At Rekon Group, we give you the knowledge, tools and confidence to effectively lead your team through any situation.
We believe Performance = Culture x Strategy x Execution…and our course will teach you how to drive a culture of excellence; develop a strategy; and execute your plans with precision.
Our 1-day ‘Plan to Lead’ Professional Development course will give you simple, memorable, and practical tools that can be used immediately in your workplace. It will also give you the opportunity to network with other like-minded professionals whilst you learn.
Our next 1-Day intensive ‘Plan to Lead’ Course is on 7th September 2017 at Bells at Elizabeth Quay in Perth.
If you’d like more information on this course, or any of our courses then click here for links to our pages.
Plan to Lead has been developed to provide simple, practical tools for use by leaders in all levels of an organisation. Focused on teaching leaders the fundamentals of leadership, how to plan, and how to communicate the plan.
Giving you the confidence to lead: An intensive 1-Day program using the latest experiential learning techniques to ensure the training is relevant, immediately applicable, fun and memorable.
Leadership is as critical for mission success in the workplace as it is on the battlefield.
Combining the best from the military, academia and business, our aim is to provide you with the knowledge to effectively lead your teams through any situation, including a serious crisis.
Our experience leading military teams in chaotic and complex war zones gives us unparalleled insight in how to lead through uncertainty. Our business experience working in management consulting firms on businesses’ most important problems gives us the ability to translate and expand on this knowledge in a way that is 100% applicable to business.
At Rekon group we believe that:
HIGH PERFORMANCE = CULTURE X STRATEGY X EXECUTION and our course will help you understand each of these fundamentals.
To register for the Plan to Lead course, please click here.
Or if you would like any more information, or to get in touch with one of our consultants, please click here.
“The men who parachuted into Normandy prior to D-Day weren’t successful because someone was directing their every move, or because they were following a highly scripted plan. Instead, they were successful because they were dropped in the wrong locations, were separated from their chains of command, and collectively decided to throw away the plan.” (Blaber, 2008).
At Rekon Group we train our students that one of the fundamentals of planning is “The planning is more important than the plan”. Why?
For so many reasons, the ability to bring together your influential stakeholders into one place at one time for the purpose of collaboration, strategising and planning, is tremendously powerful.
“In the chaos of the moment, they innovated, they adapted, and they were audacious. As a result, the Nazi enemy were completely confused, confounded, and quickly collapsed.” (Blaber, 2008)
If you’d like to watch a short animation on the Rekon Group Golden Rules of Planning Click here.
What is the impact of trust in the workplace?
At Rekon Group we believe that:
Where the workplace culture is driven by the leaders of the organisation. Providing the foundation of this workplace culture is the Rekon Group Trust model, which defines the two kinds of trust that the best leaders will exhibit: Personal and Professional. Personal Trust is the potent combination of integrity, empathy and a genuine care for others. Professional trust is knowing the leader has the knowledge, skill and competence to be able to deliver results.
The Rekon Group Trust model provides both the founding principles for the Rekon Group ethos and the basis for our leadership and professional development courses. It defines how in order to successfully lead you must have the capacity for both high levels of personal and professional trust.
In June 2017 Frederic Lambert from Eletrek reported that Elon Musk had emailed his staff at his Tesla plant in Fremont, to encourage them to report injuries directly to him in order to find the cause and solve the underlying issues. The email was quoted as saying:
“No words can express how much I care about your safety and wellbeing. It breaks my heart when someone is injured building cars and trying their best to make Tesla successful.
Going forward, I’ve asked that every injury be reported directly to me, without exception. I’m meeting with the safety team every week and would like to meet every injured person as soon as they are well, so that I can understand from them exactly what we need to do to make it better. I will then go down to the production line and perform the same task that they perform.
This is what all managers at Tesla should do as a matter of course. At Tesla, we lead from the front line, not from some safe and comfortable ivory tower. Managers must always put their team’s safety above their own.”
