We see this every year – strategy season quietly kicks off in January and runs through the next three to four months. The more organised teams are already in this mindset. They’re refreshing plans, challenging assumption and reconnecting around what matters for the year ahead. 

But even if that’s not where you’re at yet, it’s a good time to pause and ask a simple question: 

“Are we being intentional about the new year, or are we waiting for it to arrive?” 

Working on the business, not just in it 

The day-to-day always fills the calendar. It’s easy to stay in delivery mode longer than we planned. But strategy doesn’t move itself. It needs deliberate space – not a full offsite, just regular time to step back, talk openly and reconnect with direction. 

For many organisations, that’s the difference between a reactive year and a focused one. 

Why this window matters 

Over the next few months, teams have a natural opportunity to: 

• Reset priorities before momentum picks up 

• Test assumptions that may no longer hold 

• Reconnect leadership around the same picture of success 

• Shift energy toward the work that will matter most  

No big fanfare required – just small, structured conversations that help everyone lift their heads up. 

If you’re not thinking about the new year yet, now’s a good time.

There’s value in being early. It creates space for better choices, more thoughtful planning and fewer last-minute scrambles. But even if you’re not an early planner, simply naming that strategy season has started is often enough to prompt action. 

Sometimes teams just need a nudge – a reminder that clarity doesn’t appear on its own. 

A gentle poke for leaders 

If you lead a team, this is the moment to tap someone on the shoulder and ask: 

• “What do we need to get right this year?” 

• “What’s changed since we last set our direction?” 

• “Where do we need to get more aligned?” 

These questions don’t just shape strategy. 

They create shared commitment – and that’s what moves organisations forward. 

Looking ahead with purpose 

The new year will move quickly. Taking time now to think, align and reset can make the difference between a busy year and a purposeful one. 

We’ve supported many teams to build clarity and momentum at this stage of the year and we know the impact it can have. If you want to make these conversations meaningful and actionable, we’re ready to help you set the right rhythm. 

The post Thinking Strategy for the New Year: Why Now Is the Time to Lift Your Head Up appeared first on Checkside.

When a team feels stuck, progress slows or priorities drift, it’s tempting to think the strategy is wrong. More often the issue isn’t the plan. It’s the execution.

Execution is where strategy lives or dies. At Checkside we see teams grow stronger when they build the discipline to follow through, stay focused and deliver on the commitments they make to each other.

This is the discipline of execution.

What Execution Really Is

Execution isn’t about pushing harder or working longer. It’s about building simple habits that make progress unavoidable.

Leaders who execute well create clarity. They set clear priorities, define ownership and make it easy for people to move. They remove noise, unblock barriers and keep the team focused on what matters most.

It’s not rigid or bureaucratic. It’s consistent, practical and accountable.

From Talk to Traction

High performing teams don’t drown in action lists. They create movement.

They ask:

• What matters most right now
• Who owns it
• What does progress look like

Then they check in often, learn fast and adjust. This rhythm turns good ideas into results. It builds trust because people do what they say they will do.

Leadership Through Action 

Peter Drucker said “Plans are only good intentions unless they immediately degenerate into hard work.”

Execution is leadership in motion. It shifts teams from discussing problems to fixing them, from intention to impact. It brings energy, confidence and momentum because people can see and feel progress.

It’s a quiet discipline but it’s often the difference between teams that talk about change and teams that deliver it.

How Checkside Helps

We work with leaders to build execution as a repeatable team habit. Through workshops, leadership development and ongoing coaching we help teams:

• Create clarity and focus
• Build simple rhythms that drive accountability
• Turn commitments into consistent action

It’s not about perfection. It’s about progress, week after week, that compounds into meaningful results.

If your team is ready to build this muscle, we can help.

The post The Discipline of Execution appeared first on Checkside.

Business owners and CEOs are often clear on the vision – but the real challenge is execution. Big plans start strong, then lose momentum as priorities shift, teams drift into silos, or the metrics being tracked don’t clearly tie back to outcomes being sought. 

What makes the difference isn’t more planning – it’s building a system that actually sticks. 

At Checkside, we call this an High Performance Operating System – the way leaders set priorities, establish accountability, check in on progress and keep everyone focused on what really moves the business forward. 

