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0:01[Music]
0:22today I'm interviewing Kath
0:26Godfrey from mcgraw-hill Publishing
0:28Company because is the general manager
0:30of higher education and with the
0:33professional division Kath will be
0:35answering my questions today with regard
0:37to her role in the organisation thank
0:41you for your time today
0:42Cass can you tell me a little bit at
0:44first about McGraw Hill and how its set
0:47up with your role there McGraw Hill is a
0:49global organization our head office is
0:52in New York we have subsidiaries and
0:57offices all around the world in
0:59Australia the UK Asia and parts of
1:04Europe obviously in North America and
1:07Canada as well so we're a large global
1:09organization we have three principal
1:12core businesses one is education which
1:16consists of providing which is the part
1:19of the business that I work in working
1:21with academics teachers professionals to
1:24provide the right teaching and learning
1:27resources we have a company called
1:31Standard & Poor's which is a credit
1:33ratings organization which provides
1:35financial information services to the
1:40financial services industry and we also
1:42have a media arm which is called JD
1:46Power which provides other media
1:49services to industry so it's a large
1:52global organization about 25,000 staff
1:56within Australia we have we operators
2:00mcgraw-hill education we've been in the
2:02Australian operate in the Australian and
2:04New Zealand market for about 42 years
2:06and again we service educators and
2:11professionals from teachers primary
2:15students k12 through the higher
2:17education sector via tea and in our
2:20professional division we also provide an
2:24extensive array of print and digital
2:26resources for
2:28is medical practitioners and other
2:31managers who are wanting to learn and
2:33develop themselves through self-paced
2:35learning and your particular unit or
2:39division how is that structured our unit
2:43where I'm the general manager of the
2:44higher education and the professional
2:46business higher education is focused
2:49primarily on servicing the via T in
2:52higher education markets that is
2:54providing text books digital resources
2:58signing up local content making
3:01relationships with authors and selling
3:03that content and in the form of
3:05textbooks or other formats to students
3:09and to I guess working with lecturers to
3:11help them develop resources that they
3:14can teach effectively with and the
3:16students can learn with so that's quite
3:19a significant part of the business
3:21it is about 55 percent of the business
3:24overall and I guess it's the end game
3:29for our wider cradle-to-grave K to 12
3:32strategy for teaching and learning and
3:34for providing resources to to learners
3:36of all ages the people within your
3:39division how are their responsibilities
3:42divided up okay we have quite a flat
3:45organizational structure I guess you'd
3:47call it a strategic business unit and we
3:50have managers that manage the the key
3:53functional areas associated with us
3:56delivering the content technology and
3:59services that we as a business exist to
4:02service so I have a National Sales
4:04Manager with 20 salespeople around
4:08Australia and New Zealand a marketing
4:11team who helped craft the message and
4:13work with authors and customers on
4:16business solutions a publishing or
4:19product development team who are
4:22instrumental in the development of our
4:24local publishing program and a digital
4:26team who
4:27help work with lecturers and students to
4:31provide the right technology solutions
4:33to support teaching and learning
4:35outcomes so we've divided the business
4:37into the key functional areas but
4:40obviously the need for us to work as an
4:43integrated team is absolutely essential
4:44if we're going to deliver on our goal of
4:47providing superior combination of
4:49content technology and service what have
4:53you done I supposed to get to this
4:55fantastic position what qualifications
4:57have you got I have a an arts degree
5:00actually I have a BA from Australian
5:03National University and I started my
5:06peps I should say I started as doing a
5:09communications degree in marketing and
5:12communications with a sub major in
5:14economics I did that for 12 months
5:17straight out of unit high school and at
5:20the time it didn't resonate with me I
5:23went and did an arts degree and majored
5:26in philosophy of all things and then
5:29went on to do some other things from
5:31there but that's my educating my formal
5:34educational background and I have a
5:35degree in philosophy and history I
5:37started in as the sales and marketing
5:39director in the professional division
5:41and I started in 2005 I've been in
5:45publishing for about 15 years I've
5:48worked in retail sales marketing product
5:53development publishing
5:54I've run publishing teams and production
5:57teams so I've had a quite a broad range
5:59of directly relevant experience how do
