What Really Matters! Volume 3, Number 3, 2011 ebook out now!

WHAT REALLY
MATTERS!

VOLUME 3, NUMBER 3, 2011

What Really Matters! Volume 3, Number 3, 2011 is a compilation of
selected articles from The OTM Academy from July 1st 2011 until
September 30th 2011.

By Gary Ryan

Published by What Really Matters Publishing
c/- Organisations That Matter
Level 8, 350 Collins Street
Melbourne, Victoria 3166
AUSTRALIA
Phone +61 3 8676 0637
E-mail: info@orgsthatmatter.com

Formatting by Janine Ripper janine.ripper@gmail.com

A Note About Ebooks

Ebooks provide a special function that traditional books cannot provide. The links in
this ebook are ‘live’, so if you read the ebook while online, you can immediately
access the reference material.

Copyright © 2011 Gary Ryan, Organisations That Matter®

All effort was made to render this ebook free from error and omission. However, the author,
publisher, editor, their employees or agents shall not accept responsibility for injury, loss or damage
to any person or body or organisation acting or refraining from such action as a result of material in
this book, whether or not such injury, loss or damage is in any way due to any negligent act or
omission, breach of duty, or default on the part of the author, publisher, editor or their employees
or agents.

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A Message from Gary Ryan

Thank you to all our members of the OTM Academy. We hope that
you will receive great value from this collection of articles compiled
in the third quarter of 2011.

Please respect our copyright. This means that if you have received
this ebook you are free to share it, providing you do not change it in
any way.

Keep learning and be the best leader that you can be!

Gary Ryan

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Table of Contents
6 Is There a Difference Between Responsibility and Accountability? -
By Ian Berry

7 LinkedIn ‘Apply’ Button - The Way of the Future

7 Awkward Workplace Conversations

8 Writing and Sharing What We Write is Great for the Business - By
Ian Berry

10 Passion and Vision - by Judith Haskins

11 How to Motivate Employees Underlying Belief

12 Hello Sunday Morning: A Simple Idea to Blog About - By Troy
Simmonds

13 Honesty Does Pay

15 When Sport is More than Sport: The Peace Team IC11

16 Thriving in a Low Confidence High Anxiety World - By Ian Berry

18 Changing What’s Normal Conversations - By Ian Berry

20 HBR Blog - It’s the Leadership, Stupid

22 Gardening of the Mind - by Ian Berry

23 Service Standards Exist so We Can Create Great Service

24 How Strategy and Systems and Processes Support Great Service

25 Service Excellence Requires Measuring and Responding

26 Review of 100 Studies Reveals

26 Re-imagine and Take Action - By Ian Berry

27 Memories of 911 - A Personal Connection

30 My 5 Personal and Lasting Lessons from 9/11 - By Ian Berry

32 Listening is the Fastest Way to Provide Great Service

33 13 Key Reasons Why Most Change Programs Fail - By Ian Berry

34 Describing ‘Support Chart’ Strategic Outcomes

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36 Why the Development and Recruitment of People Lies at the Heart
of Your Service Strategy

37 Leadership Insights Series Interviews

38 Online Courses

38 Webinars

39 What Really Matters for Young Professionals

41 About Gary Ryan

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WHAT REALLY MATTERS VOLUME 3 NUMBER 3 2011

Is There a Difference Between
responsibility and Accountability? By Ian Berry
My friend and colleague Kwai Yu, the founder and CEO of Leaders Cafe,
asked an interesting question in the Leaders Cafe group on LinkedIn
recently: "I am not responsible for 53,000 employees" - so says Rupert
Murdoch. What would you have said in his position?
You can read the very interesting Yeses, No’s and Maybe’s here. Here is what I added
to the discussion.
I imagine that Murdoch is far removed from the day to day actions of his people
(53,000 employees). There are probably thousands he hasn’t ever met. Is there a
failure of management in the company? In my view - absolutely.
I suspect there are policies, procedures, practices, systems - the stuff of management -
that if followed meant what happened shouldn’t have. And obviously somewhere along
the line several people broke the rules, which means several people have failed as
managers, and probably as leaders as well.

“...obviously somewhere along the line several people broke the rules, which
means several people have failed as managers, and probably as leaders as
well”

The GFC and BP are examples of poor management. It is ironic that the poorest
managers on the planet - politicians - are finger pointing and yet not doing
management which is to change what's normal with policies, procedures and practices.
As to the big question circulating the globe, is Murdoch responsible? I don't think so.
He is only responsible if he knew what was going on
and did nothing about it. This we will probably never
know.
Ian Berry is the Founder of the As another one of my colleagues, Terry Paulson said
Differencemakers Community in the discussion "I do not think he knew. If he did,
and Author of Changing he should be held accountable."
What’s Normal. There is a big, big difference between responsibility
and accountability. In the end of this Murdoch will
Ian has been the partner of
be accountable. An interesting question is: Will he
passionate and enlightened
be held to account by others or will he hold himself
leaders in several countries
and the people who failed their responsibility to
since 1991, to change what’s account?
normal for the good of people,
What say you? Is there a difference between
our planet, and for proﬁt.
responsibility and accountability? And if so what are
the differences?
Please feel free to comment on this article.

Be the difference you want to see in the world.

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LinkedIn 'Apply' Button: The Way of the
Future
Folks - too many people are not leveraging LinkedIn properly! This article
reveals another reason why you should have a current and complete
LinkedIn profile and why it is worth keeping your LinkedIn presence up to
scratch.
A new 'LinkedIn Apply' tool means that organisations can now add a button to their
websites where applicants can apply through LinkedIn. With the trend toward job
hunting success being that those with current jobs get offered new jobs professional
networking sites like LinkedIn are becoming more and more important in your job
hunting approach.
If you haven't yet viewed the webinar recording that is exclusive to OTM Academy
members 9 Lessons to Leverage LinkedIn for Beginners then now is the time to not only
view the recording, but to take action on your profile.

Awkward Workplace Conversations
Thank you to those of you who contacted me because you had seen my
contribution to James Adonis' article on awkward conversations in the
workplace (which you can read here).
It is my strong view that many, if not most awkward conversations in the workplace are
made significantly easier if agreed behaviours have been created (and kept alive)
throughout a team's journey. It really does make discussing inappropriate behaviour so
much easier because you have your agreed behaviours to which you can refer.
An important point to note is that often we have to experience our agreed behaviours
before everyone really does establish a shared meaning for them. As an example some
teams that I have worked with have included 'having fun' as one of their behaviours.
Clearly this can be open to a lot of interpretation. What is fun for some, may not be for
others!
This means that you have to experience your agreed behaviours and every once in a
while, say once a month, discuss explicit examples of your agreed behaviours in action,
including behaviours that you aren't sure if they fit the intention of your behaviours.
These 'Conversations That Matter®' don't have to be long. They can be around 10
minutes which is a small amount of time given the benefits to a team of being on the
same page from a behavioural perspective.
Please give the concept a go and share your examples and challenges with our
community.