Why an Operating System Matters

Without structure, even the best strategies stall. Our expertise has helped support leadership teams where:

• Regular meetings between the senior team weren’t happening
• Meetings were happening, but accountability was weak
• Metrics were being tracked, but they weren’t the right ones
• Energy was high at planning off-sites, but execution fell flat afterwards

In each case, a High Performance Operating System was a pivotal part of the solution – and it wasn’t about adding more noise. It was about embedding the right conversations, at the right time, with the right focus – to ensure exectuon became part of the strategy process, not an adhoc afterthought.

The Three Essential Elements of a High Performance Operating System

From our work with mid-sized organisations, three elements consistently stand out:

1. Clarity of Focus: Agree on the few key priorities that matter most and make them visible. Then spend the time upfront to plan for successful execution. Design casts the biggest shadow.

2. Measure What Matters: Regularly track performance against KPI’s and progress against Objectives and Key Results. Address any issues at the earliest opportunity to get things back on track.

3. Clear Accountability: Ensure each objective has one accountable person assigned. Link rewards and consequences to KPIs and objectives – in a way that fits your business and culture.

 What Good Looks Like

When a High Performance Operating System is working well, you’ll notice:

• Leaders and teams consistently talking about the same priorities
• Meetings that are short, sharp and focused on outcomes
• Teams identifying and addressing issues early
• Progress that builds – and compounds – quarter after quarter
• Less noise, stress, “busy” work and pet projects that don’t really “move the needle”

How Checkside Can Help

Our work with busienss owners, CEOs and leadership teams focuses on embedding strategic thinking and execution into the way your business runs – not just during the annual strategic planning process, but every day.

We help sharpen your focus, design high performance operating systems that stick and create alignment and accountability that lasts well beyond the strategic planning day. 

The result? Leaders who spend less time reacting to noise and more time moving the business forward towards its performance goals and strategic objectives. 

Final Thought

The question isn’t whether your business has a High Performance Operating System – it’s whether that system is helping your team get the stuff done that really matters. 

The post From Strategy to Execution: Why Businesses Need a Rhythm That Works appeared first on Checkside.

Surprisingly, making the connection between how to have success on the track and traction in business is not always so straight forward. Many of the companies Checkside meet are searching for the right “personal trainer” and game plan to unlock the potential of their business and kick it into high gear.

For many companies, the months leading up to a new financial year are devoted to budget planning as they grapple with the uncertainty of the business environment and economy. High-performing companies use this time to refresh their strategy so it can inform their budget and plans.

What is your process to prepare for the new financial year? What role does strategy play? Is strategy a process, a constant state-of-mind, a rhythm and a roadmap that unites your organisation around a common purpose, set of plans and moments to celebrate or re-evaluate progress? Give these points some consideration while you are next out training:

1. Strategic Alignment: investing the time to bring the senior leadership team together to create or refresh the strategy has these benefits:

• use all the brains and experience around the table to identify the issues, threats and opportunities for the new year
• challenge and update the underlying assumptions of the strategy
• learn lessons from the past year and avoid blind spots
• ensure full engagement of your team in the new plans
• agree on objectives and key results with accountability ascribed to develop an actionable plan; and
• motivate the leadership team around the company’s values and purpose so they have the narratives to do the same with their teams.

A study by Bain & Company found that companies with a clear, well-communicated strategy are 300% more likely to outperform their peers. (Source: “What Separates the Best Companies from the Rest,” Bain & Company)

2. Employee Engagement: not all companies have a clearly defined purpose / mission statement and values and those that do often struggle to connect it to their business strategy and the role of every employee in its successful execution. Having a clearly defined strategy unifies a company around a common “why” and “what” needs to be done to achieve it. In the war to attract and retain the best people, success or failure often rests in the way a company can articulate the role the current employees or new hires will play in the achievement of the company’s purpose and mission.

Organisations with a clear, inspiring vision and strategy have significantly higher levels of employee satisfaction and lower turnover rates. (Source: “The Impact of Leadership and Culture on Employee Satisfaction and Turnover,” Harvard Business Review)

3. Resource the Strategy: budgeting is the process of deciding where and where not to allocate financial resources to achieve an agreed financial result. This tension requires a clear strategy to guide the budgeting process so hard decisions can be made where the resources will create the greatest return for the organisation in the coming year or longer. When strategy directs the budget and organisational changes that are often necessary to keep companies competitive in this VUCA (Volatile, Uncertain, Complex, Ambiguous) environment, a logical, cohesive and clear narrative can be communicated to all employees. A good strategy process includes thought around the key objectives, key results and KPIs to align around what is to be achieved, what to measure as lead and lag indicators and with individuals accountable and deadlines defined.