This email is a fantastic example of an inspirational leader having his employees’ best interests at heart and displaying great levels of Personal Trust. Musk exhibited care and compassion for his employees wellbeing and inspiring a level of personal trust in the workplace that is not often evident in big business.
He shows how he has taken the time to listen to his employees and has taken their opinions seriously, encouraging them to contact him directly with any injury such that he can uncover the underlying safety issues and address the problems. This personal trust is reinforced by the provision of feedback to his employees within his email and by his direction to his leadership team to also commit to leading by example and putting their people first.
Musk states that he will lead by example and practice what he preaches by going onto the production line to physically view the safety issues of his employees in practice. Taking this real action and backing up his words with his physical presence on the line is a poignant example of inspirational leadership in action. Musk embodies the building of personal trust between a leader and their colleagues and employees.
If you would like to find out more about personal and professional trust, the Rekon Group Trust model and to find out how it can help your leadership development, click here.
If you would like to read more about Rekon Group’s Professional Development and Leadership training courses click here.
Follow the link to the full article published in Elektrek June 2 2017.
What is leadership? What is it that great leaders do that others don’t? How do I become one?
It was 2001 and I was a young officer in the Army posted to Townsville, in charge of about 30 soldiers. I was starting to formulate my views on leadership and I was looking for answers to these questions. As it happened in that year I was posted to a unit with about 20 other young officers. Now this was a particularly talented group as about 12 ended up being selected to serve in Special Forces. This was unusual as you would typically only see one or two per Unit. To have 12 was very rare. Now even as talented as this group was, there were two guys who I thought stood out from the rest. The first was a guy called Mick and the second was a guy called Steve. Both these guys were exceptional at their jobs and clearly brilliant leaders. But the interesting thing is they were both very different.
Now Mick was (and still is) one of the most professionally competent people I have ever met. When it came to having the knowledge and skills for any job he was always streets ahead of anyone else. Now you may think that the tactics involved in leading a platoon of men wouldn’t be that technical, but they are. And Mick was years ahead of anyone else when it came to thinking about what future conflicts might look like and how we should be training our soldiers to prepare. He was brilliant. Now it was obvious that Mick was a very strong leader and his soldiers trusted him completely. If you were going into battle you wanted to be in Mick’s team because you knew your chances of survival were highest under him.
Now Steve was equally trusted, but for different reasons. Although Steve was very good at his job, Steve’s real strength was that his soldiers knew he had their best interests at heart and would go out of his way to make sure they were ok. And like Mick, Steve’s soldiers trusted him absolutely. If you had to fight your way out of hell you wanted to be with Steve because you knew he would look after you. Now it was obvious to me that trust was the fundamental component that both these guys had that allowed them to be such great leaders. But the trust came in different forms. For Mick it was Professional Trust, having the knowledge, skills, and experience to do the job. It included the ability to get and sustain results. For Steve it was Personal Trust, having your people’s best interests at heart. It includes elements like warmth, empathy, and care for others. It is important to recognise it does not need to include likeability. It is leadership not likership. Aim for respect instead.
Now although I recognised there were two types of trust, I struggled how to use this. Years later I made a decision to study a Masters of Business Administration. While I was there I was introduced a magical thing called a two by two. When I saw this it all made sense to me. If I put Personal Trust on the Y axis and Professional Trust on the X axis what you get is something really powerful. To be an effective leader you must be in the top right hand box i.e. have both Personal and Professional Trust. Now it is important at this point to say that both Steve and Mick were in the top right hand box, it just so happened that Steve and Mick were disproportionately strong in Personal and Professional Trust respectively.