6:03you plan your time as a manager on a day
6:07to day basis time is the enemy the need
6:12to prioritize is absolutely essential I
6:15think about my time in terms of what do
6:18I have to achieve today what do I need
6:20to do today who do I need to talk to how
6:23do I need to move the things that are
6:25important to the business and to the
6:26team forward obviously in my role I have
6:29to interact with a lot of people within
6:31the organization
6:33formally and informally but also I need
6:36to be out in the market working closely
6:38with customers as well understanding the
6:41changing needs and I guess helping us
6:44figure out how we're going to respond to
6:46those changing needs I try to divide my
6:48time into mornings what other must do is
6:53shut the door do the must use one of the
6:56meetings that I need to attend so I
6:57spend time structuring those meetings
7:00and then I try to plan for a bit of
7:02spontaneity in the day as well where
7:04things happen they just do and you've
7:07got to make yourself available so I try
7:10to figure out sort of on a weekly basis
7:12what do I have to do this week try and
7:15get that out of the way early maybe time
7:17to do that privately have my meeting
7:19time and then give myself the
7:22opportunity to respond to things that
7:24present themselves a hell phone to the
7:27future or do you plan I think with
7:30publishing as in all commercial
7:31enterprises
7:32you've got immediate financial goals
7:34that you have to deliver on monthly
7:36quarterly yearly
7:37so some of our goals are very short term
7:40but then we also have to plan three to
7:42five years out whenever you're engaged
7:44in a long term product development cycle
7:47which is essentially what publishing is
7:49you have to be able to anticipate the
7:51needs and the demands of a market often
7:53three to five years out we plan our
7:56publishing three to five years out not
7:59just the content that we anticipate
8:01might meet the emerging trends of
8:03educators but also we have to try and
8:06figure out what kind of technology might
8:08be being used to deliver those materials
8:11and how do we develop content that's
8:13applicable and suitable for that
8:15technology so there's short term
8:16financial goals resource allocation
8:19staffing HR issues but there's the
8:22longer term I guess our strategic
8:25product development decisions as well as
8:28how do we position ourselves in the
8:30market how do we adapt our identity and
8:33our service offer to meet the changing
8:35needs of
8:36customers as well what strategies do you
8:38use to help you achieve your goals we
8:42have a planning process within the
8:43division we try to do an annual planning
8:45process where we bring our key managers
8:48together for a couple of days let's just
8:51focus on the future
8:52let's clearly establish and agree on our
8:55goals as a team and then from there
8:59let's come up with some key milestones
9:01and some key sort of deadlines where we
9:03need to see certain things happening so
9:05that we know we're on track so that's an
9:07important part of how we achieve our
9:09goals communication is really critical
9:12it's hard to communicate openly
9:14effectively and well all of the time but
9:17I think it's a real challenge for
9:19managers that if you're not
9:21communicating the value of the goal and
9:23the benefit to the organization and to
9:25the individual it's hard to keep people
9:27on track to paint a picture I guess
9:30about where we're going and what we're
9:31doing and we in an informal level we
9:34have you know coaching meetings
9:36supervision which helps people how
9:38you're going with these tasks with these
9:40goals what are you doing in terms of
9:42closing this business where we up to how
9:45does the team need to support you to
9:47close that business or assign that
9:49author whatever and on a more formal
9:52level of course we have
9:53performance-based bonus plans within the
9:55organization as well that actors I guess
9:57motivators for people to achieve the
9:59goals and the milestones that they say
10:01that we get they're going to achieve and
10:02that will move the business forward what
10:06might cause your goals to change okay a
10:11number of things primarily
10:13competitive changes in the competitive
10:15landscape for example we're publishing a
10:21suite of first year introductory
10:22management books and technology
10:25resources this year one of our customers
10:28has decided to bring their publishing
10:30the schedule of our competitors rather
10:32forward so for us that's a change in the
10:35competitive landscape and we need to
10:37adapt our strategy
10:39our approach to the market or the timing
10:41of our communication of the market to
10:43maximize the impact of our product in
10:45the market so competitor change for
10:47example technology globally we may
10:51acquire a piece of technology or come
10:54across a former partnership that gives
10:56us the ability to provide an additional
10:58service so if we can incorporate a