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Writing and Sharing What We Write is
Great for Business by Ian Berry
‘Changing What’s Normal’ is my
fourth book. It is the one I always
wanted to write. It was also the
most difficult to write. I don’t find
writing easy. I do find it a very
valuable and rewarding experience
nonetheless.

Do you write your feelings and thoughts
down and share them with others?
I would highly recommend that you do so
frequently. Writing is a valuable action for leaders for five key reasons. Writing can
lead us to clarity, content, communication, community, and creativity.
Clarity
Getting really clear about our intentions, feelings and thoughts means our actions are
more considered, conscious, and deliberate. Being really clear is a key to investing in
time wisely. You have 168 hours each week like everyone else. You will use the time
you have much better by being really clear. Being really clear also helps others to know
exactly where they stand with us. Writing and sharing what you write increases clarity.
Content
In the digital world content is king. The more content you make available in all forms of
social media, the more you will attract the kind of people you need and want in your
business. Having great content online as well as in print makes it easy for other people
to spread our messages. Word of mouth marketing is and always will be the best form
of marketing. The more you write and share what you write, the greater your content
will be in terms of quantity and quality.
Communication
Clarity and content pave the way for better communication. Lack of clarity and content
by leaders has a massive negative effect on productivity. I estimate poor
communication to be one of the single biggest reasons for low productivity and low
people engagement. The more you write and share what you write the better
communicator you will become.
Community
Clarity, content, and good communication are all prerequisites for creating community
with all your stakeholders. Robert Frost once remarked that home is that place that
when you go there, they have to let you in. This is what I mean by community, a place
we can belong to and be who we are. There is no greater place to belong to than
community. Writing and sharing what we write also creates community itself for it
attracts people to us who have a shared view with us about the things the really matter
to us.

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Write and share what you write and you will increase your sense of belonging in the
places that are important to you as well as attract other people to those places.
Creativity
Writing for me is a daily discipline. I have been in the habit of writing daily since I
began blogging in May 2007. I don’t publish everything however the discipline has
helped me to be more disciplined in many other areas of my life. Daily writing has
forced to me to have daily thinking time and this has done wonders for my creativity.

How often do you write?
When and where do you share what you write?

My strong suggestion is that writing and sharing what you write frequently are a key to
the successful future of your business, no matter what your product/s or service/s.

What do you think?

Ian Berry is the Founder of the Differencemakers
Community and Author of Changing What’s Normal.

Ian has been the partner of passionate and enlightened
leaders in several countries since 1991, to change
what’s normal for the good of people, our planet, and for
proﬁt.

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Passion and Vision by Judith Haskins
I am employed part-time at RMIT University in the Careers & Employment
area working with students and staff on developing volunteer and
leadership learning and activities.
In addition, I am on the Board of Management of a very active community centre
providing diverse "connection" and learning initiatives and programs for a range of age
groups.
I find both roles stimulating and really challenging, especially in terms of re-appraising
visions, identifying community needs and determining strategic directions in light of
those projected needs.
The periodic reappraisal of organisational vision seems to me to be very important.
Particularly for organisations providing 'people services' - a well articulated
organisational vision is essential for common understanding among those working in the
organisation, for direction-setting and for explaining to the wider community how the
organisation believes it can help improve the world in which we live, not just how
powerful the entity aims to be.

“...a well articulated organisational vision is essential for common understanding
among those working in an organisation”

Sound like a soap-box speech? Maybe, but it's important to be passionate about what
we do isn't it?

Please feel free to comment on this article

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How to Motivate Employees
- Underlying Belief

Over many years of facilitating leadership development programs I have
constantly been asked "Gary, how do you motivate employees?"
My response is to pose the question to the group. However I change the question (at
first) to:
"What conditions need to be present at work for you to be motivated to perform at
your best?"
I publicly capture the responses of the participants.
We then move to the original question:
"Now place yourselves back into your management roles. What conditions or factors
need to be present for those people who report to you to be motivated to perform at
their best?"
Once again I publicly capture their responses.
I then ask a third question:
"What do you notice about these two lists?"
After a slight pause someone will say something like:
"They are basically the same!"
It is my experience that for some reason unknown to me the majority of people who go
into formal leadership roles adopt the view that somehow what motivates them to
perform at their best is different to what motivates the people who report to them. Yet
this simple activity highlights that the motivation factors are not different.
Keep in mind that it is my view that I (and you) cannot motivate anyone to do anything.
What we can do is create the conditions that enable people to be self-motivated. It is
your job as a leader to control what you can in terms of creating the conditions for your
employees to be self motivated.
So the first thing that you need to do if you want to understand how to motivate your
employees is to adopt the belief that what motivates them is fundamentally no different
to what motivates you!

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Hello Sunday Morning: A Simple Idea to
Blog About by Troy Simmonds
A friend of mine pointed me to a segment on the 7pm Project called
‘Hello Sunday Morning’. So I jumped onto their website and watched the
segment.
This guy - Chris Raine - has used the social networking boom to raise such a simple
reason or idea that everyone can talk about.
Alcohol in society plays a very big part of our culture and something that we can enjoy
but not need or rely on.
The reason's why human beings drink are many and his message is that we don't need
alcohol to enjoy ourselves or feel confident and even to be yourself. The drinking
culture is everywhere and he mentions that 1 in 5 Australians drink alcohol as a habit.

“1 in 5 Australians drink alcohol as a habit.”

You can check the story out for yourself and see why he banned himself from alcohol for
a year and blogged about it. This then created a network of followers to see how he
was tracking, which then inspired others to make a choice on their own alcohol habits -
some taking 3-6 months free of it. Already he has over 1000 people signed up and
starting to blog about their own discovery or battles without alcohol.
A great, simple idea that has gained so much traction due to alcohol being a part of so
many young people's lives. I can see this developing into something bigger for Chris.

How do you welcome Sunday morning?

View the 7PM Project footage here

Why not join the discussion on this article?