So that made sense, to be a leader you needed to have both Personal and Professional Trust. If you have Professional Trust but are low on Personal Trust you are in the bottom right hand box, what I like to call a manager. A manager is someone who is good at the technical aspects of their job but you know they don’t have your best interests at heart. They are all about the work but don’ t care about the people. If you have Personal Trust but are low on Professional Trust you are in the top left hand box, what I like to call a ‘Mate’. A ‘mate’ is someone who looks after their people but is not able to deliver results. If you don’t have Personal or Professional Trust then you are in the bottom left hand box. I have deliberately not labelled it because I don’t want to give people a bumper sticker. But these leaders are not trustworthy at all. So now this was tremendously helpful because I could plot people on the 2 x 2 and work out if the issues I was having with someone was a Personal Trust or Professional Trust issue.
Once I knew this it helped me have a meaningful conversation with someone about leadership but also to zone in on what element needed work. In essence this clarified for me what leadership is all about. Leadership is all about Trust. But Trust comes in two forms: Personal and Professional. And to be an effective leader you need to have both. Like Steve leave your people in no doubt you have their best interests at heart, and like Mick, be brilliant at the knowledge and skills of your job and demonstrate the ability to get results. But make sure you do both.
To learn more about or register for one of Rekon Group’s Training Courses click here.
How do we embrace the current environment of rapid economic change and volatility and look for opportunities?
Every day we face different situations and they may be chaotic, complex, complicated or simple. Sometimes we face all of these at the same time without realising it. For example, in a hospital: the emergency ward may be chaotic, the internal politics may be complex, a surgical operation may be complicated and the admission process for a patient may be simple.
Knowing the difference between these situations and how to plan, communicate and lead in each is the difference between exploiting opportunities in the current environment or being a victim of it. Transitioning a chaotic environment into a simple one requires adding the right type of structure and determining the underlying cause and effect. Once you understand how to do this in a systemic way it simplifies the process significantly.
Our course will give you the simple, practical tools that are ready to use immediately within the workplace. It will give you the confidence and ability to find and exploit the opportunities in the current rapidly changing environment. It will give you an edge over your competition. What we teach leverages Tier 1 management consulting and Special Forces military experience. It is tried, tested and unique.
I found this course tremendously helpful and valuable. It has changed how I think about leadership and planning; I only wish I had done it years ago. I have no hesitation recommending every leader does this course. Former GM Business Development, Fortescue Metals Group
Leading Through Uncertainty is the most powerful leadership training I have been involved in. The program applies a unique approach that is underpinned by academic management theory and draws in the application of these theories in the most challenging of workplaces…the battle field. Both practical and entertaining, I walked away with some valuable leadership tools and a greater insight to how I can be a more effective Leader. General Manager, HSE and Risk at Telstra
The Rekon Leadership course ͞How to lead in chaotic, complex, and complicated environments, exposed me to strategies and tactics that work when it really matters. The content and delivery is clearly informed by the insight that the instructors have drawn from their elite military and private sector experience. This is not stuff you can learn from a book. I’d recommend it to anyone in a leadership role who is looking for an edge. Oil & Gas Business Development Manager
Planning: Rekon Group Golden Rules of Planning.
Click here to watch the you tube animation of Golden Rules of Planning.
Now let’s talk about the Rekon Group Golden Rules of planning. I distinctly remember the day I heard the rules for the first time and more importantly the day I truly understood them. It was 2006 and I had just returned from my first tour in Afghanistan where I commanded a Troop of approximately 30 soldiers. A month after returning to Australia I was sent on an 8-week planning course in a place called Puckapunyal.
It was on this course that I would meet the American Colonel who fundamentally changed how I think about planning and also how I live my life. A truly inspirational person.
To set the scene: it was the first day of the course comprising of about 50 students (all officers) seated in the theatre. At some point the Colonel got up to speak. He got up and said:
“Hey guys in a minute I am going to tell you the three Golden Rules of planning. When I tell you these rules they will make sense to you and you will probably think you understand them, BUT when you truly understand them, when you GET IT, I will see it in your eyes and I will know! And it will change how you think about planning for the rest of your life. Ok here they are:
Now I can see you all sitting there thinking ‘Yeah, I understand’; BUT when you GET IT I will see it in your eyes and I will know.”
