearly as effectively as they might. The result: Australian organisations which are not as effective and productive as they could be.

Why is this? Is it that we don’t know how best to manage people for results?

Clearly not! From the early 1990s, research which sought to test the link between HRM and performance – productivity, reduced turnover, financial performance – burgeoned. Indeed, it wouldn’t be an exaggeration to say that the ‘holy grail’ for management researchers was to demonstrate the link between HR and performance.

But 20 years down the track, what do we really know about the role of HRM in organisational performance?

In fact, we know a lot.

First, we know that organisations that put in place systems of mutually-reinforcing HR practices – work organisation, training and performance-reward systems – outperform those that don’t, on a number of measures of performance.

Second, we know what features each of these three elements needs to have to drive performance gains.

  • Jobs that allow employees some control over decisions, as well as allowing different tasks to be done and different skills to be used, lead to superior performance;
  • The more training employees are given, the better they perform; and
  • The more resources that organisations devote to performance management and the more that they link rewards to performance, the more motivated and effective employees are.

Not only do these things contribute to performance, at the same time they make employees more committed and satisfied. Good people management can make things better for organisations and their employees.

If we know what works, why are some organisations still not implementing effective HR practices and reaping the productivity gains?

First, in spite of the volume of academic research, it seems that many practicing managers are not aware of the evidence. Second, even if managers are aware of the evidence, they do not know how to take the research and use it to inform their day to day practice.

The challenge for management researchers and educators is to take the research and translate it into practical tools which managers can apply. We must also ensure that managers are equipped with the skills to use these tools effectively their workplaces.

Bill Harley

Bill Harley is Professor of Management and Associate Dean (Global Engagement) in the Faculty of Business and Economics at the University of Melbourne.

Bill is also Theme Leader for Managing High Performance Workplaces in the newly established Centre for Workplace Leadership. He is an internationally recognised expert on high performance work systems, who has published his research in leading international journals and acted as a consultant to numerous national and international organisations, including the OECD and the ILO.

Today, close to 1 million people in Victoria, or 20 per cent of the population, are either living below or just above the poverty line. This should be unacceptable in a wealthy country like ours.

Yet, Victoria runs the risk of focusing too much on the crisis end of our social framework which is diverting resources from where it can be most effective.

For instance, by 2015, Victoria will be spending close to $1 billion just to maintain its massively expanded prison population – a figure which does not include the huge capital costs of building more prisons.

In Melbourne’s growing outer suburbs and throughout rural and regional Victoria there are critical infrastructure and service gaps need to be addressed if we are to avoid entrenching disadvantage in those communities.

Yet Victoria should be able to turn our growing population and demographic changes into a driver of innovation to ensure our economy is a powerhouse into the 21st Century.

VCOSS has developed a list of priority areas where smarter spending and more innovative thinking can make a real difference, right now.

These policies are based on the best available evidence and address trends and issues that VCOSS members are seeing on the ground, delivering frontline community services to the growing numbers of people who rely on the assistance of community organisations.

These initiatives are designed to deliver significant social benefits to the whole community while improving Victoria’s budget bottom line by diverting resources away from expensive crisis responses to social problems.

Good social policy is also good economic policy. Excluding some Victorians from participation in the economy not only risks more social problems that will cost us dearly in the future but also represents lost productive capacity which, as our population and economy changes, we cannot afford to ignore.

If we want to live in a community where people are able to celebrate milestones like Christmas and New Year free from the burden of vulnerability and disadvantage we will have to work at it. It is not enough just to provide charity and understanding. Instead we should be seeking to alleviate the social and economic problems that cause disadvantage. That would be the greatest gift of all.

Contacts for people experiencing hardship

Energy hardship

The VCOSS guide, Keeping the lights on, offers practical advice and contact information for people who are experiencing energy hardship or are worried they may be disconnected from their supply.

The Energy and Water Ombudsman (EWOV) should be contacted for any problems, issues or complaints about energy or water. Freecall: 1800 500 509; Interpreter:  131 450; Email: ewovinfo@ewov.com.au .

General hardship and household budget

Moneyhelp offers advice and assistance to people with debt or payment problems and is run by the Consumer Action Law Centre. They offer a free phone service on 1800 007 007.

The Financial and Consumer Rights Council is the peak body for financial counsellors who offer free, confidential and independent financial advice.

MoneySmart – Financial tips and safety checks website provided by ASIC.

Federation of Community Legal Centres – Help in finding a community legal centre in your area.

Gambling Help Online – Live counselling for gamblers and their families, along with resources and information for community workers.

Family violence referral

Domestic Violence Victoria is the peak body for women and children’s family violence services in Victoria.