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Honesty Does Pay!
Recently after having concluded a ‘Getting ahead as a Young
Professional’ workshop (which is part of a leadership development
program for the Faculty of Law at Monash University in Melbourne
Australia) one of the students, Steph Wallace, shared a story regarding
the power of honesty with me and I’d like to share her story with you.
Steph had applied for a clerical assistant role for a law firm and the role was due to
start mid December 2010. At the time, Steph had 1 year to go to complete her degree
and was aware that graduate positions going into 2012 were going to be few and far
between. As a result of this knowledge, Steph had hoped to gain the clerical assistant’s
role so that after the firm having experienced the quality of her work throughout 2011
she would be well positioned to obtain the graduate position in 2012. From my
perspective this is a very sound strategy.
Steph successfully negotiated the first round of interviews and was invited for a second
interview, this time with the person to whom she would be reporting if she gained the
position.
It was at this point that Steph confronted a dilemma. Her father was ill overseas and
Steph had already booked a 6 week visit to spend time with him. Her trip commenced
the second week of January, a mere three weeks after she was to start the position. As
there was a lot ‘riding’ on getting this job in terms of increasing her chances of
obtaining a graduate position, Steph was unsure whether she should reveal in the
second interview that she would be away for 6 weeks three weeks after starting her
new job, or wait until being offered the job before revealing this information.

What would you do in this situation?

Well, this is exactly the question that Steph asked her friends, family and colleagues.
Interestingly the majority of people said:
“Don’t tell them in the interview. Get the job first, then tell them.”
Steph’s mother had a different view.
“How would you like people to treat you if you were in your future bosses’
position?” she asked.
After their conversation Steph decided to go with her intuitive response to this dilemma.
“If I didn’t get the job and I bumped into this lady in five years time, I’d want her
to remember me for being honest.”
At an appropriate time in the second interview Steph shared her dilemma with her
potential boss.
“I know that what I am about to tell you will probably kill my chances of getting
this job, but I feel that it is important that I am honest with you.”

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Steph then went on to explain her situation. The outcome - Steph got the job, and has
been mentored in the role ever since.
Given that our conversation was nine months after Steph had successfully gained the job
I asked her if she had repaid their support.
"Many times over Gary! I really do everything I can for them because they were so
supportive of me, even when they didn’t even know me. I now participate in
Subcomittees and try and give that extra bit of work/ effort whenever I can. From
the IT team to my boss, to the Chairman they are both supportive colleagues,
friends and mentors in a variety of ways."
What I have found fascinating is that I have shared this story with many people. The vast
majority have said that they would not have told their new boss about the trip until after
getting the job.
If you stop and think about the mental models underlying this response one that keeps
popping up for me is that people have a theory that if they are honest, bad things will
happen.
Hopefully this story will help to challenge this theory. In this case, honesty was rewarded
and well done to the organisation for having the courage to do so.

What are your experiences of honesty in the workplace?
Does it pay?
Once you have read the article please feel free to post a comment.

14


When Sport is More Than Sport -
The Peace Team IC11
The Australian Football League's (AFL) International Cup 2011 involves 18
male teams and 5 female teams from around the globe competing to
become crowned the best AFL country outside Australia.
In 2008 a new team called "The Peace Team" entered the competition. The team
comprises 13 Israeli and 13 Palestinian players in its squad of 26. They have returned to
participate in the 2011 competition (IC11).
This is no ordinary 'footy team' and the challenge of putting the team together is no
ordinary challenge. Yet the team is here and made it through to the Division 2 semi-
finals.
When asked why the team was created, team leaders reported that peace for their
homeland was what they wanted. The complexities of creating the team has involved
facilitated dialogue sessions because of the long and historic differences between
Israeli's and Palestinians.
I was recently asked "Gary, when does dialogue work?"
"When all parties choose to dialogue and they share a common purpose, or are willing
to discover one" was my response.
The Peace Team is an example of the power of dialogue. Imagine the dialogue that
occurred to create this team.
While the difference they are making might be small, it IS a positive difference none
the less and shows what can be done at any level to improve our world when people
have the courage to do so.
You can learn more about The Peace team here.

What efforts are you making to create a more peaceful world;
at home, at work and/or in your local community?


15


Thriving in a Low Confidence-High Anxiety
World by Ian Berry
Some people are describing the status quo in much of the world right
now as low confidence-high anxiety, and I certainly sense this. In my 20
years as a business owner I have never known it to be so tough. Much of
what used to work, doesn’t work anymore. I am not in any way
depressed however, rather I am excited by the possibilities and results of
changing what’s normal.
Some people are describing the status quo in much of the world right now as low
confidence-high anxiety and I certainly sense this. In my 20 years as a business owner
I have never known it to be so tough. Much of what used to work, doesn’t work
anymore. I am not in any way depressed however, rather I am excited by the
possibilities and results of changing what’s normal.
Here are five of my key actions that can lead to thriving in your business no matter
what seems to be status quo:

1. Concentrate on serving niches.
As my friend and colleague Gihan Perera says “Niche guys finish first.” Become the
go to person for people looking for specific products and/or services that you can
deliver. Two excellent books on how to do this are: 'Becoming a key person of
influence' by Daniel Priestley and 'How to be that guy' by Scott Ginsberg.

What niches do you own?

2. Charge for value as perceived by buyers.
If your product and/or service is a commodity or can be commoditised it is only a
matter of time before someone offers a cheaper price, therefore ensure your
products/services are not seen as commodities, and leave that kind of business to
the big boys (well it usually is boys!).
When people ask me what is my fee? my answer is always, that depends, because I
only offer tailored packages based on a simple yet very powerful formula I learned
from Alan Weiss - agree on objectives, how they will be measured, and what is the
value of achieving the objectives according to the buyer. My fee depends on the
value of the result of working together as determined by the buyer.

How do you get paid?

3. Control what you can and stop stressing over what you can’t
“Control the controllables” is often how this action is stated. I am in charge of my
intentions, feelings, thoughts, and actions.

And you are in charge of yours.

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How are much in control are you?
And how much are you letting what you can do nothing about get the better of you?

4. Compete with yourself and only collaborate with people when you have
achieved a shared view.
These are two of the 58 sparkenations in my changing what’s normal book.
If you want to change yourself, change or modify your intentions, feelings, thoughts,
and/or actions, and you will soon have different and hopefully better better results.
If you want to change a relationship, change or modify how you contact, connect,
establish common ground, and demonstrate commitment to the person or people and
very soon your relationship will change. And if this doesn’t happen maybe you have
your ladder up against the wrong wall.

