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Leading a Performance Culture Human Synergistics was pleased to present the 4th Australian Conference on Culture and Leadership. The Conference was informative and dynamic. We have had a great deal of interest in the topic of leadership, culture and performance. The attendance at the Conference was the largest yet with over 800 delegates. Developing Leaders for a Performance Culture Lion Nathan has been building a high performance organisation through leveraging its people management. Gordon will present how building leadership resulted in an achievement culture. This progress has been recognised nationally - Lion Nathan is the 4th best organisation to work for in Australia, as judged by the 2001 Australian Best Employers to Work for Study. Best Employers were also rated more than 40 per cent ahead in average profit growth compared with that of all other survey participants. Gordon will underpin these successful results with practical examples of leadership and strategy used to enhance performance. Gordon Cairns has been Chief Executive Officer of Lion Nathan since October 1997. Untapped value, maximise the
benefits of high performance minds and grow your business whilst having fun At ANZ, significant change in culture has resulted in sustained and improved performance. An example is the Global Foreign Exchange business, where management has used various techniques to make this paradigm shift, in particular with the initial help of Human Synergistics. Imagine, under-performance, high levels of attrition, low staff satisfaction, and low customer rankings to name a few, transforming itself to being the most highly regarded FX business in Australasia and ranked 9th in the World (FX Week 2001). Producing record levels of profitability and becoming a preferred employer in the industry, Chris will share this journey and how he had fun doing it. Latest Leadership Research from
Australian and New Zealand Leadership is the key driver of culture. This research examines specific measurable behaviours that are linked to organisational outcomes such as leadership effectiveness, quality of relationships and resilience to stress. Drawn from over 50,000 Australian and New Zealand managers and employees, this research examines differences across gender, age and industries in todays global environment. Shaun will address the behaviours and thinking styles of the most and least effective leaders and the differences that make them so. Leadership, Culture and Business
Performance: A Dynamic Resource Systems View The performance of an organisation depends upon the resources to which it has access. The only way an organisation can improve performance is through initiatives that influence the rate of accumulation and depletion of resources. This paper demonstrates the complex dynamic processes through which leadership style influences the accumulation of a crucial intangible resource – expectations for behaviour. This Dynamic Resource Systems View of leadership, culture and performance is illustrated with a case study of business transformation at Severn Trent Systems in the United Kingdom. Severn Trent Systems supplies utility billing software to several major utilities in Australia; in fact about 40% of the Australian nation is billed for utilities using Severn Trent software.
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Gordon Cairns Chief Executive Officer, Lion Nathan Ltd