Companies with a clear, engaging strategy experience a 17% increase in employee engagement and a 19% increase in operating income. (Source: “The Power of Engagement,” McKinsey & Company)

If the thought of the next stage for your organisation makes your heart race, it might be time for a business “trainer” – someone who can help you set the pace, provide the right tools and challenge you along the way.

Having a good “business trainer” to guide you, provide the process, tools and support and challenge you along the way is proven to generate a strong ROI and can get your resting heartbeat down to below 80 bpm.

Contact Checkside for a coffee and a conversation (click here)

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Efficient? Perhaps. Effective? Not really.

Beware the false economy that is ever present when considering value purely through a pricing lens.

This CEO’s senior leadership team considered their strategy planning process to be a waste of their time.  Sure, they could influence the periphery of the strategy but admitted their engagement in executing the “CEO’s strategy” was less than passionate. They were very good at developing and implementing their own business plans but complained that they were struggling to work cohesively as a team and attract and retain good middle managers.

Aligning all the divisional plans back to the strategy and tracking their progress on big initiatives required the CEO to drive it which created decision bottlenecks. They lacked autonomy and accountability, which created unnecessary friction.

Why is it worth investing in an experienced strategy consultant, gathering your senior management team offsite and springing for lunch? Here are 6 points to think about:

1. Brains Trust: The senior leadership team, including the CEO, bring a lot of the company and industry experience to the table. It is the combination of their insights, wisdom and experience that creates valuable creative tension, challenging, probing and bubbling to the surface the core issue, threats and opportunities that the business needs to focus on to succeed. If the CEO or any other senior executive is not fully engaged in the strategy planning process, a suboptimal result is guaranteed.
2. Facilitation Expertise: Experienced strategy consultants have the skills, experience and tools to lead complex discussions, manage group dynamics, and keep the group focused on the task at hand. They know how to ask the right questions, encourage participation, have a large kitbag of business planning and decision-making tools to draw upon and keep the conversation moving forward. This can help ensure that your strategy planning session is productive and efficient.
3. Cross Industry Insights: “Our industry is special” is a phrase every strategy consultant has heard many times. Indeed, every industry is special, but they have more in common than not. Working across industries, with a large number of businesses and leaders, strategy consultants see firsthand the emerging trends and issues and can discover your blind spots, threats and opportunities from other industries.
4. Helicopter View: Senior leaders are focused on their own department or responsibilities and even the CEO has biases and perspectives that inhibit a truly open big picture view of the organisation. A good strategy is coherent, ties together all the important pillars together, supports the company’s purpose/mission and creates a clear narrative that can be communicated to all current and prospective employees. A strategy consultant knows how to maintain a strategic, not operational perspective, keep the conversation out of the weeds and on the issues that matter most.
5. Increased Accountability: A great strategy consultant has mastered the art of distilling down the strategy and turning it into a clearly articulated document with actionable and measurable objectives together with a Strategy on a Page summary – something that everyone in the organisation can understand and can execute on. The strategy facilitator will ensure that strategy has clear objectives, key results and people assigned accountability for delivery with tangible deadlines. They can also provide follow-up support, helping to ensure that your strategy is implemented effectively and efficiently.
6. Improved Decision-Making: Strategy consultants can help improve decision-making by ensuring that all relevant information is considered, and by guiding discussions towards a clear and well-defined strategy. They can also help to manage conflict and build consensus, ensure everyone gets to speak and is heard and pick up on issues that may be important but not particularly eloquently expressed, ensuring that everyone is aligned and committed to the strategy moving forward.

Some sports teams take the approach of having a player-coach role, combining two important roles that require two different skill sets into one. In an environment where there are few options this may be a convenient alternative.

Great strategy development requires the whole team to rock up on the day match fit, ready to give it their all.  Strategy consultants are integral to delivering an optimal outcome and provide good return on investment when considering the cost of implementing a strategy that falls short of the mark and/or has less than 100% buy-in from the senior team.

Thinking about a better solution for your next strategic planning cycle?  Contact Checkside for a coffee and a conversation (click here)

The post The false economy of hosting your own strategic planning sessions appeared first on Checkside.