How well are you competing with yourself and collaborating with others?

5. Champion causes that people in your tribes are passionate about
Champion what people in your tribes are passionate about and people will reciprocate
in no time.

What tribes are you leading?
And what are the members of these tribes passionate about?
How are you helping these people to achieve what is vital to them?

The above are just 5 ways of many to thrive in a low confidence-high anxiety world.

I would be very interested in your thoughts because
there are a zillion more ways to stop the status quo
from strangling the life out of us by changing what’s
normal. Please comment here or email me
ian@changingwhatsnormal.com.

Ian is the Founder of the Differencemakers
Community and Author of Changing What’s Normal.

Ian has been the partner of passionate and
enlightened leaders in several countries since 1991, to
change what’s normal for the good of people, our
planet, and for proﬁt.

17


Changing What’s Normal Conversations
by Ian Berry

Two trends I like in professional speaking are that presenters are more
and more catalysts for conversation and there is an audience expectation
of the speaker to engage in conversation. I love these trends as they are
a personal preference.
Conversations of meaning are a challenge for most people, particularly in the age of all
things digital.
Here are my top twelve tips for engaging in meaningful conversations:

1) Craft and present your messages with the receiver/s in mind;

2) When sending a message be clear on what you want to happen as a result of
sending your message. The more clarity you have, the clearer your message will
be and therefore the better reception you will get;

3) Ask the receiver/s for feedback on your message effectiveness, i.e. do they get
what you intended them to? Often we think we have been understood and we
haven’t been. Such misunderstanding can have devastating consequences.
Feedback clarifies for us that others have got our message;

4) When receiving a message focus on understanding and not on responding;

5) Respond enthusiastically in genuine ways to what others share with you;

6) Give feedback to the sender so that they know you got their message;

7) Focus on reaching a shared view as a result of conversations. We live in three
worlds; the world in here, that’s my view, the world out there, that’s your view,
and the world we share, things that matter that we agree on. Ending up with a
shared view should be the aim of all our conversations;

8) Sometimes other people say things that conflict with our beliefs or values.
Meaningful conversations are beyond beliefs and values and require an
openness to changing our hearts and minds as well as acknowledging and
valuing beliefs and values that are different to ours;

9) Share stories other people can feel or see themselves in;

10) Be spontaneous using I language and expressing how you feel;

11) Take nothing others say as personal even if you feel or think it is;

12) Above all, be yourself.

“Be yourself; everyone else is already taken.” Oscar Wilde

Here’s to joy and success in all your conversations.

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On a regular basis I host online conversations about the status quo and how we can
change what's normal in order to build a better world. Each conversation is limited to a
small group of people.
Several time slots are available for each particular topic. You can be notified of the
available times by signing-up here. By signing up you can download a one page PDF
version of the 12 tips above.

Please feel free to add a comment to this article.

Ian is the Founder of the Differencemakers Community
and Author of Changing What’s Normal.

proﬁt.

19


HBR Blog - It's the Leadership, Stupid
Over the past 24 hours I have been participating on an online
conversation based on this article titled It's the Leadership, Stupid by
Nilofer Merchant posted on the HBR Blog.

The article highlights Nilofer's experience of a leader when she was facilitating an
Innovation program. Part way through her program a person entered the room, sat
down and while he was physically in the room proceeded to focus on his mobile phone
for the majority of the time he was there. He didn't contribute and was hardly 'present'.
Later Nilofer discovered that he was the boss - the 'Leader'.
Many people have commented on Nilofer's article and they have suggested many
behaviours that the leader 'should' have done. I agree with them.
For me, however, there is a deeper issue here.
Despite all our views about what this leader should have done and how he should have
behaved, the fact is, he's the formal leader, not us. How can it be with all the education
available about how people really should lead, mixed with all the research (I have
participated in a fascinating Harvard discussion forum on the behaviours we expect of
effective leaders to build trust, and there have been over 370 comments from all over
the world) regarding what people expect of leaders, that we still get this scene time and
time again?

“How can it be with all the education available about how people really should
lead...that we still get this scene time and time again?”

20


One of the driving factors for why I am self employed is because I do not want to put
myself back in a situation where I have to put up with the highest paid people, the
people with the most authority and power, the people who believe that they really are a
'higher form of human being' than everyone else (evidenced by their title, pay check
and large office according to themselves) behaving like the jerk in Nilofer's article.
I'm not suggesting that all senior leaders are awful leaders. Fortunately I get to work
with a number of excellent ones. The problem is that they seem to be few and far
between.
I also meet large numbers of highly talented, internally motivated people with clear
value systems who are effectively screwed by leaders who exhibit poor leadership
qualities and attributes time and time again.
What fascinates me is that our organisations are, too often, rewarding people who
display highly recognised non-leadership behaviours with senior leadership roles that
bring with them extra-ordinary amounts of power and money.
A case in note:
Mark McInnes was sacked as CEO of David Jones as a result of inappropriate behaviour
to which he admitted. Within months he was hired as CEO for another retail chain on a
salary of $5.2M. One of the first decisions he presided over was to close 50 stores. In
his announcement he didn't say how many people would be losing their jobs and added
that Premier Retail would be opening 100 new stores in the near future (I don't know
about you but I can see through that one!). Let's think about the people losing their
jobs. I'll bet many of them are decent people, who have done the best they can and
haven't behaved inappropriately and/or abused a position of power. Are they going to
be rewarded with $5.2 Million jobs? I don't think so.
Clearly there is something critically wrong with much of our system. Poor behaviour
(poor leadership when compared to our aspirations for leadership) is being rewarded.
Again and again. The types of behaviour we regularly say should be displayed by
leaders are punished or, at least not rewarded.
What to do? I have some ideas but I would like to hear from you first. I'd especially
like to hear about your examples of good and effective leadership that is real, not
aspirational. I don't know about you, but I need to discover a few more good examples
of leaders as I'd like to promote their organisations as places where talented people
should aim to work if they can.

“I don’t know about you, but I need to discover a few more good examples of
leaders...”


21


Gardening of the Heart and Mind by Ian Berry
I recently spent 3 hard days working in my garden mostly weeding out the
dreaded winter weeds nicknamed sour sops. They take over everything in
sight, almost overnight it seems.
This exercise, and that it was, got me thinking about how easy it is to allow weeds,
meaning negative feelings and thoughts, to take over our hearts and minds.

