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Show Notes
John Drury has spent the last 13 years as a business mentor. He built this business focusing on leadership and helping business owners and corporate executives with what they are trying to do with their businesses and career. If they have a team, he allows them to engage the group. Many business owners have specific technical skills but not necessarily at leading people and building a culture that helps a team to thrive.
Before this, John established a church in the lower Blue Mountains, west of Sydney. He grew the church to over 1,000 members over 24 years across three campuses. The church's growth involved building properties and consulting with the communities and the councils. The average age of the church was 24 years old.
The youthfulness of the church worked well for everybody except for himself. The project relied on John extensively; he felt he had lost his way and burnt out. He enjoyed the work and received a lot of kudos but needed to resign.
He spent two years regrouping and receiving professional support.
One of the roles he took on was a casual role in a swimming pool shop. Eventually, he was offered the management role, grew the team to 9 members, and developed the business.
The principle of growing teams and businesses came naturally to him. He trained to be a professional coach and started his consulting business.
In business environments, owners are free to express displeasure as long they do not act as bully staff. Emotional pressure needs to be shared; otherwise, it leads to burnout. Developing a strong team of leaders is a great way to share the emotional stress of running a business. Establishing an external board and seeking a suitable mentor or coach are ways to share and dissipate the pressure.
Periods of introspection are essential for leaders. Around the age of 40, leaders are encouraged to proactively and deliberately seek out a coach and opportunities for contemplation. Who am I now, and what am I trying to achieve? Every seven years is a great habit to engage in a period of introspection.
Sideway career moves and step changes using some core skills is an excellent thing to do. A new role with less pressure can give you more time to think and be successful.
Setting culture in an organisation can start with a culture statement. Culture comes down to the intrinsic values in an organisation. Culture is “how we do stuff around here.” Family, religions, race, and business all have a culture. You either get the culture you set or the culture you allow. If you allow the culture to be set, then the most assertive personality will rise and set the culture.
What is the culture you want in the organisation? The business owner’s behaviour is potent in setting culture. The culture has to be owned by the business owner. Set a culture that is inclusive and empowers the team. What do the values mean for the organisation. Develop a culture statement and then reward and recognise members who demonstrate the values.
The hardest thing for a young leader is to move from being part of the group to be part of the leadership team. 90% of leadership is example, and 10% is about challenging people and getting them to do their best.
In Summary:
Being successful is great, but there are risks. One of the risks is losing your way.
Constant pressure and the demands of leading people can be emotional.
It is essential, but not easy, to be honest, and face the facts.
Recognise the signs of stress and be wise to their impacts.
The seasons in our lives (ups and downs). Try to maximise the ups and minimise the downs.
Team building – it is essential in most things we do. Strong leaders need to be developed.
Outside advice and counsel are essential.