11:01change in our product or technology that
11:03might have I guess been an impetus to
11:05reevaluate some of our financial or
11:08resource goals the other thing that
11:11obviously affects that is what's
11:14happening in the market what changes are
11:16happening with our customers that might
11:18force us to reevaluate our thinking or
11:21our strategy or ought to make changes I
11:23think that's probably the cool thing we
11:27have to learn from our customers it is a
11:29cliche but there's just no other way to
11:32move the business forward and to really
11:35grow with your customers if you don't
11:38know what they're doing and what's
11:39important to them so I think that's
11:41really important how can others help you
11:44to achieve your goals lots of ways
11:48there's lots of people within the
11:50organization that we have to interact
11:52with to help us achieve our market
11:54facing revenue goals I guess so it's
11:58helping other parts of the business our
12:01customer service teams our inventory
12:03teams our warehouse helping them
12:05understand what our goals are and
12:07aligning their activities to our
12:10business periods so within the
12:12organization I think that's again
12:15communication and that's a great help to
12:19us that the important critical period of
12:21the of the year learning from what our
12:25colleagues around the globe are doing
12:27what can we do that's perhaps our
12:29colleagues in the UK or in Asia of
12:31how can we use that within the context
12:33of our own market so some of their
12:35techniques that we haven't thought of
12:37can help us achieve our goals and again
12:39what are our partnerships like with our
12:41our customers sometimes they can help us
12:44achieve goals where we can form a
12:46partnership and they share content with
12:48us for example that we can then provide
12:50to other customers but it's our staff
12:53it's helping them understand what the
12:55goals are and supporting them and giving
12:58them I guess some direction on what the
13:00goals are and the resources and the
13:02tools to to meet them we can't expect
13:06our sales team to go out and have a
13:08cogent conversation about the new
13:10edition of Bartol for example if they
13:13don't understand and have the tools to
13:15be able to identify who's teaching the
13:18courses where to find them they'll have
13:20a conversation about the content in the
13:22book so yeah giving the right tools and
13:26the right training is and working with
13:28people that can provide that's really
13:30important it's an ongoing challenge as
13:32well what about miss decision-making
13:34what strategies do you use to help you
13:37make decisions on a day-to-day basis
13:39depends on I guess the importance of the
13:42decision the timeframe associated with
13:45the decision and the level of resources
13:48that might be required in the business
13:50to make the decision real so some
13:54background research what is it going to
13:56cost can we make the numbers work so a
13:58P&L analysis certainly for any product
14:00development that we do again we validate
14:04through research with our customers will
14:06this work won't it work what trends
14:08emerge there that helps our decision
14:10making probably that's the mid longer
14:12term stuff and for my own
14:15decision-making I've drawn a lot of
14:17personal experience in the industry
14:19there networks I have within the
14:21industry and the organization and on the
14:24expertise of the team and on their
14:26observations of what's going on in the
14:28market as well so it's a combination of
14:30factors and these strategies are
14:33effective or what makes these strategies
14:35effective
14:36the only way I guess you can measure
14:38their effectiveness is have you achieved
14:40the goals that we set out to achieve it
14:42if you're going to publish a new edition
14:44of a book that you say you're going to
14:46sell X thousand units have we sold X
14:48thousand units if so why have we doubled
14:52our sales estimate which has happened in
14:54some instances why didn't we forecast or
14:57anticipate that so I mean I think that's
15:00the ultimate measure have we achieved
15:01the financial goals or if it's around
15:04you know planning with people have we
15:06retained them do they understand the
15:07training can they have the conversation
15:10in the market is this the way the
15:12organization has always been structured
15:13does this help your you achieve your
15:17goals
15:17I believe it does no it's not the way
15:22the divisions always been structured and
15:24I guess I should start with that we
15:27reorganized the team at the beginning of
15:30this year when I first came into the new
15:32role as general manager for higher
15:34education and I think we talked about
15:36this a bit earlier as well our core
15:38goals and I think our core offer
15:40revolves around our ability to provide a
15:43superior combination of content the
15:47right technology and the right level of
15:49service so that we can help lecturers