Have you done some gardening in your heart and mind lately and removed your weeds?

I am normally very disciplined in not feeling or thinking anything negative. As I pulled
out weeds, cursing at the start, I started observing that indeed some negative stuff had
crept in. I resolved to be even more disciplined to not let this happen.

What emotional and thought weeds have taken over you?
And what will you do about it today?


Ian is the Founder of the Differencemakers Community
and Author of Changing What’s Normal.

proﬁt.

22


Service Standards Exist So We Can Create
Great Service
Service standards are the in-house systems and processes, policies and
procedures that your organisation has created to give it every possible
chance of meeting and exceeding the expectations of its customers.
They create the possibility of consistency while allowing the people in your organisation
to make decisions that lead to improved service outcomes. It is not always necessary
to create new service standards; many of them already exist in operating manuals,
rules, procedures and policies.
The challenge is to determine whether they support or hinder great service. The
‘bureaucracy busting’ of the GE Workout program (The Boundaryless Organisation by
Ashkenas, Ulrich, Jick, & Kerr, 1995) is an example of a process that at its very heart
was about ensuring the company’s systems and processes remained aligned to serving
people and achieving the organisation’s goals.

How do you ensure that your service standards are aligned to providing great service?

Why not use this article as a catalyst for Conversations That Matter®?

Research Participant

We think that it is great when a
new person starts work here. We
encourage them to ask
questions. So they do. “Why
does this policy and that policy
exist?” That’s what they ask. And
if we haven’t got a genuine
answer, then we seriously look at
the policy or procedure and
change it if it is no longer helping
us to serve our customers.

Please feel free to comment on
this article

23


How Strategy and Systems and Processes
Support Great Service
All staff, whether the CEO or the lowest paid employee in the
organisation have a high sense of job satisfaction when they are able to
serve their customers properly. When systems and processes exist to
support the passion of people, great service can flow through an
organisation.
The staff satisfaction that comes from providing great service is an outcome of the
support that an organisation’s strategy and systems and processes provide for the staff
members when they are in the act of providing great service. In turn, this type of
internal relationship results in a virtuous cycle that generates great service at the
customer interface, whether internal or external to the organisation.
In this sense, it is absolutely vital that systems and processes support staff in building
positive relationships with clients, customers and stakeholders. Without this support
delivering great service and staff job satisfaction fall through the floor.

"Relationship employees work harder and smarter. They care about the business, its
future, its destiny. The business becomes their business."
Leonard L Berry - researcher and author.”

How well do your
organisation's systems and
processes support staff to
deliver great service?

Why not use this article as
a catalyst for Conversations
That Matter® within your
team, department or
organisation?


24


Service Excellence Requires Measuring
and Responding
A fundamental aspect of service excellence is the tools that an
organisation uses to measure how it is performing. In this context the
Service Standards that form the basic building blocks of the
organisations systems and processes have to be able to be measured. At
their highest level organisations should be able to recognise how they are
performing at each of the six key drivers of service excellence and each
local team should be able to do likewise.
The capacity to appropriately respond to what the measurements are telling an
organisation is also critical for service excellence. This means that your measurement
systems must be time bound so that the information is current and therefore useful.
Some measurements will be lag indicators of activities that have been completed in the
past, while other measurements will provide lead indicators identifying where a
particular aspect of your service strategy is headed into the future.
A lag indicator may be your sales results for the past month. A lead indicator may be
the number of customer 'contacts' you have 'alive' in your marketing funnel which will
act as an indicator for how many sales you may make the following month.

How do you measure your service standards?
What lead and lag indicators are you using?

It wasn’t until we started to look at our service strategy and ask ourselves whether or
not we were measuring what was really important to us that we started to improve. We
had promised people that we would get
back to them within 24 hours but we didn’t
have a clue whether or not we were
achieving that standard. To our horror we
discovered that our response time was more
like 36 hours than 24 hours. It took us
about three months but we eventually got
our average down to 10 hours, well ahead
of the base standard that we had set.

Please feel free to use this article to
stimulate Conversations That Matter®
within your organisation.

Please feel free to comment on this
article

25


Review of 100 Studies Reveals 12
Attributes of a Great Place To Work
How does your organisation rate against the ‘12 Attributes of a Truly
Great Place to Work’, according to a new article published on the Harvard
Business Review Blog Network.
The article is based upon over 100 studies on what creates the most engaged
employees.
Personally, I like the idea of supporting an afternoon nap.

My question is - do any of you work for an organisation that would actually be
okay with that?

Re-imagine and Take Action by Ian Berry
One of my favourite books is ‘Re-imagine! Business Excellence in a
Disruptive Age’ by Tom Peters. You can find out more about this book
and download a chapter here.
For a list of all the books I recommend please go here and put ceo in the password box.
This week - think and take action in your own way
on the following.

What has become normal in your business?
Ian is the Founder of the
Choose one thing that everyone accepts as normal Differencemakers Community and
practice. Get together with stakeholders and Re- A u t h o r o f C h a n g i n g W h a t ’s
imagine it. Think about what you chose in the Normal.
context of this question:
Ian has been the partner of
How could this be more valuable to those who passionate and enlightened
have a stake in it? leaders in several countries since
1991, to change what’s normal for
Then take action. the good of people, our planet,
Do it. Leaders don’t wait. Leaders go first. and for proﬁt.
Lead.


26


Memories of 911 - A Personal Connection
Nine Eleven.
Two powerful words. They evoke deep emotions of awe, fear, anger, devastation,
astonishment, concern and many more of which I am yet to find the words to describe.
I was awoken by a ringing phone, which is
always a little nerve rattling as night-time
calls are often accompanied by bad news.
As the phone was closest to my wife
Michelle, she picked up the receiver. It was
my youngest brother Wayne.
"Turn on your TV. America is under attack"
is all he said.
We rushed into our living room and turned
on the TV to see the North Tower on fire,
smoke billowing from the 93rd floor and
above.
It was an incredible site.
Michelle and I were watching trying to make
sense of my brother's statement. And then
we saw it - live. The second plane flew into
the South Tower. I literally jumped out of
my chair and stood up.
"Oh my God!" Michelle and I uttered.
"Where's Denis?"
"About 300 miles away in Washington DC".
You see my twin brother Denis was a manager in the security team at the Australian
Embassy in Washington DC. On 911 Denis was in charge of security and the Australian
Prime Minister, John Howard, was on an official visit to the US.
After seeing the second plane fly into the South Tower, Michelle and I were convinced
that the US was indeed under attack. And we assumed Washington would therefore be
on the list of whoever the attackers were. The Australian Embassy is less than a mile
from the White House. I was genuinely concerned for my brother.
We were also genuinely concerned about our world. As our eight and a half month old
baby slept, we wondered "Is this this the start of World War III?". Then the news flash
occurred that confirmed our fears. A plane had flown into the the Pentagon. Surely the
White House will be targeted? Denis isn't far from there.
This was not just some news event on TV. It was personal. It was 'realer than real'.
When was this going to end?
As futile as I expected it to be, I tried calling Denis. I didn't get through.