Now I admit my reaction to this was: this guy must be used to working with people who weren’t very sharp because I believed I already understood the rules. In fact, I thought they were pretty self-explanatory and quite frankly there wasn’t much to ‘GET’.
Anyway, the course progressed and one morning I found myself with the Colonel as my instructor driving to a small town outside of Puckapunyal to do a planning activity. Our mission for that activity was to determine how a small force should defend the town against a larger invading enemy force. Now this is normally a pretty simple task which just required showing indicative areas (using a circle on a map) where you place groups of soldiers. I was starting to identify these areas when the Colonel came up to me and said “Hey Peter what I want you to do is plan down to the individual level; I want you to identify where you would put individual soldiers on the map.”
Now this is not normal. I remember thinking at the time it was an absolutely ridiculous task – in fact it was a complete waste of time. So, I did what all good Australian soldiers do, I made a token effort to placate the Colonel and just got on with writing the plan the way I thought I should. About an hour later the Colonel returned to check up on me and saw my token effort for what it was and said: “Hey Peter, you didn’t do what I asked. I told you to plan to the soldier level and you haven’t. This is important! Do it properly.” Now I was just annoyed. But, I didn’t want to fail the course and I had to play by his rules, so I started placing individuals on the map. And as I got into it a strange thing happened. I started to think about where individuals would be on the ground and realised my original assessment didn’t reflect how the soldiers would actually behave. And the more I progressed the more I realised how wrong my original assessment was. Then I started to do the same for the enemy!! And it was about this time I GOT IT. And it was like I had been struck by lightning.
Now at this point the Colonel was about 150m away walking across a paddock. He immediately recognised what was happening and he yelled at me across the paddock: “Hey Peter, you just got it didn’t you?” I indicated I had.
Anyway, we spent the next couple of hours talking about the implications of GETTING IT. He reassured me that I wasn’t ignorant or incompetent by not truly understanding the rules beforehand, in fact you need a degree of experience before you can understand the nuances of the rules. But it was a pivotal moment in my career, and it fundamentally changed how I plan.
So what do the three Golden Rules actually mean:
Well the first rule: plan to the lowest level you can then go down one more is all about understanding how the system behaves as best you can within the time constraints you have. In a business context, this is not just identifying at a high level about who your customers, your competitors, your suppliers, or your employees are. It is about analysing them to the lowest level of detail you can, it is about really understanding how the people and/or system will behaves to as granular a level as you can.
The second rule: fight the enemies reaction to your action not their start state is all about recognising that the competition will never just sit back and let you execute your plan without responding. Therefore, every plan must pre-empt what may happen not one but two, three, or even four steps ahead (if you can) and build flexibility into the plan for different contingencies. Systems are dynamic and whenever you intervene in a system it will change – so plan and prepare for it.
And finally, the third and most important rule: the planning is more important than the plan is all about recognising the plan only gets you to the start line and once you execute the plan almost immediately things will change. But by virtue of the fact you have gone through a collaborative planning process means everyone starts with the same mental model; so when you do need to pivot or change the plan it can be done quickly and with minimal friction. It is also about recognising you never end up where you thought you would and that planning is a continuous process and not a one-off event.
If you would like to better understand the Rekon Group Golden Rules of Planning, and would like to understand how to plan using the DECIDE together™ planning process, see our training page for information on our Training Courses.
The change in name from Recon Leadership to Rekon Group better reflects the work we are doing in the Strategy formulation and Execution areas.
We like to think of Performance as being Culture x Strategy x Execution. We focus on all three developing all three elements for our clients. The name change from Recon Leadership to Rekon Group better reflects we provide more than just leadership. Although leadership development is an important component of what we offer, it is not all we offer.
We believe that leaders determine culture and provide simple, intuitive leadership tools to drive a culture of excellence.