The Productivity Commission’s recent 5-year Productivity Enquiry report, “Advancing Prosperity”, raised some serious concerns about the leadership, management and technology skills of Australian executives.

The report highlighted that Australian Managers lag the pack through a systemic and sustained underinvestment in management capability, with Australia’s management capability score signficantly behind that of other OECD countries and labour productivity growth at 60 year lows (see charts below).  The Commission warned that this lack of management capability can have a negative impact on the nation’s innovation and productivity, and it’s a problem that businesses need to address.

Source: Productivity Commission

The Solution: Invest in Building Leadership and Management Capability

At Checkside, we understand the importance of developing strong management and leadership capabilities. We’ve been helping business owners and executives to tackle their growth challenges for over two decades, and a key part of this process is ensuring that they have the right skills and knowledge to succeed.

Accessing and retaining talent is becoming increasingly difficult, so it’s essential that businesses invest in developing their own capability. Without the right management and leadership skills, businesses struggle to build a strong employee value proposition, retain valuable employees, and ensure that their workforce is as effective and efficient as possible.

To help businesses achieve this, Checkside offers a range of leadership development solutions incljuding our latest offerign called Leadership Accelerator. We provide a range of training courses, programs and workshops to help business owners and executives become better leaders and managers. Our experienced team of experts have a wealth of experience in developing management capability within businesses, and they understand the importance of investing in management and leadership capability to ensure their long-term success.

We also provide one-on-one advice and guidance to help business owners and executives identify and implement solutions to the unique challenges they face.

If you would like to learn more about our leadership development solutions, please don’t hesitate to get in touch (click here). We would be delighted to discuss how we can help your business to become more productive and innovative. With our expertise and guidance, we can help you develop the right management capabilities to ensure your long-term success.

1: Reference: Productivity Commission Report “Advancing Prosperity” 

The post Boosting Leadership Skills: A Key to Enhancing Productivity appeared first on Checkside.

By putting these three elements together, companies can get the best out of their staff and really benefit from the results.

Here are four key advantages of blending strategy development and execution with leadership development:

1. Improved Alignment:  When leaders have an understanding of the company’s strategy, and have the skills to carry it out, they can get everyone in the organisation working towards the same goals and objectives. This creates a more focused environment where everyone is moving in the same direction.
2. Increased Engagement:  Staff are more likely to be engaged and motivated if they know what the organisation is trying to achieve and have the tools to get there. This leads to better productivity, creativity, and customer satisfaction, as well as less staff turnover.
3. Better Decision Making: When leaders understand the company’s direction, they can make better decisions. This makes the organisation more agile and able to take advantage of new opportunities – which is critical in a constantly changing world.
4. Improved Performance (ROI):  Investing in leadership development increases the chance of having high-performing teams. Leaders are better equipped to motivate and guide their staff which leads to better results. It’s been shown that this can lead to a 20% increase in performance, which is great news for any business.

By combining strategy, execution and leadership development, businesses can unlock potential and achieve results. It can improve alignment, engagement, decision making and performance, helping organisations build truly high performance teams. In the current volatile, uncertain, complex and ambiguous (‘VUCA’) environment, this could provide just the edge you are seeking.

To learn more about our services around strategy development, strategy execution and leadership development see the Services Page on our website.  If you’d like to discuss further in person, please free to reach out directly on (08) 6298 6400 or reach out via email through our Contact Us page….

The post Outsized Returns from the Strategy, Execution and Leadership Development Overlap appeared first on Checkside.

Figure 1: Checkside’s scaling curve

As any experienced mountain climber will tell you, knowing where you are and where you want to be by when is key to survival and having a well-developed and communicated plan is the key to success.

Having located your company on the Scaling Curve and looked with nervous excitement at the next highest peak, you can now map out an appropriate ascent. CEOs who plan to ascend the scaling curve whilst also investing in the maturation of their Management Operating System are the best prepared, most aware of the challenges and with the supporting internal machinery to emerge into the next scale-up stage with industry leading profitability, robust systems and high performing executive team.

Start-Up

“An organisation formed to search for a repeatable and scalable business model” [1]

Start-up CEOs thrive in organised chaos, dynamically building a product or service. The excitement of hiring and building a team that they trust and bond closely with compensates for the lack of structure, Management Operating System and policies and procedures. They know every employee, maybe even every customer and moving fast is adrenaline for the team. When success strikes how well prepared is the organisation to meet the demands of the more sophisticated customers, a larger workforce and how will the culture survive?