The Women’s Domestic Violence Crisis Service of Victoria (WDVCS) is the state-wide not-for-profit service for women and children experiencing violence and abuse from a partner or ex-partner, another family member or someone close to them.

Emma King is the Chief Executive Officer of the Victorian Council of Social Service (VCOSS).

 

For many people the end of each year is a time to relax, enjoy the company of friends and family and celebrate the passing of one year and the dawn of the next.

However, the Christmas and New Year holiday period can be a time of significantly heightened hardship for many Victorians. People can find themselves struggling to get by as their normal networks of support shut down or become less accessible and it is a time when financial pressures can be profound.

For people who work in casual and part time jobs it can also be a time when businesses shut down and there is less work available and less money coming in. People can find themselves financially overcommitted as they seek to meet the expectations of family and friends.

Financial counsellors and emergency relief agencies see an increase in the number of people seeking assistance, often with more complex problems which require more intensive support. Sadly, each year domestic violence organisations prepare for a significant jump in the number of calls and referrals to their services over the Christmas and New Year period. Housing and homelessness services also see more people who need help to find a place to stay.

It can also be a time of profound loneliness and mental distress as people confront broken relationships and lost connections.

Victorian Council of Social Service (VCOSS) members who work directly with people experiencing family breakdown and financial crisis tell us stories about women living in their cars with their children; or people traveling to reconnect with family who have nowhere to stay; or how the difficulty of meeting other people’s and society’s expectations at this time of year can lead to increased drug or alcohol use and the risk of physical and mental breakdown.

For organisations like VCOSS who work to alleviate the causes of disadvantage and seek to create a fairer, more just society, the hardship that many people experience at Christmas is a reminder of the need for the work we do advocating for the interests of vulnerable Victorians.

Contacts for people experiencing hardship

Energy hardship

The VCOSS guide, Keeping the lights on, offers practical advice and contact information for people who are experiencing energy hardship or are worried they may be disconnected from their supply.

The Energy and Water Ombudsman (EWOV) should be contacted for any problems, issues or complaints about energy or water. Freecall: 1800 500 509; Interpreter:  131 450; Email: ewovinfo@ewov.com.au .

General hardship and household budget

Moneyhelp offers advice and assistance to people with debt or payment problems and is run by the Consumer Action Law Centre. They offer a free phone service on 1800 007 007.

The Financial and Consumer Rights Council is the peak body for financial counsellors who offer free, confidential and independent financial advice.

MoneySmart – Financial tips and safety checks website provided by ASIC.

Federation of Community Legal Centres – Help in finding a community legal centre in your area.

Gambling Help Online – Live counselling for gamblers and their families, along with resources and information for community workers.

Family violence referral

Domestic Violence Victoria is the peak body for women and children’s family violence services in Victoria.

The Women’s Domestic Violence Crisis Service of Victoria (WDVCS) is the state-wide not-for-profit service for women and children experiencing violence and abuse from a partner or ex-partner, another family member or someone close to them.

Emma King is the Chief Executive Officer of the Victorian Council of Social Service (VCOSS).

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In part 1 of this post we spoke about new research which is telling us that we should lead with warmth before strength and spend most of our time building on strengths rather than focusing on weaknesses.

Let’s look at more of the rationale behind this new way of thinking.

Spend More Time with Your Strongest Performers

This advice will be controversial, because for many years leaders have been exhorted to coach their weakest links.  However, Kim Cameron from the University of Michigan has found that “Managers who spend more time with their strongest performers (rather than the weakest performers) achieved double their productivity”  (Cameron 2012).

That is not to say that you can simply ignore the underperformers and weaknesses, they do need to perform above a certain threshold. But it means shifting your emphasis, time, energy and effort to your stronger performers and strengths.  (I can hear the collective gasps! I did say this would be controversial).

A large-scale study by the corporate Leadership Council (CLC) found that an emphasis on performance strengths lead to a 36% improvement in performance, while emphasising performance weaknesses, led to a 27% decline.

Positive Leadership Inspires

You don’t have to look far to see how positive leadership inspires.  Consider the antipathy felt by Australians to negative election campaigns. Yes they can work in the short-term, but ultimately they don’t really inspire us to action.  They don’t turn disinterested, disengaged staff into engaged and willing followers.  It takes inspiring leaders to inspire – and you can’t inspire with negativity.

On the flipside consider people like Ghandi, JFK, Nelson Mandela even Jamie Oliver. They all believed in their people and had a positive vision.  They all moved and inspired millions.