15:52and educators deliver the packages and
15:56the teaching that they need to deliver
15:58what drives that product development
16:01publishing technology and the ability to
16:05work alongside a lecture to help them
16:08deliver the technology resources that
16:10they need to teach their course so we
16:12have a technology team how do we sell
16:15the message we've got a marketing team
16:16how do we understand what our
16:18competitors are doing and the what types
16:20of features are inherent in their offer
16:23our marketers help us with that how do
16:26we get the message out to our customers
16:27our sales team so we've really had to
16:30reintegrate the team and historically
16:33the publishing team was one division
16:37that provided a service to all of this
16:40different markets that we face a schools
16:42professional higher education via t now
16:45it's a strategic business unit so we're
16:47able to I guess intensify that
16:50integration higher education in
16:53Australia and and globally I think you
16:55could argue it's quite an interesting
16:58market because there's a certain
16:59circularity to it if you like our
17:02customers are also our content providers
17:05often we work with authors and
17:08Commission authors who are also teaching
17:10the courses and who are working and
17:13researching in the area so to have that
17:16circularity between our sales our
17:19publishing our marketing and our
17:21technology offering really helps us put
17:23an integrated package together for the
17:26market and it helps those parts of the
17:29business talk to each other and
17:31understand how each role impacts and
17:35really enables us to win the business
17:39given the functional set up of the
17:42organization there must be some cross
17:45grouping happening can you tell me a bit
17:47about the importance of groups and teams
17:49in the organization
17:51groups and teams are essential in the
17:53organization and the ability for that
17:55cross-functional team to come together
17:57to solve a business problem how do we do
18:01that obviously we have regular informal
18:04management meetings both at my
18:06management team that I'm part of which
18:08Meriel managing director we have a
18:10monthly management team the other
18:11general manager finance operations
18:14director but within my team I have a
18:17fortnightly meeting with my key managers
18:20of those sales marketing publishing
18:22digital areas part of its a information
18:25exchange session part of its about well
18:27how we're moving this business forward
18:29and part of it's about figuring out
18:31where to put the resources in terms of
18:33the effect of that on the my
18:35we have a model I guess that we're
18:39experimenting with so there's always to
18:41go with it but we identify our most
18:45important sales opportunities and the
18:49most important customers that we need to
18:50work closely within and in a
18:52consultative way to win or keep the
18:54business and we make a plan which is
18:58revolves around the rep but it's saying
19:01well in this case we might need to
19:03commission some cases for this customer
19:06or perhaps they have their own cases and
19:08the lecturer wants to pass them up as a
19:11custom book so it might be our publisher
19:14who attends a presentation and talks
19:16through the logistics and the issues
19:19associated with publishing that content
19:21it may be that certain materials videos
19:24or other information needs to be hosted
19:27onto our website or connecting one of
19:30our technology products into perhaps a
19:33course management system rather like the
19:35one that you're probably listening to
19:36now like blackboard or web CT so in that
19:41case we would bring our technology
19:42specialists and our digital solutions
19:44team in to work with the customer
19:46through the sales team and it could be
19:49marketing which helps us differentiate
19:52some of our our offer in our products so
19:56there may be that we have chapters on
19:59entrepreneurialship and small business
20:01that are very important to a lecturer
20:04and they need to run a solid lecture on
20:07that across a number of campuses so
20:09perhaps our marketing team might be able
20:11to sit down and work with the customer
20:14and say this is how we approach this in
20:18this topic in our airports and our
20:20resources this is how the competitive
20:23approach is it which is a more
20:25appropriate stance for you so that's
20:29really how we try to coalesce around as
20:32a team around the
20:33of the Salesforce once we've uncovered
20:35the needs of the customer and I guess
20:39try and bring that disparate expertise
20:41together so we can prevent present a
20:43fairly unified offer to the market which
20:45is around content technology and service
20:48because that's invariably the key
20:50elements of any learning solution that
20:52will provide what about informally their
20:56informal tense oops
20:58so much of organizational the
21:01interaction is informal some of it