Scale-Up

“A transitional organisation built to develop the ability to execute growth and attract capital” [2].

Scale-ups have moved beyond the Start-up phase as they grow rapidly due to having found product-market fit and are creating economies and efficiencies through their scale.

Moving to Scale-up stage has its risks – crossing the ice crevasses from base camp to the next level is the valley of death for most Start-ups, so how do you survive? Having one foot in Start-up and one foot in Scale-up territory is a start and then slowly shifting the weight as the business and Management Operating System matures.

• A professional sales team and system is created
• Experienced employees are recruited to create processes and procedures
• Roles are more clearly defined, and accountability ascribed
• Strategy becomes an annual event, reviewed quarterly
• Management and finance systems and leadership skills are starting to be developed

 Professionalise

As companies mature their Management Operating System, its complexity and robustness increases, enabling them to weather more storms. CEOs of professionalised businesses have achieved this stage by developing and communicating a clear Scale-up and growth plan. Everyone in the organisation is engaged climbing the mountain.

At this stage the organisation has fallen into a rhythm of monthly, quarterly and annual meetings with a leadership team striving for accountability for their own outcomes and to each other.

• Sales channels are expanding
• Divisions and departments have their own aligned strategic plans and Objectives and Key Results (OKRs)
• Reporting dashboards and profit centre results are in place
• Policies and procedures are maintained and have consequence
• Poor performance is addressed, and positive achievements rewarded with bonuses supported by further investment in leadership skills and culture is ongoing

Enterprise

Of the very small number of companies which reach the Enterprise stage, most have a broader ownership structure, are operated by a professional leadership team (often independent from the owners/founders) and have the reporting, management and financial systems to support it as part of their advanced Management Operating System. From the Board down to shop floor, everyone is aligned on the strategy and their role in achieving the goals.

• Leaders understand the value of 1:1 coaching as they tackle new challenges and complexity
• Documented processes exist on an ERP platform
• Sophisticated reporting functionality and a rhythm of meetings to keep aligned and focused on the OKRs is in place
• Strategy is reviewed quarterly, and planning cascaded down to divisions/functions
• Culture is embedded and supports expansion to multiple geographies and business areas

No two companies’ journey is the same and moving up each stage of the curve can take 5-10 years or more. Checkside has guided hundreds of our clients over the years up many mountains, navigated treacherous valleys and helped those who have lost way get their back on track.  Planning the evolution of your Management Operating System is the key to successfully growing your business and maximising your shareholder value.

Helping our clients navigate the Scale-up Curve is part of our value proposition as trusted advisors and partners in success.

Contact us to talk about where you want to be on the Scale-up journey.
The Checkside Team

[1] https://www.imd.org/ibyimd/innovation/how-to-scale-seven-qualities-of-successful-scale-up-ceos/

[2] https://www.imd.org/ibyimd/innovation/how-to-scale-seven-qualities-of-successful-scale-up-ceos/

The post Climbing the Scaling Curve – A Map for Success appeared first on Checkside.

Talk about this unfolding scenario has been playing like a broken record since it first emerged… but many businesses still haven’t developed sufficient tactics to deal with its implications.

Leadership development could be a key part of the solution…

Unpacking the cliché

So, what’s really behind the cliché that is the Great Resignation?

Well, there’s been a fundamental shift in the talent market and people have adjusted their sights around what’s important.  No longer is remuneration the only primary driver – sure, it’s a key part of the equation but it’s only one part of the complex matrix that comprises what people now value in the employment relationship.

Employee engagement is a massive element behind individuals seeking a change:

Source: https://ergoncmictrends.com/great-resignation-statistics/

An Australian Context

Although the trend began earlier in the US and Europe, Australia has followed suit. The drivers behind the Great Resignation are firmly in play:

• Unemployment is low, creating intense competition for talent

• Wage pressures are building

• Immigration has been restricted in recent years, tightening the talent pool

• Baby Boomers continue to exit the workforce through retirement

• Employees are increasingly open to changing jobs

The combination of these factors creates a challenging equation for mid-market businesses seeking to attract and retain quality talent.

What to do?