27


Michelle and I sat and watched as the TV coverage captured every moment, including
what was later to be seen as vision too gruesome to be shown again. To my
knowledge, it hasn't.
It was the sight of people jumping to their deaths from above the impact zone. The
number of 'jumpers' was more than one's mind and soul could bare. Yet we kept
watching, desperate for news of what was happening in Washington.
Michelle and I continued to wonder how bad it was up above the impact zones that the
better option was to jump. This question and the images of what we saw still haunts
me.
The TV coverage flipped between New York and Washington DC. What was going to
happen next? Then the South Tower collapsed before our eyes. To see such a thing
happen on live TV was horrific. It was clear that we had just witnessed thousands of
people losing their lives in a matter of seconds.
We wondered about the motivation of people to do such a thing as to deliberately fly a
jet airliner into a building. The evil of such an act was impossible to comprehend, and
still is today.

“The evil of such an act was impossible to comprehend, and still is today.”

The whole night we watched, terrified of what might be unfolding in the US. I
desperately kept calling Denis.
When morning broke we received a phone call from my mother. Denis had called her.
He was okay. He'd been assisting the US Secret Service who had taken over the
Australian Embassy to look after Prime Minister Howard and his entourage. Our relief
that he was okay was enhanced by our knowledge that four planes were involved in the
attack, and all had been accounted for including the plane that had crashed in
Pennsylvania.
Wow. My twin brother was directly involved in protecting Australia's Prime Minister.
Who would have thought that a plumber from Clayton in Melbourne's south eastern
suburbs could have been directly involved in such a thing. But he was.
As we later discovered when I was able to speak directly with Denis, the gap between
the media reports and what really happened was immense. The media here in Australia
had reported that Prime Minster Howard had been taken to a 'bunker' in the basement
of the Australian embassy. No such 'bunker' existed.
Instead Prime Minister Howard was seated on a plastic chair in the 'Maintenance Man's
Cage' in the basement carpark of the Australian Embassy. Times were indeed different!
How could we be on the other side of the world yet experience a horror as if we were
there?
Although it was 2001 modern communication systems meant that we could in fact
'experience' a world event as it was unfolding. I'm sure psychologists would have some
idea of whether or not it is a good or bad thing that we have the technology to allow us
to experience such events. I still don't know myself.

28


In closing I have no words of wisdom to offer regarding my experience of 911.
Something tells me that it would be disrespectful to do so.
Today I accept that I don't understand why such horrific events happened and why,
more specifically, 911 happened. I just know that it did and I hope and pray that the
broader 'we' never experience such personalised horror in our lives again.

I hope and pray that the broader ‘we’ never experience such
personalised horror in our lives again.

29


My 5 Personal and Lasting Lessons From
9/11 by Ian Berry
Today my grandson Hamish celebrates his 10th birthday. When he
arrived 5 days after 9/11 our joy was in stark contrast to the grief of
thousands.
Here is a part of what I wrote in Sparkenation 7 (Living our lessons from 9/11) of my
Changing What’s Normal book.
Normal.
Most people respond to something bad happening to them with revenge and fail to
grasp the opportunity to do good.
Changing What’s Normal.
On 9/11, the day my daughter was due to give birth, my wife was in Perth with our
daughter. I was at home in Adelaide with a flight booked to fly to Perth on the 13th.
That night, my wife and I spoke on the telephone about what kind of a world our first
grandchild was likely to grow up in?
On the day of my flight the airline I had booked with - Ansett - then an iconic Australian
company, closed down suddenly. I was not able to get a flight on another airline, or a
seat on a train or bus. So I got in my car and drove to Perth - a 36 hour drive.
What occupied my mind for much of that trip was the question “What is the purpose of
my life?” I couldn’t even begin (still can’t) to imagine the horror for those who died in
the World Trade Center and the devastation for their families, yet it inspired me to think
deeply about my own life, and how I could do more to make a difference in the world.

“What is the purpose of my life?”

The long drive to Perth was full of defining moments for me where I made decisions that
still drive my life and my work.
When I held the precious new life of my Grandson in my arms for the first time I
realised that what was becoming ‘normal’ in our world, at that time, was not the sort of
normal I wanted him to grow up in. I made a silent promise to do everything in my
power to never accept ‘normal’ when that means that less than what is possible is
happening in our world.
This book is part of my action plan. It’s a big task and I am just one person. I am
asking for your help. I am asking you to do your work, so that together we might co-
create a world where everyone can win and nobody loses.
In 2005, my wife and I were in London, partly due to my work and partly for holidays.
We traveled on the London Underground the day after the terrorist attack on that rail
system. You could feel the fear and yet also the resolve of travelers to not be beaten by
people who commit terrorist acts. This experience was another defining moment for me
in my life.

30


My 5 lasting lessons from 9/11 are:

1) “A life lived in fear is a life half lived.”
I first came across this wonderful line in the film ‘Strictly Ballroom’. Chances are
that if you are not achieving what you really want in your life right now, you are not
doing something that you fear. Get over it. Do your work. The most amazing thing
about doing what we fear is that usually we end up wondering why we were so
frightened in the first place.

2) “It’s not what happens to you. It’s what you do about it.”
These are the words of W Mitchell an amazing man who has overcome hardships in
his life that would have taken the life of most people. Stop worrying about your
circumstances. Worrying is a useless emotion and along with guilt the most
debilitating. Whatever your circumstance, do something about it. Take action now.

3) Don’t get distracted by what other people do or don’t do
We are responsible for our intentions, feelings, thoughts, and actions, never other
people’s. Stay your course, be true to yourself, maintain your focus and the right
people for you will join you and the wrong people for you won’t.