What You Can Do – 3 Tips

We can all benefit from overcoming our negativity bias, and practising more of an abundance (positive) approach.  Here are some steps you can take right away:

1         Give praise and thanks at every opportunity.  Don’t praise things that are not praiseworthy.  Do take every opportunity that you can to notice strengths and good performance.  Notice it out loud.

2         Lead with warmth.  Build a link with your followers and then demonstrate strength.

3         Begin to shift the balance of the time you spend with your weakest performers towards spending more time with your strongest performers.  Don’t shift everything overnight, and don’t abandon your weakest performers altogether, simply change the emphasis.

You will find you start becoming more engaged, more proactive, and you may even find yourself enjoying your role a lot more.  To paraphrase Kim Cameron:

Take a chance to err on the side of abundance thinking rather than deficit thinking and you will have more chance of achieving greatness, rather than just meeting a standard.

Cris delivers a wide range of leadership, innovation and change programs with a special focus on the latest thinking from Positive Organisational Scholarship and Positive Organisational Development.  Some of his specialty programs include Inspiring Leadership, Work Smarter, Innovation, Taking Charge of Change, and Building Resilience.

Cameron, K. (2012). Positive Leadership and Extraordinary Organisational Performance. Deans Lecture Series, Melbourne Graduate School of Education. Melbourne.

Cuddy, A. J., M. Kohut, et al. (2013). “Connect, Then Lead.” Harvard business review 91(7/8): 55 – 61.

 

The preoccupying question for all organisations regarding their staff is:  “How do I get the best or better performance?”

For leaders and managers this translates to “how do I improve the performance of my team?”

Traditionally, the wisdom has been that leaders need to:

  • show strength
  • attend to the weak links in the team
  • fix what’s wrong

The analogy that is commonly used is that teams are like chains, and a chain is only as strong as its weakest link. Hence find the weak points and fix them.  I am using broad brush strokes, but essentially all leadership training has had these as their (unconscious) premises.

They are wrong.  In fact, the opposite is true.

Leaving aside that teams rarely work on a single sequential task (so they are not like chains at all),  this point-of-view is now being discredited by the new fields of positive organisational scholarship (POS), and positive organisational development (POD).

If you lead with strength, spend most of your time with your poorest performers, and concentrate on fixing what is wrong, then all you will ever do is raise sub-optimal performance to average levels.  You will teach your team to be cogs in a machine and anchor yourself to the one spot, while all around you moves.

Now this may work in some organisations, but most organisations need to perform better or at the very least stay ahead of their competitors.  That means they need to be better at handling knowledge, innovation, making decisions, and responding to an ever-changing marketplace.  To do that they need to inspire staff to perform at their best, not just raise them to be average.

A good metaphor for this is to think of performance as a yacht.  It may have some holes in the hull and it has sails that propel it to its destination.  Repairing the holes is akin to fixing the weakest link.  While fixing leaks will stop the yacht from sinking it won’t get you to your destination.  To do that, you need to fill the sails with wind.

Similarly with teams, attending to the weakest link may stop things from going wrong, but only a strength-based, positive approach will fill your sails with wind, and get you to the finishing line first.

What new research in psychology is telling us is that you should lead with warmth, not strength and spend most of your time with your strong performers building on strengths rather than focusing on poor performers and weaknesses.

Lead with Warmth

Recent research by Amy Cuddy (Harvard Business Review), Matthew Kohut and John Neffinger, posed the question “Is it better to be loved or feared?” (Cuddy, Kohut et al. 2013)  They found that while both were important, people are much more receptive to your leadership and your message if you lead with warmth first, and back that up with strength (or more accurately competence).

Warmth builds trust, and only with trust are your people going to intrinsically adopt the values and mission of the team or organisation.  The key word here is intrinsic; you want them to personally commit to what they’re doing, rather than just paying lip service.

A warm leader that is incompetent will garner pity and not respect.  However it’s also true that a strong leader without warmth will only garner fear.  You should lead with warmth to build up trust and then display competence (or strength).

Part two of this guest blog post by Cris Popp will be posted later this week.

Cris delivers a wide range of leadership, innovation and change programs with a special focus on the latest thinking from Positive Organisational Scholarship and Positive Organisational Development.  Some of his specialty programs include Inspiring Leadership, Work Smarter, Innovation, Taking Charge of Change, and Building Resilience.

Cameron, K. (2012). Positive Leadership and Extraordinary Organisational Performance. Deans Lecture Series, Melbourne Graduate School of Education. Melbourne.

Cuddy, A. J., M. Kohut, et al. (2013). “Connect, Then Lead.” Harvard business review 91(7/8): 55 – 61.

