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Why You Lead, Not How You Lead

An essential part of any of the leadership development programs that we teach from our Perth leadership centre is finding out why a leader wants to lead. At Integral Development, our approach to leadership is different from everyone else because we use the four-quadrant approach from Ken Wilber’s Integral Theory to develop the whole leader, personally and professionally. Because of this approach, the “whys” are as important as the “hows” when it comes to developing leaders.

Motivators come in two types: intrinsic and extrinsic. Intrinsic motivators are based on principles such as the obligation to serve, the wish to make the world a better place or the purpose of helping people be the best they can be. Extrinsic motivators include money and career advancement.

Most leaders have both intrinsic and extrinsic motivators. However, a recent survey of 10,000 leaders in the US Army had some surprising results. We know that US studies aren’t always relevant to Australia, but this is the only study of its kind available and the conclusions are eye-opening.

The results showed that extrinsic motivation detracts from leadership performance, whether alone or in tandem with intrinsic factors. Those who were primarily extrinsic in their motivation had the worst assessments in their service records. Those who had ample amounts of both intrinsic and extrinsic motivation fared only slightly better.

Those who became the best leaders were those whose motivation was primarily intrinsic.

Integral Development Enhances Intrinsic Motivation

We feel this is important because it concurs with … Continue reading

Learn How to Maximise Your Time

There are 168 Hours in a Week: Learn How to Maximise Them

One of the cornerstones of any leadership development training is to learn to better manage yourself. A large part of this is managing your time. When we conduct leadership development programs from our Perth leadership centre or onsite, one of the most common laments from participants is that there “aren’t enough hours in the week” to do everything that needs to be done.

Where Your Time Goes

There are 168 hours in a week. 49 hours a week or seven hours a day will be devoted to sleep. It is important to sleep 49 hours a week, because you will be less productive if you don’t. That leaves you 119 hours. If you are an executive or manager, you are probably working 56 hours a week. This leaves you with 63 hours.

A standard commute will be seven hours, added to thirteen hours of routine errands or housework. This leaves you with 43 hours. If you take twenty hours of family time, this still leaves you with 23 hours to yourself. If you exercise three hours a week, you still have twenty left.

This raises the all-important question: “Why does it seem like there isn’t any extra time?”

According to our friends at the Harvard Business Review, there are three reasons: “time sucks, time confetti and technology.”

“Time sucks” are recreational activities such as Internet surfing, social media and other hobbies. Hobbies are fine but they are counterproductive when they become obsessions. “Time confetti” is the “borrowed time” that … Continue reading

Want a Stronger Team? Help Your Underperformers!

Want a Stronger Team? Help Your Underperformers!

One of the more common subjects that always comes up in leadership development programs on our Perth leadership centre is that of underperformers. An underperformer can be a problem and even demoralise others in the workplace. Whether the underperformer is a part of a team that doesn’t hold up his end or someone who is simply given less work to do than his or her “peers,” perceived inequity can quickly turn to anger and frustration.

Often, the employee is a “good employee” in all other aspects but just doesn’t get enough done. This is a difficult situation because firing that employee may cause as much discord on the staff as letting the employee continue to underperform.

Here are a few strategies for working with underperformers.

Acknowledge the Problem

The first step to solving any problem is to acknowledge it. This keeps distrust and unrest from festering and lets everyone on the team know that you are cognizant of and care about the problem.

Find the Cause of the Problem

Sometimes, “underperformance” is actually a case of an employee being asked to do something that isn’t well-suited to their skill set. Often, expectations aren’t clear enough or priorities aren’t communicated properly. Usually, underperformance isn’t all one person’s fault. Make sure that you know what contribution you are making to the problem.

Ask Others for Feedback

Get feedback from others on the team without making it a “bashing party.” You will often find aspects of the problem that you … Continue reading

Gaining the Trust of Your Employees

The Importance of Gaining the Trust of Your Employees

A common theme in any of the leadership development programs or management courses we provide on our Perth leadership centre is trust. Trust is important on many levels. The public has to trust your product. You have to trust your employees to execute your vision. Your employees must trust each other to do their part. Most of all, though, your employees must trust management for your firm to enjoy sustained success.

Employees who trust management to be honest and ethical with them tend to work harder and sustain their focus longer. They tend to be more honest because they know that their candor won’t have negative consequences.

So, how do you gain the trust of employees? Here are a few things you can do now.


Make a personal connection with each employee. As the gap between a manager’s power and those of an employee widen, the manager has to work harder to gain trust. Connecting on a personal level over such things as sports or other shared outside interests is a great way to connect. Take a sales call or a customer service call once in awhile to bring back the perception that you are “one of the guys.”

Remember, though, to always maintain your professional relationship.


Honesty is the best way to gain trust. Be honest and transparent; if an employee senses a hidden agenda, you have to start the process of gaining trust all over again. Honesty breeds trust.

Coach, Don’t “Manage”

The most effective … Continue reading

Tips for Emerging, Driven Managers

Five Tips for Emerging, Driven Managers

We have worked with our fair share of talented emerging managers in our leadership development programs. An emerging manager brings energy to the workplace but often can be lacking in experience. Here are five ways to maximise your career path by using energy to gain experience.

Acknowledge Your Abilities

You may not have twenty years of experience, but you were promoted based on your skills and abilities. Make sure you place them at the forefront. However, you must also monitor yourself for arrogance, which can cause a lack of respect from subordinates and peers.

Respect the Experience and Knowledge of Others

Don’t pretend that you know more than everyone; it is impossible. Instead, make sure that you show respect to both subordinates and peers. Acknowledge and respect their experience and skills. Ask for help and ask for opinions from those who have experience and knowledge that you don’t yet possess.

If you respect your subordinates and let them know that you can benefit from their knowledge and experience, it will go a long way towards gaining their respect.

Be the Problem Solver

Your point of view may be different than older members of your management team. You may have a fresh outlook where theirs is bogged down due to repetition. Don’t be afraid to come up with a novel solution for a problem. Most of all, don’t wait for those with more experience to solve problems. If you have a solution, make sure to suggest it.

Know Thyself … Continue reading

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