21:03managers want to control that let's be
21:06honest you can't I'm not that type of
21:09manager I'm not seeking to control those
21:11interactions I think often we just
21:14published a book called Katz written by
21:16or distributed written by a guy called
21:18Steve London who wrote a book called
21:20fish which is a very famous management
21:24text for professionals and he refers to
21:27a thing called natural energy and it's
21:30really about well what really inspires
21:32innovation how does certain ideas take
21:35hold how do you inspire that enthusiasm
21:38and I think a lot of that happens
21:40through informal communication
21:42it's that spark that happens and so
21:46providing opportunities for people to do
21:50that it's quite difficult but I think
21:52it's actually very important we try to
21:54do that at our sales meetings which we
21:56hold twice a year block out time for
21:59sort of socializing there's informality
22:01in their evenings and of course there's
22:03just natural networks that people form
22:05people click with other people more than
22:07others that that's life and often the
22:10best ideas come out of people who just
22:12for whatever reason click you know
22:14intellectually although experience works
22:16I mean how do you capture that I think
22:19that's the key question how do you make
22:20it work for the business you touched on
22:22motivating employees before and you
22:25talked about sorry packages
22:29are there other ways that you motivated
22:32your employees absolutely I mean the
22:35formal motivations obviously around the
22:37bonus payments the the salary structure
22:40but we know from quite sort of general
22:43management research that's often a
22:45relatively small piece of the pie
22:47people feel engaged often when they feel
22:50like they're a part of something when
22:51they've believed that what they're doing
22:53is valuable to either the sector that
22:56they're servicing and that the
22:59contribution I guess to the business is
23:02recognized and valuable and it's a
23:05matter I guess with your direct reports
23:07and with the teams that you work with of
23:09try to understand well what are people's
23:12drivers because some people respond
23:15really well to public accolades the
23:19wrong word but that level of recognition
23:21so we have a quarterly staff meeting for
23:24example where we have awards for
23:26excellence and we structure those awards
23:30and people nominate their peers in the
23:33organization around our five values so
23:36drive for success behaving with
23:39integrity customer value business
23:42development communicating effectively
23:44and that's the criteria that we use so
23:47people nominate their peers on the basis
23:49of their contribution to the business so
23:53there's an opportunity for those who
23:54like to be recognized in that way to be
23:56recognized I guess taking on board
24:01people's ideas showing that that you've
24:03done that I think that's important in
24:04relationship giving people relationship
24:07for performing whurling the business is
24:09another motivator for some people other
24:11people are very task focused and they
24:13just want to get it done other people
24:15need to have some relationship so you've
24:17got to exercise some judgment around
24:18that what about for yourself ahead of
24:21your superiors going motivate you I
24:25guess I should say that an expected
24:29judgment and I know you'll probably
24:30cannot ask me some things about
24:31leadership qualities in a minute that
24:33hopefully you can and so hard but if you
24:37can hire people who are intrinsically
24:39motivated by the role of their in that's
24:42the best outcome obviously you have to
24:44find ways to engage them but getting
24:47people who are on board is a great start
24:50and that's about I guess using and
24:52exercising your judgment around the
24:53person and whether they fit within the
24:55business I'm fairly intrinsically
24:58motivated I like what I do I like the
25:01fact that I'm involved in the education
25:03industry and that I what I do
25:05contributes to I guess the educational
25:09development of a community education is
25:12so important to our long-term economic
25:14development our community development
25:16and our ability to reflect on ourselves
25:19as as a culture and to understand what's
25:21going on the world around us so for me I
25:24feel I like that part of my job and I
25:28like the fact that I talk to lots of
25:29interesting people all the time who are
25:32very smart academics and researchers our
25:36organization is full of highly educated
25:39people so that's a great motivator for
25:42me and in terms of I guess the other end
25:47of the scale because these things are
25:48real drivers for me as well I like to
25:51have a number on the table and hit it
25:53I'm that kind of person so well you know
25:56show me the money and I think I'm pretty
25:59good at hitting the rest of the team
26:01know that that's what it's all about at
26:02the end of the day but you got to have a