Whilst the top job in organisations is occupied by the hierarchical boss, that doesn’t necessarily make them the leader.

The behaviours required to secure the top position can be quite different from those that make an excellent leader, creating bosses that are more followers than they are leaders.

Many at the top of the hierarchy have been engaged in highly competitive and self-focused behaviour to secure their role over internal and external competitors.

In doing so, they likely over-emphasised their achievements and focused on delivery of measurable tasks to prove competency.

This is a very different set of criteria to those that make a good leader.  Of course, leaders need ambition and capabilities to be competitive and deliver successful outcomes. However, their competitive nature needs to be focused at opposing organisations’ services and products, not other people.

So what’s the difference between a boss and a leader?

Reactionary v Progressive

Whereas a boss executes reactions to situations, a real leader foresees such challenges and deliberately develops a plan that dispatches the risks to the irrelevant bin before they become an issue. Good leaders will see these issues as opportunities to be leveraged for competitive advantage.

A great leader has the ability to proactively strategise their behavioural approach and then to adapt within the moment and context. They develop leadership insight from anticipating situations and outcomes and learning as they do this.

Leaders listen to other people and engage with them about options and ideas, focusing on the future rather than the past. In doing so they challenge their followers to support them as their ideas have been incorporated and they want to be part of the joint success.

They view the past as a relevant foundation for learning, not something that will drive them towards a range of innovative options to generate a sustainable future – faster than their competitors.

Leadership success comes from causing change and then adaptively leading your people through to the new world on the other side. All this happens while the competition is still wondering what happened and why.

You can evolve from a boss to a great leader by learning to consciously determine how to behave in advance of critical moments and generating willing followers who trust your judgment because of the successful outcomes you have generated (not because of the office you occupy and the orders you give).

Dr. Shelley is the author of The Organizational Zoo and Being a Successful Knowledge Leader. He leads several professional development and mentoring communities, is the CEO of Intelligent Answers and co-ordinator of Knowledge Management and Project Management Leadership in the MBA and Master of Project Management at RMIT University.

The rivalry between New Zealand and Australia is unparalleled in the sporting arena. But the trans-Tasman neighbours have always understood the potency of the strategic partnerships they have built together.

Despite occasional political policy differences, the ANZAC relationship has endured since the two countries opted to retain their separate and independent constitutional identities at the beginning of the 20th century.

This year, for example, marked the 30th anniversary of the Closer Economic Relations (CER) partnership that has successfully driven trade both ways across the ditch.  And both governments have recently identified 30 new policy initiatives to extend trans-Tasman integration.

Building relationships is fundamental to best practice management. Politicians and policy wonks on both sides now seem determined to shape the environment in which business and organisational partnerships common to both economies can take root and flourish.

But whatever macro level policy settings are implemented, it takes micro level actions to build effective partnerships that capitalise on the nation-wide benefits of working together.  New Zealand and Australian accountants have, for instance, recently grasped the nettle and voted to merge their two professional institutes into one trans-Tasman body.

Looking for what organisations have in common to make them both richer, rather than focussing on differences that perpetuate the stagnation of status quo, is the cornerstone to building effective partnerships and an enlightened leadership outcome.

ANZAC accountants have more in common when it comes to best serving the needs of their members and their clients, an increasing number of which operate in both markets, than they have differences which suggest the retention of myopia as a strategic imperative.

And so it is with management and governance. After almost 50 years of writing about and reporting on management, governance and leadership in New Zealand and simultaneously observing the Australian scene, there’s no doubt in my mind that both countries would benefit from building closer professional management and governance relationships.

The underpinning disciplines and theories of management, governance and leadership are fundamentally universal. The similarities of approach, despite some fundamental cultural differences are greater between these two countries than between any other two societies and economies.  And the commonalities will grow as both countries change to meet future economic and social challenges.

There is nothing unique about New Zealand’s approach to management and governance – except that we are failing to keep up with the best professional education and develop opportunities  available.  It’s time to address the problem.

The New Zealand Institute of Management (NZIM) and, I believe, our Institute of Directors (IOD) should partner up with Australia’s Institute of Management (AIM) and the Australian Institute of Company Directors (AICD).  The beneficiaries of this strategic partnership would be individual managers and directors in both countries and the member organisations that drive our ANZAC economies.  It’s time to put customers and common sense first.

Reg Birchfield is a Life Fellow of NZIM. He was the publisher and editor of New Zealand’s weekly  business newspaper, National Business Review, from 1971 to 1983 and the publisher and editorial director of Management magazine from 1984 to 2009. He lives in Auckland, New Zealand, and is an author, publisher and writer on management, governance and leadership.