To attract and retain talent, business owners and CEOs must act now. A strong employee value proposition needs to go beyond base salary and bonuses to include factors that foster engagement and retention.

It’s no longer enough to simply meet the market on pay — understanding what people value and what motivates them is essential. That’s where employee engagement becomes critical.

What drives employee engagement?

The chart below illustrates that whilst remuneration is important, other non-cash components have a higher impact on employee engagement in the short term and also provide long lasting impacts over an 18-24 month period:

Source: CLC HR Engagement Research Survey; 2009 Employment Value Proposition Survey

Best-selling author, Dan Pink, takes this further in his book “Drive: The Surprising Truth About What Motivates Us”¹ where he summarises findings of studies that have repeatedly proven that there are three factors that lead to better performance:

1. Autonomy – the desire to be self-directed
2. Mastery – the urge to get better at doing, underpinning the ability to contribute
3. Purpose – the reason behind why the work exists

Pink goes further in stating that, when you are dealing with higher order jobs that involve greater complexity, simply paying employees more as the primary or sole motivator often leads to poorer performance.

The underlined section above sounds like all leadership roles, right?

Given this, there must be a focus on autonomy, mastery and purpose for all employees – particularly those in leadership and other key roles.  This requires investment from businesses to ensure the capability and competency levels are sufficient for individuals to operate autonomously and develop mastery over their roles.

Leadership development is a critical solution

From a business owner and CEO’s perspective, leadership development programs provide a valuable lever to enhance the opportunity for autonomy and mastery in the workplace.  As a result, it provides a mechanism to increase employee engagement and provide a non-monetary reward that supplements base salary and differentiates the employee value proposition.

This in turn provides a powerful engagement tool that leads to stronger employee retention results and importantly, drives better performance helping deliver tangible business outcomes.

The equation is simple:  Invest in leadership development as part of the solution to engage your talent, drive performance and generate return on investment (ROI).  Further to this, the ROI for leadership development will be greatly magnified for those companies where strategy and purpose are clearly articulated, communicated and understood by the team.

To learn more about how an effective well-structured and run leadership development program can benefit your business, take a look at our Leadership Development Services page or download our Leadership Development Framework.

Alternatively, feel free to drop us an email, give us a call, or book a consultation with our MD.

 Notes:

1. Dan Pink has taken this further in his material around “The Surprising Truth About What Motivates Us”. https://www.youtube.com/watch?v=u6XAPnuFjJc

The post Driving Employee Engagement Through Leadership Development appeared first on Checkside.

In addition to being cost-effective and more accessible for individuals or smaller groups, we have summarised four key benefits below that peer group leadership development can offer:

1. Diverse perspectives: When leaders participate in a peer group, they are exposed to a range of diverse perspectives and experiences. This can help broaden their understanding of their own leadership style, as well as give them new ideas and approaches for managing their team or business. It can also help them gain a deeper understanding of the challenges and opportunities faced by leaders in different industries and businesses of different scale and/or operating model.
2. Collaboration and networking: Peer group leadership development can help managers and emerging leaders build relationships with their peers from different organisations. This collaboration can lead to partnerships, new business opportunities, and the sharing of best practices. Additionally, it can provide a support system for leaders to discuss challenges and receive advice from others who understand their position.
3. Enhanced leadership skills: Participating in a peer group can help leaders hone their leadership skills and develop new ones. Peer group leadership development often includes training and coaching sessions that focus on specific areas of leadership, such as communication, decision-making, and conflict resolution. These skills can be applied within their peer group sessions and immediately in their own workplace, leading to more effective leadership and better business results.
4. Improved employee engagement: When leaders participate in peer group leadership development, they often return to their workplace with new ideas and strategies for engaging their employees and team members. This can lead to a more engaged workforce, which can result in increased productivity, better customer service, and higher employee retention rates.

In summary, leadership development in a peer group setting can offer business owners a range of benefits – with a primary driver being it results in a flexible and cost-effective solution. By exposing managers and emerging leaders to diverse perspectives, facilitating collaboration and networking, enhancing leadership skills, and improving employee engagement, peer group leadership development can help businesses grow and thrive.

To learn more about our peer group leadership development program, click here for more information on our Leadership Accelerator program.  If you’d like to discuss further in person, please free to reach out directly on (08) 6298 6400 or reach out via email through our Contact Us page….

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