26:04mix of interests around that nothing is
26:07more satisfying than saying you're going
26:10to do something doing it and achieving
26:12your goals and when you stand up at a
26:14sales meeting at the beginning of the
26:15year with a successful year behind you
26:18nothing is more motivating to the team
26:20say we have done this it's a great
26:23feeling
26:25so I think my boss has kind of figured
26:27that out about me as well
26:29it probably uses it it's a much greater
26:31effect than nice to know but
26:35intellectual stimulation I I need to
26:37work with someone who I guess I report
26:40to who I can be challenged by who can
26:43coach me who I can learn from and who I
26:46can bounce ideas from and that stuff is
26:49a real motivator for me yeah can you
26:52describe your own leadership style it's
26:55hard isn't it being able to reflect on
26:57yourself such an important part of it
26:59isn't it I think I've got quite a
27:02collaborative style I like to get things
27:05done and move things forward but I'd
27:07like to engage the team in that process
27:09I like to know that we've got the best
27:12ideas at the table ultimately someone's
27:14got to make a call on what those ideas
27:16are and how we what resources we deploy
27:19to execute them and that often falls to
27:22me but knowing that we've got the right
27:26importer is an important part of that I
27:28think I've got quite good judgment about
27:32people I think I'm quite instinctive
27:34about people and I do draw on that when
27:37I'm recruiting people and observing
27:40their development needs as well and I do
27:44use that as a big part of my style I
27:47think I'm also very commercially focused
27:50so if it's if I can't see from my
27:54experience or from talking to people and
27:55through just what I've learnt in the
27:58business how it's going to work then
28:00I'll push it off the table very quickly
28:01so I'm quite decisive around that stuff
28:03um you know I'm happy to have a lot of
28:06end points but at some point you've just
28:07got to call it for what it is and move
28:08forward and I think my commercial skills
28:12are a real asset to the business and
28:15enter the team generally
28:18I'm fairly analytical I'm quite happy to
28:20engage with the numbers in fact that's a
28:23big part of my job but I need to see how
28:26that translates into a message to the
28:27team as well they need to see that yeah
28:30I use my planning skills to good effect
28:33with the team in terms of engaging
28:35people in that planning process my
28:38communication skills I think are quite
28:40strong so and I'm quite persuasive or
28:44can be persuasive you know communicate
28:46when I'm communicating and again it's
28:49about showing people what the goal is
28:52and how we're going to get to it you
28:54that's really I think the most important
28:58thing that a leader can do to drive for
29:01a result in an organization and to also
29:03demonstrate how as a business we're
29:07anticipating the future trends how we're
29:09responding to them and what what
29:13resources I guess we're deploying to
29:14respond to that and it's that kind of
29:17insight I guess into the market and
29:19judgment about people and I guess that's
29:22what I aspire to that builds trust it's
29:26a very nebulous thing trust and
29:28judgement but people respond extremely
29:30well to it and if people trust your
29:34judgments by and large because you've
29:38demonstrated reasonable judgment in the
29:40past then it's much easier to influence
29:42them in the future
29:43how do you ensure that individual
29:46employee performance is meeting the
29:49standards required we have a formal
29:53performance management process in the
29:55business it happens several times a year
29:58we have a gold setting process at the
30:01beginning of the year and those goals
30:03are generally individual goals that fall
30:05out of the divisional goals we then have
30:08a media performance review so we check
30:13in on whether those goals being achieved
30:15and and how we're tracking in relation
30:17to those having said that that's an
30:19ongoing part of the supervision anyway
30:21that gets cascaded down through the
30:22business that's the goal and then we
30:25have a
30:26final performance review at the end of
30:28the year where we do make an assessment
30:30a quantitative assessment about whether
30:32someone's achieved their financial goals
30:34the quantitative and qualitative goals
30:36that they said they would achieve and if
30:39not sort of what can we do - why not and
30:42look at what happened along the way - I
30:45guess inhibit their achievement of those
30:48goals there's no point in doing that
30:50three times a year it's got to be an
30:51ongoing process it's a formal process
30:53three times a year but you're checking
30:55in all the time and your weekly
30:57supervision well have we done this where
30:59are we at what do we need to get out of
31:01the way so we can make it happen
31:03but people ultimately get formal
