Developing People

Kirsty Hunter – CEO – Datacom

“Peter also pushed me really hard into this influence space. I think he knew quite well at the time that I didn’t have it. The biggest void was my lack of influence. Today I am just so far more aware of how I am managing relationships and making decisions. My control is a lot better. I don’t have the anxiety I used to have.

There is a resilience of being confident”.

Click here for full case study

Developing People – Kirsty Hunter – CEO – Datacom

It was a very interesting time for me personally when I met Peter. I was probably on the border of being clinically depressed because my boss of a decade died suddenly. Anyway, right at that time I was just sinking you know? I wasn’t performing, I certainly was getting pushed around in the organisation, I didn’t want to be there, all sorts of shit was going on and then Peter came into my life. I wasn’t at my peak. I got into this zone of just feeling I was a serving person, I served rather than led

I was in the same role but the company was very different as I said. We just lost our CEO. We were in turmoil, we just got a new CEO, my business had a number of strains on it, I just lost a big customer. I was very unhappy. I got sick; I got really overweight, got fat. I didn’t exercise, I was very moody. It was almost like I couldn’t turn it on, I couldn’t get the engine to turn over like I used to. I was in a very senior position really, I was earning a lot of money and I had people around me that were very competitive.

It was a very political time. I had a peer that was highly political and Peter and I would talk about him often because he was the guy that was sort of running a few agendas that weren’t in my favour and I was feeling sort of cowered by that and thinking I’ll just go quiet. Peter said “No!, we are coming out – and I’m right behind you.”

Over the months of working with Peter, I could just feel the strength and confidence building. Another really key thing that Peter sort of gave to me is that I was out of whack with work/life balance and I was sort of coming through that period. Peter turned that around for me.

He also pushed me really hard into this influence space. I think he knew quite well at the time that I didn’t have it. There was a void there and the biggest void was my lack of influence

Today, I am just far more aware. I am aware of how I’m managing relationships and making decisions. My control is a lot better. I don’t have the anxiety I used to have. I don’t sweat the small stuff. There is a resilience of being confident; being positive, not losing your cool and not letting your empathy go.

Allan Ferguson – CEO – Omega Plumbing Solutions

“Developing people is the area that I focus on the most and probably got the best results. I am devoted to leadership. I didn’t know how to develop people and staff have responded very positively to my shift in people development.”

Click here for full case study

Developing People – Allan Ferguson – Omega Plumbing

I would probably have to say a nine out of ten would be devoted to leadership. Everything else that I’ve done with the standardised pricing and the direction the business has gone in was not achievable without having the right people in the business.

Developing people is probably the area that I’ve focused on the most and probably got the best results. Without having a clear persistence in people management there is not a chance that my organisation would be as successful as what it is.

I didn’t know how to develop people; I would score myself two or three out of ten. This is an area that I am better than I was. If I had to give myself out of ten on my ability to develop people, I’m probably at a seven. I’ve still got a long way to go.

Staff have responded very positively to my shift in people development. I have one team member, who is the best plumber I’ve employed, he’s loyal he likes to work here. He has actually gone through one-on-one leadership development with Peter and I and we identified then that he is a little bit uncomfortable with having too many people reporting to him. So, as the company has grown we’ve kept him as a subsidiary manager, a little bit down the organisational chart but he’s where he wants to be and he’s quite comfortable with that.

Brent Lambert – CEO – PMC

“I’m really looking to their characteristics now and their personalities and really try and enhance their feelings towards the business and really take a lot of their suggestions. I’m a lot more open minded and try to get them involved in the business where before I would shut them off.”

Click here for full case study

Developing People – Brent Lambert – PMC

I am really looking to their characteristics now and their personalities and really try and enhance their feelings towards the business and really take a lot of their suggestions. I’m a lot more open-minded and try to get them involved in the business where before I would probably shut them off and think – what I think is how it is and not take any notice of them really. Whereas now I have a lot of one on one time with the staff and involve them in what’s coming up and try and get them excited about it, get ideas like where they think we can improve. That sort of makes them part of the business.

Previously staff would only see me for five minutes on the job and I would be gone, whereas now, I spend an hour with them at least once a week talking to each one of them. I didn’t manage my time properly and so I’d be in and out before they got a chance to really have a talk and tell me these are the problems and this is what we need to address. I would be all over the place from one job to another.

Also, making those guys accountable for the job they are doing. They weren’t accountable before but certain processes were put forward and now they are accountable for everything they do which is really showing up now with references, without me having to go to a house and really go over it with a fine tooth comb at the end of the job. With accountability, the guys have now been able to do that with the owners without involving me. That’s been a major change.

Des Hasler – Manly National Rugby League Club – Head Coach

Peter Cox worked with the Manly NRL football team from 2005 – 2011. In that time, Peter coordinated and delivered a leadership-based and thinking strategy. It enlightened and promoted clear vision under which the players learned to deal with times of adversity both on and off the football field. The players and staff were enriched by the experiences that Peter provided.

During his 7-year tenure, the Manly NRL team qualified for the NRL finals 7 years in a row; qualified for 3 grand finals; and won 2 NRL premierships in 2008 and 2011. The team was well regarded by the brand of football they played.

No doubt, a significant part was the visualisation provided by Peter Cox.