Bringing together a multi-state organisation under one unified national banner can be enormously rewarding – both for the organisation itself, and for its stakeholders. As we head further into the ‘Asian’ century and toward an increasingly globalised business culture, the benefits of combining a number of independent state-based divisions to create a unified, national Australian brand identity and voice will strengthen the brand and open up new opportunities for interaction, engagement and competition on a global scale. A single, united voice will be heard far more clearly on the world stage and the pooling of resources – including information, skills and revenue – unlocks new pathways for development and innovation, inevitably bolstering the return on investment for stakeholders, whether they’re staff, shareholders , members or investors.

For AIM in particular, merging into a single, unified body also reflects the professional reality of its Members. The barriers between interstate business operations have long since been overcome and most professionals now operate on a national scale. Our laptops, Skype accounts, email and iPads mean for many of us, working from a stationary office is a thing of the past. And we expect our professional networks and service providers to be equally moveable.  A professional development organisation such as AIM that can effectively travel with us and support our needs wherever we may be is surely of far more benefit than one that is anchored to our home state or city.

A merger also seems – at least to me- to align with the core vision and values of AIM – namely the advocacy, support and development of integrity and excellence in management and leadership at a national level.

Of course bringing together four independent and wholly self-sufficient offices to combine into a single entity is no mean feat and won’t be without its challenges. There will be compromises to accept and sacrifices to make. But the entity that emerges, a national AIM brand with the best of each state united under one banner, will be far better placed to engage with the challenges of the 21st Century business landscape and become a major player, thought-leader and influencer of the management industry, with a voice that will be heard around the world.

Rob Thomason FAIM is the Executive General Manager, Business Development at CPA Australia.

In challenging financial times, the need for Australian leaders to have a “global perspective” and develop a “global mindset’’ to support the growth of local business has become more prevalent.

Our research here at the Australian Institute of Management into leadership capability found that Australian leaders achieved a relatively low rating for having an international or global perspective when compared with those leaders in such countries as Singapore, India and Malaysia.

The Australian government White Paper – ‘Australia in the Asian Century’ supported the call for leaders and managers to develop a global mindset. It outlined the need for Australian businesses to deepen their experience and knowledge of Asia to more effectively engage and integrate with Asia.

So what does having a “global mindset” mean and what are the characteristics of leaders who possess a “global mindset”?

A leader with global mindset capability views cultural and geographic difference as potential opportunities.  They see that those opportunities can enhance their organisation locally or help it expand within other global locations.

These leaders have a more expansive way of viewing business opportunities, challenges and opportunities which goes beyond their own direct personal experience.

Leaders with a global mindset are open to doing business in a global context and conceiving strategies on an international basis. They understand international markets and world economic trends, and they lead with an in-depth knowledge of cultural, political and economic systems in other countries.

Leaders operating with global mindset capability have a well developed understanding of how their global industries work regardless of whether they sit within the private or public sector. They develop and utilise formal and informal networks on an international basis to gather information to achieve this understanding.

Importantly, these leaders are passionate about diversity and they build and develop culturally diverse leadership teams to succeed in business.

Global mindset capability requires a leader to adjust their approach in different cultural settings, to respect cultural differences and to identify cultural similarities. Leaders with this capability are truly comfortable about being in uncomfortable or unfamiliar contexts.

Having a global mindset also brings with it an obligation for leaders with this capability to develop an international perspective within others.

How do organisations develop global mindset capability amongst their leaders?

Developing a global mindset within leaders takes effort and investment. Leadership development strategies that can be used to develop this capability include:

Cultural Awareness Programs: Building an understanding of different cultures and providing a solid foundation for development of global mindset capability.

International Mentoring Networks: Organisations can help to develop a global mindset amongst their leaders by establishing international mentoring programs which benefit both their own leaders and leaders in other worldwide locations.

Guided Study Tours: Exposing leaders to different cultural and business environments through guided study tours is a great way to  immerses leaders in these different environments and learn through firsthand experience.

Exchange Programs: Exchange programs and/or internships which provide short term experience within a global organisational environment provides a greater understanding of how organisations operate within a different cultural, political and economic setting.

Gary Martin

Gary Martin is Chief Executive Officer and Executive Director of the Australian Institute of Management in Western Australia. He is currently an Emeritus Professor of Murdoch University and Zhejiang University of Technology (Zhejiang Province, China), as well as an Honorary Professor at Guangdong University of Business Studies (Guangdong Province, China).

AIM WA is running a Global Leaders Program which is a ten day experiential leadership program conducted in China designed to foster Australian leader’s understanding of leadership and business concepts within a global business environment, specifically China. 

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