Once you have a culture of excellence you need a strategy. We believe that a strategy has to be developed collaboratively within an organisation in order to develop ownership, unity of effort and alignment. We have developed the simple and intuitive DECIDE together planning process that can be used at all levels within an organisation (from CEO to frontline). This framework provides a ‘common language’ that makes planning fast and effective. Click here to see our Rekon Group Golden Rules of Planning.
The final piece of the puzzle is executing with precision, monitoring the environment, and changing direction rapidly. Using the DIRECT not dictate communication template we show you how to communicate with clarity reducing the chance of miscommunication. We develop the skills within an organisation to be able to rapidly adapt to changing circumstances to outperform the competition.
Click here to view our flagship Rekon Group Training Course “Leading Through Uncertainty”.
Rekon Group also offers Corporate Training, Coaching, consulting and event presentations. Click here to find out more about what Rekon Group can do for you and your business.
Francoise brings a wealth of strategy consulting and executive coaching experience. Passionate about people development and performance improvement Francoise previously worked at Bain & Company (a top tier strategy consulting firm) before running her own business as an executive coach and facilitator. An expert strategy development facilitator, Francoise is also adroit at helping clients achieve their personal and professional goals.
As an executive coach and facilitator, Francoise displays a warm and direct style, with a constant focus on achieving the client’s outcomes. She marries her strong communications skills and people experience with many years of practical business experience in diverse fields including law, corporate strategy, business analysis, process improvement, organisational design, career development and recruitment.
Areas of expertise and special interest:
• Career development, and career coaching
• Transitional coaching
• People development, engagement and leadership
• Development and promotion of female into leadership roles
• Executive coaching and mentoring of leaders and their teams
• Facilitation of conferences, events and workshops
• Consulting to leaders and teams on strategy, growth strategy, performance improvement, organisation design and post merger integration projects
She holds an MBA from London Business School and a Master of Laws from the University of London.
Informally involved since 2015 Geoff’s advice has been invaluable to REKON Group. His appointment to the Advisory Board formalises his advisory role.
The Advisory Board exists to provide advice and direction to the REKON Group leadership team and comprises of eminent people with experience from a range of industries and backgrounds.
Geoff is the Managing Director of Standard Wool Investments Pty Ltd (previously Standard Wool Australia Pty Ltd). He has held the position since 1996 and during that time the company moved from being one of Australia’s largest integrated wool brokering, exporting and processing companies to a business with its activities mainly related to property, development and investments.
He has previously held senior positions in the fishing, food and resources industries and his early career was as a commissioned officer in the Australian Regular Army – this included service in Australia and overseas.
In addition to his directorship with Standard Wool Investments Pty Ltd, he also holds the following directorships:
– Chairman (and Shareholder) of Troppus IT & Management Services Pty Ltd
– Director of Australian Rugby Union Limited
– Director of Reabold Tennis Club (Inc)
His past directorships include:
– Chairman of RugbyWA – 23 years (retired March 2011)
– Director of the Australian Wool Exchange (peak industry body for wool in Australia – 9 years
– Director of Australian Council of Wool Exporters – 9 years
– Director of the Australian Sports Commission – 3 years
– Chairman of WA Rock Lobster & Prawning Association – 2 years
– Director of WA Fishing Industry Council – 3 years
He is a fellow of the Australian Institute of Company Directors and a Fellow of the Australian Institute of Management.
Outside of work his main interests are sport related. He trains daily at a health club and plays golf and tennis all year round. However, his main sport is rugby union and he has played, administered and coached at national, provincial and club levels. He was a grinder on Kookaburra 1987 America’s Cup Defence and he is Patron of the RAE Association (WA) with his main involvement being the welfare needs of RAE ex-servicemen.
His honours and awards include Medal of the Order of Australia, Australian Sports Medal, Centenary Medal and in 2006 was the WA Citizen of the Year in the category of Sport.