4) What we believe is just a belief. What we do is what really matters
A client of mine is a devout Christian. Another client a devout Muslim. Another
strictly follows what she sees as the Buddhist way. Still another is Jewish to his
bootstraps. I could go on. I know people from most walks of life who strongly
believe what they do. I admire each of my clients, yet I share none of their belief
systems. What we do share is the fact that behaviour matters more than belief.
Many belief systems are tied up in a faith of some kind. Faith by definition cannot
be proved. If it could be proved it wouldn’t be faith! The ‘proof is in the pudding’
the saying goes, meaning what we do counts for far more than what we believe. As
one of the Apostles of the Christian Church is reported to have said “Faith without
works is dead.”
A lot of faiths are dead today because the actions of many of the faithful betray
their stated beliefs. I meet a lot of people more interested in being right than being
compassionate. Compassion for me is at the heart of all the world’s religion’s. If
we are not living and breathing a compassionate life we render whatever we
believe as null and void, regardless of what we say.
A new world is being born. Compassion is a key component. There is a place for
faith in this new world however belief matters little, what counts is behaviour.

5) However long we live, we leave a legacy
Every life matters. Everyone leaves a legacy. The question we must all answer with
our lives: Is the legacy I am leaving the one that I truly want to leave?
Happy birthday Hamish.

31


Listening is the Fastest Way to Provide
Great Service
The capacity to listen is probably the most important skill that relates to
service excellence. Without this capacity staff will not know the
expectations of their customers, each other, or the key stakeholders of
their communities.
Organisations that provide great service are fantastic listeners; to their customers, to
their key stakeholders and to each other within the organisation. William Isaacs notes
that our culture is dominated by sight. Light moves at 186,000 miles per second, yet
sound only travels at 1,100 feet per second. In summary, William Isaacs (1999) says
that in order to listen we must slow down.
So, just like the old story where the tortoise beats the hare in the race, slowing down to
listen can enable us to make better decisions and therefore meet and exceed our
customer's expectations more quickly.
How do you and/or your organisation slow down to listen?
Please feel free to use this article as a catalyst for Conversations That Matter® in your
organisation

"Our hearing puts us on the map. It balances us. Our sense of balance is
intimately tied to our hearing; both come from the same source within our
bodies...Hearing is auditory, of course, relating to sound. The word
auditory...most ancient root means “to place perception.”
When we listen, we place our perceptions."

William Isaacs, lecturer at MIT Sloan School of Management, consultant and

32


13 Key Reasons Why Most Change
Programs Fail by Ian Berry
The main focus of my business for 20 years has been partnering with
passionate people to stop the status quo from sucking the life out of us
and to turn possibility into reality.
I conclude that most change programs fail for 13 key reasons:

1. The people charged with making the change happen don’t really believe in it and
therefore their work is half-hearted at best
2. The change program is designed to take too long and the status quo wins
3. The expectations are unrealistic
4. People are not genuinely appreciated when they do well
5. People are not held to account when they fail to perform as they agreed they
would
6. Measurements of progress are poor or non-existent
7. Desired change is actually problem solving which usually means a return to the
status quo rather than real innovation
8. Intentions, emotions, and thinking doesn’t change and therefore any behaviour
change that may happen doesn’t last
9. There isn’t a real shared-view about why the change is crucial/essential
10. There isn’t a real shared-view on how the change will happen and who will do
what, and when
11. Leaders don’t understand all change is personal first, relationships second, and
organisations third
12. Leaders don’t personally change
13. Broken relationships remain broken

The presence of any of the above reasons will most likely mean your change initiative
will see you go backwards.
There is great news. Address these 13, and pioneering, breathtaking, truly innovative,
measurable change, people can actually believe in and make happen, is at your
doorstep.
Please check out my change programs here. Assuming an alignment of our values, and
a fit between your needs, expectations, desires, and my expertise, possibility could very
quickly become reality in your business.
‘Like’
Organisations That Matter
on Facebook

33


Describing 'Support Chart' Strategic
Outcomes
Many of you have completed one form or another of the OTM Plan for
Personal Success® program. A consistent challenge that participants in
the shorter form of the program experience is taking their plans 'to the
next level' outside of the workshop.
In particular people have expressed challenges regarding how they describe their
Strategic Objectives, which are the top part of the 'elastic band' at the Support Chart
level of your plan (Keep in mind that participants in the shorter versions of the program
only complete a plan at the Prime Chart level).
Unlike the outcomes that you describe in your Prime Chart, which are more broad and
directional, your Support Chart Strategic Objectives are meant to be more specific. The
timelines for your Support Charts are usually only part of the time-line of your Prime
Chart.
For example, your Prime Chart
may have a 10 year focus,
whereas your Support Chart
for completing your current
degree may only be one or
two years in duration.
When describing your Support
Chart Strategic Objectives it is
critical that you maintain an
o u t c o m e fo c u s w i t h yo u r
description. What will
successful achievement of this
Prime Chart Strategy really
look like? How detailed can
you describe that success.
What words will yourself or
others use to describe the
successful achievement of this strategy?
If we were to stay with the example of successfully completing your studies, these are
some questions that your Strategic Objectives section of your Support Chart for this
strategy should answer:
What grade average will you have successfully achieved?
What level of mastery relating to the technical aspects of your degree will you have
developed?
What sort of relationships will you have formed with academics and students alike?
What networks will you have developed?
How will your studies and co-curricular activities enhanced your employability skills?

34


When you describe clear outcomes for your Support Chart Strategic Objectives it makes it
a lot easier to identify and then implement the actions required to bring those outcomes to
reality.
One of the most powerful techniques that you can use to help you to more clearly define
your Support Chart Strategic Objectives is to ask yourself a bunch of questions about what
success will look like (just as I have done in the example above).
Please feel free to share some of your descriptions for your Support Chart Strategic
Outcomes as your examples will help others to better define theirs.


OTM Plan for Personal Success® Program
Create a plan for your success!
“Developing an OTM Plan for Personal Success® was an inspiring experience! Sharing our
plans with each other catalysed conversations that were powerful and enabled us to
develop a deeper understanding of each other. Prior to the program I had felt that we
already had a deep understanding of each other, completing the OTM Plan for Personal
Success® program enabled our relationships to go to another level.”
Geraldine Storton, Vice President, Global Program Management
Hospira, USA
Enquire here

35


Why the Development and Recruitment of
People Lies at the Heart of Your Service
Strategy
Existing staff need to be developed so that they have the capacity to
implement your Service Strategy. This will result in them having the
capacity to understand the expectations of their customers and being
able to develop appropriate service standards from that understanding.
New staff need to be recruited through processes that identify their alignment with your
Service Strategy. This means that the organisation’s recruitment processes must reflect
a process that is seeking the best possible people that it can find so that its Service
Strategy can be implemented.
The result is a virtuous cycle that re-enforces great service. When people love their
work they attract other high quality to want to work with them too. The reverse is also
true. The wrong people in the wrong jobs who end up hating what they do don’t
provide great service. How could they!