31:06feedback which gets escalated up through
31:09the organization as well okay as a
31:12manager how do you deal with employee
31:14conflict it depends on the nature of the
31:18conflict and on the actors involved in
31:21the conflict and how much that conflict
31:23impacts on the goals of the business I'd
31:26like to be able to give you a straight
31:27answer or simple answer to that but I
31:28don't believe there is one sometimes
31:32it's serious and you need to escalate it
31:34or have HR right beside you to work
31:37through the issue sometimes it's a
31:41simple matter of there's a
31:44misunderstanding around the position
31:46perhaps that members of the team might
31:49have taken and there's a need to
31:50facilitate or get people together and
31:53understand or help each other understand
31:56what that position is and what the
31:57midpoint is if there is one and
32:00sometimes it's a conflict that you just
32:04have to be directive and say this is
32:06what we're doing
32:07and we've got to work with this because
32:09if we don't do this we're not going to
32:11do this and this is what we said we were
32:12going to do well this is how we're going
32:14to get to a number depending on the
32:16nature of the conflict depends on the
32:19level of formality I guess associated
32:21with the conflict resolution process and
32:23the mediation and the
32:25negotiation so having some transparency
32:28around that and an understanding of what
32:30that might look like I think is an
32:33important motivational factor for staff
32:36usually when it's fairly serious I've
32:38had one or two experiences where we've
32:40had a chart beside us and we've had to
32:42address a serious conflict issue and
32:47that process needs to be transparent and
32:50clearly outlined sometimes conflict is
32:53is very healthy and you have to be able
32:55to get the energy that comes from
32:57conflict and use the ideas but it's
33:00about deep personalizing that some
33:02conflict is about people who want to
33:05personalize everything that happens to
33:06them as well so you've got to be able to
33:08I guess decide what they call what type
33:11of conflict it is and how to respond to
33:13it and for that type of conflict and
33:16again it's a subjective judgment the
33:18formality is just it's not there it's
33:20more of a coaching or let's get into a
33:22room together if two of my more senior
33:25managers were in conflict I would expect
33:27that they could as a first pass get into
33:29a room and deal with it let's talk to
33:31each other if there needs to be another
33:34level of mediation although I haven't
33:37had to do this with this team
33:38fortunately I would get involved if we
33:42can't resolve it from there then we work
33:44with HR finally what are the issues do
33:47you face in your management role and how
33:50do you deal with them I think the issues
33:54that are most that we deal with
33:58regularly are being able to I guess I've
34:02alluded to this quite a few times but
34:04working with our peers around the globe
34:07and making time to develop those
34:09networks so that we can learn from their
34:11issues and then that's sometimes a
34:13challenge making time to maintain those
34:16relationships and networks keeping a
34:19broader perspective on the trends and
34:22developments in the industry what and
34:25doing the professional reading around
34:26that and making time to talk to people
34:28not about closing the business but hey
34:30what are you doing
34:31how is our value proposition if you like
34:34as a business actually aligning to that
34:37if you're not attuned to the wider
34:39issues it's really hard I think to
34:41operationalize them in a meaningful my
34:43and to generate revenue and results from
34:46them so it's easy to say look I just
34:50haven't got time to do that today I
34:51don't need to read that piece of paper
34:53or I don't need to look at the
34:55higher-end supplement this Wednesday or
34:56whatever just a small example but you
34:59just have to make time to do it so those
35:01issues are important and change
35:05I mean corporations large multinational
35:08corporations are permanently changing so
35:10figuring out how to manage yourself
35:14through that change and therefore teams
35:16is another issue that you're always I
35:19think learning and dealing with and
35:21modeling how to manage yourself to your
35:24teams when they're going through
35:26potentially disruptive periods that
35:30often they can't control is a really
35:33important issue as well
35:34thank you very much for your time yes I
35:38think your answers has been highly
35:40informative and hopefully the students
35:42will think so also well we're in the
35:45business of providing learning solutions
35:48so I'm hoping that this there are a
35:50myriad of ways of doing that so
35:52hopefully this is another way that
35:54students can engage with the discipline
35:58that they're learning so thank you for
36:00the opportunity as well
36:02[Music]
36:13you

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