Phillip’s capability and passion is working with senior leaders and teams to achieve high levels of individual, team and organisational performance. Phillip works with many large Australian and international organisations including tier one professional service firms, several large Australian banks and many large hospitals and healthcare groups. He supports CEOs and executives as a coach and mentor and is on various global coaching panels. He has also worked with McKinsey & Co in delivering leadership programs to a global firm. He is sought out by some of Australia’s most senior leaders to guide and support them.
WHY THIS CONVERSATION IS IMPORTANT:
At no time in the last two decades of supporting leaders and teams to become high performing and healthy (i.e. an enabling culture), have I found more people working harder, for longer and under more pressure to be all things to all people. I predict that we will soon reach a threshold of ‘enough is enough‘ but that may be the subject of another piece.
I’d like to talk to you about a big project,” the woman told me on the phone. “We need to change our culture.”
Just about every company places a lot of emphasis on keeping it’s people, particularly high performing individuals – and for good reason. High potential employees (affectionately called ‘HiPo’s’) can have a significant positive impact on business results. There are a myriad of approaches to developing high potentials, usually involving some type of nomination process and then a more longitudinal development program than usual for the company.
In the early 2000s Aetna was struggling mightily on all fronts. While on the surface revenues remained strong, its rapport with customers and physicians was rapidly eroding, and its reputation was being bludgeoned by lawsuits and a national backlash against health maintenance organizations and managed care (which Aetna had championed). To boot, the company was losing roughly $1 million a day, thanks to cumbersome processes and enormous overhead, as well as unwise acquisitions.