How do your development and recruitment practices support the
establishment of a virtuous cycle for great service in your organisation?

Why not use this article to stimulate Conversations That Matter® with your team.

Our recruitment policy used to be: “Do you know anyone who has a heartbeat and is
available?” Me, I’d been here 20 years and had never been on any training. I never
realised how bad we were until I honestly thought about whether I’d like to be a
customer of my own team. My answer was no!


36


Leadership Insights Series Interviews
The Leadership Insights Series involves interviewing successful people
and or creators of intellectual property as it relates to professional and
personal development and learning about their success and ideas.

A recent interview included Tony Lendrum, Founder of 0 to 10 Relationship
Management® and author of his third book Building High Performance Business
Relationships.

In this interview you will learn about:

• The Storyboard;
• Six Principles; and
• 5 Themes of Relationship Management

View the interview here

Another recent interview was conducted with Michael Lewis, Director of Accounting Firm
Proctor Major. In this interview Michael shares lessons from his journey to success as
well as his views on how young people can enhance their career opportunities in the
early part of their careers.

View the interview here

37


Online Courses
Organisations That Matter provides a wide range of Online Courses to assist you in your
personal & professional development.
Our courses include:

• Creating a Plan For Personal Success
• How to Create High Performing Teams
• Weekly Inspiration
• 16 Lesson What Really Matters For Young Professionals! eCourse
• University Student Group Work For Success and much more

Please visit here for more information

Webinars
A webinar is an online seminar. Providing you have access to a computer and the
internet, webinars are a simple, easy and cost effective way to access critical
information for your personal & professional development.
Samples from our webinar program can be viewed here. Please remember to view the
videos in fullscreen mode.
Please sign up for our newsletter if you would like to be invited to our upcoming
webinars.

38


What Really Matters For Young
Professionals!
Are you taking full advantage of your first years of
employment?
Are you consciously developing yourself and taking full
advantage of the opportunities presented to you?
Are you fully aware of the opportunities that you have to
accelerate your career?
If you answered "No" to anyone of these three questions
then we can help you to master 15 practices that will
accelerate your career.

"This book is the definitive tool for young professionals with loads of expert
knowledge who need to quickly develop high-level employability skills. It can also
be used by managers and HR professionals for induction of their graduate recruits,
or young at heard professionals willing to adjust to the contemporary workplace. If
you want to succeed in the 21th century as a high-performing individual I
recommend you read this book."
Renata Bernarde
Relationship Manager and Career Counselor

Online Checklist
Take the Online Checklist for the 15 practices that are explained in the book, What
Really Matters For Young Professionals! Your results will help to quickly identify how you
can use the book to accelerate your career!
This product is for both Young Professionals and/or their employers.

What Really Matters For Young Professionals! How To Master 15 Practices To
Accelerate Your Career is a resource that will help Young Professionals (people in the
workforce with between five to ten years experience) to accelerate the speed of their
career progress.
While Young Professionals are unlikely to suffer the high unemployment rates of
previous generations in countries like Australia, this is not the situation in many
countries throughout the world.
In the USA and the UK Young Professionals are having significant challenges finding
employment. For those who are employed, even in Australia achieving promotions are a
challenge because of the high competition for these opportunities. This is why
continuous practical development is essential for career progression.

39


What Really Matters For Young Professionals! is both a resource for Young Professionals
and their employers. The book and Online Course create a space for practical
development to occur.
In these challenging economic times employers can provide the course to their Young
Professionals. Alternatively, Young Professionals can invest in their own development. At
less than the cost of three coffees per week over 16 weeks, the investment for
becoming a high performer is minimal.
If you are an employer and would like to discuss how the book and Online Course can
be packaged for your employees, please email Gary@orgsthatmatter.com.

"Wow! This book is jam packed with useful and practical strategies for young
professionals wanting to take the next step up in their careers. In a time where
young professionals are constantly asking for more mentoring and training, this
book is the perfect do-it-yourself manual to improve your employability."
Alicia Curtis
www.emergen.com.au

Out now!

40


About Gary Ryan
Gary Ryan is a Founding Director and owner of Organisations That
Matter, a boutique management consulting firm that assists individuals,
teams and organisations to achieve high performance through aligning
people, strategy, systems and processes.
Why? When alignment is achieved organisations
behave in ways that matter to the people working
in them, the people the organisations serve and
the broader community. Ultimately alignment
matters if the organisation wishes to achieve its
financial, social and environmental outcomes.
Utilising his diverse skills, experience and
training, Gary helps organisations, leaders and
team members achieve maximum performance as
a professional management consultant and a
dynamic facilitator and presenter. Key to Gary’s
success is his passion to influence behavioural change that aligns what individuals say with
what they actually do.
Gary is committed to helping organisations to really matter to their people; to their
stakeholders and customers; to their community and to their environment.
With over 17 years executive management and facilitation experience, Gary has had broad
exposure to the private sector, government bodies, elite sporting and educational
environments. In this capacity, Gary has designed and facilitated the NAB Future Leaders
Program and the NAB Mentor Program, the Leadership Development Program at AFL club
Richmond, whilst performing as Keynote Speaker at the NAB TEDx TALKS and Monash
University Postgraduate orientation program since 2008.
Gary Ryan is a Certified What Makes People Tick® Facilitator and has served as a Senior
Assessor for the Customer Service Institute of Australia with considerable expertise in
developing service excellence. Gary is also a Licensed 0-10 Relationship Management®
Elite Trainer Facilitator, enabling him to assist organisations to optimise performance
through improved internal and external relationship management.
Gary is the Author of What Really Matters For Young Professionals! How to Master 15
Practices to Accelerate Your Career and has also written a series of e-books, What Really
Matters available here.
Gary has studied extensively, initially attaining a Bachelor of Education, and a Graduate
Diploma in Human Resource Management, holds a Master of Management from Monash
University in Melbourne, Australia.
Gary’s areas of specialty cover service excellence development, assessment and facilitation,
program design and development, and relationship management development and
facilitation.
Personally, Gary Ryan is happily married and a proud father of five children. He is dedicated
to maintaining a healthy lifestyle and is currently in training to run his twelfth marathon.

41

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